...Communication Monographs Vol. 73, No. 4, December 2006, pp. 406 Á433 Take This Job and . . . : Quitting and Other Forms of Resistance to Workplace Bullying Pamela Lutgen-Sandvik Adult bullying at work is an unbelievable and, at times, shattering experience, both for those targeted as well as for witnessing colleagues. This study examines the narratives of 30 workers, some of whom where targeted and all of whom saw others bullied. Their responses paint a complex picture of power in bullying situations that reframe the ‘‘power-deficient target’’ into agents who galvanize a variety of resources on their own or others’ behalf but also place them at considerable risk. In some cases, employees evaluate the abusive situation and quickly resign. Others protest but, if resistance fails to stop abuse, they also leave organizations. The paths of resistance, case outcomes, and dialectic nature of resistance and control are discussed. Keywords: Workplace Bullying; Verbal Aggression; Organizational Communication; Resistance; Power Adult bullying at work is a shocking, frightening, and at times shattering experience, both for those targeted and for onlookers. Workplace bullying, mobbing, and emotional abuse*essentially synonymous phenomena*are persistent, verbal, and nonverbal aggression at work that include personal attacks, social ostracism, and a multitude of other painful messages and hostile interactions. Because this phenomenon is perpetrated by and through communication, and because...
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...Introduction to Health & Safety (H & S): Health & Safety in the workplace first became a concern in the early 19th Century when the UK’s Factories Act appointed just four inspectors to regulate safety in more than 3000 child textile factories. Healthy and safe workplaces are fundamental to achieving productive work and high quality working lives. Nowadays many companies are committed to providing a safe workplace for its employees and improving their health through better diets, work practices and lifestyles. A Health and Safety Management system is a complete process of hazard identification, risk assessment and control, employee training, record keeping, program assessment and management involvement throughout, designed to effectively manage and ensure continued employee health and safety in the workplace. Safety and health management system can be important for moral, legal, and financial reasons. All organizations have a duty of care to ensure that employees and any other person who may be affected by the companies undertaking remain safe at all times Relevance of the topic in HRM Occupational Health and Safety has become a highly specialized area with important legal responsibilities and implications. The function is not always part of the human resource management role, but is intricately related to human resource functions, and particularly to the area of risk management. The areas of employee health and wellness and employee assistance programs are newer...
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...TABLE OF CONTENTS Executive Summary 3 Problem Statement 4 Objective 4 Question A 5 Question B 8 Question C 11 Question D 15 Bibliography 16 Executive Summary This Case Study is about a leading “Regions Manufacturing” which is a multi-national company that produces quality computer spare parts. The Company has been in existence for the past 30 years. Regions have been a well-known company on its reputation for holding on to its employees, which prevailed a high sense of job security. Regions Manufacturing Limited is in the challenge of overcoming the downturn in the industry which resulted in high production costs and goods were no longer competitive in the global market. A sustainability analysis had revealed that employee productivity is a key area highlighted for requiring major changes. Mr.Suresh Gunaweera is a Senior Supervisor in charge of the production output of machine number 1. Suresh had been working in this company for a period of 10 years.Suresh’s relationship with the team working with machine number 01 is not that healthy. Suresh being a disciplined person expects the same level of discipline and commitment from others. It was highlighted by two employees Nimal and Kamal had raised the issue that the reason for the low output of the team and the low quality are due to issues relating to the poor raw material and high machine downtime as the engineering staff is inefficient. Mr. Ruwan Balawardane is the HR Manager of...
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...Panchio has acquired an enviable reputation for traditional specialty style chocolate. Now Australia’s largest chocolate producer, Panchio still uses old family recipes to create their chocolate. Built on those strong foundations and with further moderniztion and development for our product range, Panchio Food is now positioned at the forefont of the speciality food and our product always neat and clean or safe from comtaminiation and this unit is tell us about the risk management of Panchio Food. So occupational health and safety and security are the responsibility of everyone on the workplace. We follow the OH&S at premises. Scope/range of risk management applied As we know that everyday we must work in a way that ensure our safety and that of our colleagues and customers. It is very important for our business because we can save life from incidents which occurred on the workplace we can reduce them and can do safework but if we fail to take due care, we may cause an accident or injury or death. So every company follow some safety policies and procedures for the safety of their employees and stakholders. The Occupational Health and Safety act 2004 is the cornerstone of legislation and administrative measures to improve occupational health and safety in Victoria. The occupational health and safety regulation 2007 are made under the act. They specify the way duties imposed by the act must be performed., or prescribe procedural or administraive matter to...
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...Plan: An employer-sponsored retirement plan that has become an expected benefit and is therefore important in attracting and retaining employees. A 401(k) plan allows employees to defer taxes as they save for retirement by placing before-tax dollars directly into an investment account. Employers also contribute to the plan tax-free, for instance by matching contributions. Some plans enable employees to direct their own investments. These plans can be expensive and complex to manage. It is common for companies to outsource all or part of their plan. No tax is levied until the employee withdraw the amount. A Absenteeism Policy: A policy about attendance requirements, scheduled and unscheduled time off, and measures for dealing with workplace absenteeism. Repeated absenteeism can lead to termination. * Scheduled time off: Excused absences from regular work hours scheduled in advance by an employee for such things as vacation, medical appointments, military service, jury duty, etc. * Unscheduled time off: Absence from work during regular work hours that was not scheduled in advance by the employee (e.g. sickness). Absences are generally accepted and sometimes compensated if their frequency and rationale fall within an organization's...
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...1. Choose three ‘best practice ‘models and outline the similarities and Differences between them . Ans The best practice approach This approach is based on the assumption that there is a set of best HRM practices that areuniversal in the sense that they are best in any situation, and that adopting them will lead tosuperior organizational performance.A number of lists of ‘best practices’ have been produced, the best known of which was pro-duced by Pfeffer (1998a), namely:1. employment security;2. selective hiring;3. self-managed teams;4. high compensation contingent on performance;5. training to provide a skilled and motivated workforce; The best practice approach is based upon the concept that there is a set of best humanresource practices, adoption of which will lead to superior organisational performance.Pfeffer, in Competitive Advantage Through People, listed seven human resource practiceswhich he identified as commonly adopted by successful companies:1. Employment security. This means that employees are not quickly made redundant during periods of economic downturns or poor performance of the organisation as awhole. This is a tactic that fits with the concept of high performance management,which, you will recall, involves careful recruitment and selection procedures, extensivetraining, information sharing and delegation. Such practices involve high expenditure and organisations adopting them would expect employees to stay with them for sometime so that the investment...
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...and the law 5. Stress and public policy 6. Interventions 6.1 What does the evidence say? 6. Focussing on prevention Conclusion Bibliography 4 12 14 14 17 19 25 5 6 8 31 35 35 38 43 47 47 5 58 62 6 68 71 71 79 88 89 Stress at Work List of Tables, Figures and Boxes Table 1: Effects of stress on bodily functions Figure 1: Model of work-related stress Figure : The impact of workplace demands on physiological and psychological performance Figure 3: How stressful is your work environment? Figure 4: Overwork concern in organisations Figure 5: Self-reported Illness accentuated by work Figure 6: Estimated days lost due to self-reported work-related injury or illness Figure 7: Work-related mental ill-health Figure 8: Percentage of organisations where workers identify stress to be the leading hazard of concern by sector Figure 9: Percentage reporting high levels of work-related stress by educational attainment Figure 10: Percentage of workers reporting high levels of work-related stress by ethnicity Figure 11: Factors linked to work-related stress as reported by trades union safety representatives Figure 1: Jordan et al model of good practice in stress prevention and management Box 1: Definitions of stress Box : Stress and the law:...
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...educational philosophies over the years, including sweeping changes in the curriculum. Many of these changes have originated from the federal No Child Left Behind Legislation (NCLB) legislation to reform educational practices. The main tenet of the change sought to raise reading and math scores on standardized tests. They also included reforms on how teachers are evaluated and how low performing teachers need to be removed. This change has led many principals to struggle with the issues of how to contend with red tape that makes it very difficult if not impossible to remove teachers. In addition they must also fight unions who are struggling to keep their teachers from being dismissed arbitrarily. The issue has become whether or not principals may be using coercive management techniques to persuade teachers to leave. Many principals appear to be engaging in bullying tactics, resulting in a negative work environment that is unconducive to efficiency and impedes the quality of education provided by already overwhelmed instructors. When we examine articles about the ABC school system as well as other school systems across the world we see a pattern emerging. Teachers are struggling to save face, they are being yelled at in front of students and peers, they are constantly being pressured with job termination and denied resources and promotion opportunities. Often support plans are not being put into place where attainable goals are set. Training and...
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...OCCUPATIONAL HEALTH AND SAFETY ACT REVIEW March 2004 Chris Maxwell © State of Victoria Printed by State of Victoria, March 2004 ISBN 1920921044 This work is copyright. Apart from any use permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from State of Victoria. Disclaimer: The content in this report is provided for information purposes only. The views expressed herein are those of the author and do not purport to represent the position of the State of Victoria. Neither the author nor the State of Victoria accept any liability to any persons for the information (or the use of such information) which is provided in this review or incorporated into it by reference. The information in this Review is provided on the basis that all persons having access to it undertake responsibility for assessing the relevance and accuracy of its content. OCCUPATIONAL HEALTH AND SAFETY ACT REVIEW March 2004 Chris Maxwell TABLE OF CONTENTS TABLE OF CONTENTS ABBREVIATIONS ACKNOWLEDGEMENTS EXECUTIVE SUMMARY INTRODUCTION CHAPTER 1: A CONSULTATIVE INQUIRY CHAPTER 2: THE SAFETY CONSENSUS PART 1: NEW CHALLENGES FOR OHS 1 3 5 6 15 15 20 24 24 29 46 46 54 60 71 96 96 100 110 120 135 141 159 163 169 177 177 186 192 192 215 222 227 233 233 258 272 284 284 293 328 347 350 354 354 357 360 363 383 387 392 392 397 ...
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...WORKING SAFELY IN COMMUNITY SERVICES 2ND EDITION OCTOBER 2006 PUBLIC SECTOR AND COMMUNITY SERVICES ACKNOWLEDGMENTS This publication is based on the Community Services Safety Pack developed by WorkCover New South Wales in consultation with its community services organisations, including the Council of Social Services of New South Wales (NCOSS). This version has been developed to ensure compliance with Victorian law and to incorporate helpful contact information. Consultation with Victoria’s community services peak bodies and relevant government departments informed its adaptation. Please note: if your organisation provides homecare services you should also refer to the Victorian Home Care Industry Occupational Health and Safety Guide that specifically covers home maintenance, meals on wheels, respite, attendant care and personal care. COMMUNITY SERVICES OHS INFORMATION PACK Community services workers play a vital role in caring for our people and helping to maintain a quality of life expected in Australian society, often in challenging and confronting circumstances. The Victorian community services sector employs more than 60,000 people and many volunteers who are committed to providing services that enhance the physical, mental and social wellbeing of individuals. Community services work can be very rewarding, but it can also present challenges in delivering outcomes in a way that balances the rights of clients with the safety and wellbeing of employees. Nobody...
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...contents List of figures List of tables About the authors About the contributors Preface Authors’ acknowledgements Tour of the book HRM as I see it: video and text feature Publisher’s acknowledgements Key topics grid xviii xx xxi xxii xxv xxxiii xxxiv xxxvi xxxviii xl 1 2 2 2 3 3 3 4 5 6 8 9 9 13 16 17 18 18 20 22 22 24 25 27 30 I the arena of contemporary human resource management 1 the nature of contemporary HRM John Bratton Outline Objectives Introduction The development of HRM Keynesianism: collectivism and personnel management HRM in practice 1.1: A new role for HR professionals Neo-liberalism: individualism and HRM Management and HRM The meaning of ‘human resource’ The meaning of ‘management’ The nature of the employment relationship Scope and functions of HRM Theoretical perspectives on HRM HRM in practice 1.2: Twenty-first-century senior HR leaders have a changing role The Fombrun, Tichy and Devanna model of HRM The Harvard model of HRM The Guest model of HRM The Warwick model of HRM The Storey model of HRM HRM and globalization: The HRM model in advancing economies? Ulrich’s strategic partner model of HRM Studying HRM Critique and paradox in HRM viii contents ix Case study: Canterbury Hospital Summary, Vocab checklist for ESL students, Review questions and Further reading to improve your mark 33 34 37 37 37 38 38 39 41 44 44 45 46 48 50 52 54 55 56 56 58 60 62 65 66 69 69 69 70 70 71 72 72 73 73 74 77 78 80 81 88 92 2 corporate strategy and strategic...
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...SECTION 1 Career/ Manpower Planning and Recruitment Among the highlights are: advice on effective new employee induction programmes; a comparison of general management and technical roles, skills and career paths; a look at succession planning at AT&T; a report on recruitment and development of international managers; and an examination of age discrimination in recruitment. Personnel Review, Vol. 22 No. 5 1993, pp. 5-14. ©MCBUniversity Press, 0048-3486 Employment effects of changing multinational strategies in Europe J. Hamill in European Management Journal (UK), Sep 92 (10/3): p. 334 (7 pages) Presents a broad overview of changing multinational enterprise strategies in Europe in recent years—such as the shift from multiple-domestic to globally/regionally co-ordinated production/logistics systems; the wave of cross-border mergers, acquisitions and strategic alliances; the rapid increase in foreign direct investment, mainly by Japanese companies and by emerging MNEs in sectors such as IT and electronics; and transnational strategies involving dispersion of product/market responsibilities to regional centres of excellence—and their associated positive and negative employment effects. WF18 Manpower Planning and Recruitment 7 Focus from the start (new employee induction) J. P. McCarthy in HRMagazine (USA), Sep 92 (37/9): p. 77 (4 pages) Based on the experience of Metropolitan Property and Casualty Insurance, which recently reviewed its strategy for introducing new...
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...Identify the different types of stressors in the workplace. I Explain why a stressor might produce different stress levels in two people. I Discuss the physiological, psychological, and behavioural effects of stress. I Identify five ways to manage workplace stress. S ylvia Noreen thought that working at a small hospital in Prince Edward Island would reduce the stress she had experienced as a nurse in Ontario for 17 years. Instead, she discovered that Stewart Memorial Hospital nurses in Tyne Valley also experience unacceptable stress levels due to budget cuts and staff shortages. “There can be a lot of demands made on you,” says Noreen. “The workload can get quite strenuous at times.” With no vacations during her first year at Stewart, Noreen’s scheduled days off were precious time to recharge her batteries. Unfortunately, those moments were fewer than she had hoped. “We’re faced with being called back on our days off,” Noreen says. “It is trying at times.” Canadian nurses and other health care workers are feeling some of the highest levels of stress and burnout of any occupation across the country. With Montreal-area emergency rooms filled to 167 percent, nurses at St. Luc Hospital in Montreal recently walked out twice briefly to protest the work overload. “There is exhaustion and the inability of five to do the work of eight, or 12 to do the work of 20,” said Jennie Skene, president of the Quebec nurses’ union. The problem isn’t just overwork, say some ...
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...P1.1 – Explain Guests model of HRM Guest (1987) shows a model of HRM that is commitment based, which is distinct from compliance-based personnel management. According to Guest, HRM is: * linked to the strategic management of an organization * seeks commitment to organizational goals * focuses on the individual needs rather than the collective workforce * enables organizations to devolve power and become more flexible * Emphasizes people as an asset to be positively utilized by the organization. Guest (1987) sees HRM as a distinct approach to managing the workforce and argues that, although personnel management will also select and train staff, it is the distinct approach in the selection and training that matters. HRM’s approach should be linked to high performance and commitment rather than compliance. Guest (1997) recognizes that, although empirical evidence is only just beginning to show the link between HRM and performance, evidence is already suggesting that HRM works. The view from industry is also suggesting that HRM is taking on a strategic role in industry. The CIPD (2003) HR survey identified HR issues as now being regularly discussed at executive boards and HR managers seeing their role as that of a strategic business partner, with the HR function now focused on achieving key business goals and developing employee capabilities. P1.2 - Compare the differences between storey’s definitions of HRM, Personnel and IR practices. Storey (1992)...
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...This text was adapted by The Saylor Foundation under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work’s original creator or licensee. Saylor URL: http://www.saylor.org/books Saylor.org 1 Preface Competing books are focused on the academic part of HRM, which is necessary in a university or college setting. However, the goal with this book is not only to provide the necessary academic background information but also to present the material with a practitioner’s focus on both large and small businesses. While the writing style is clear and focused, we don’t feel jargon and ten-dollar words are necessary to making a good textbook. Clear and concise language makes the book interesting and understandable (not to mention more fun to read) to the future HRM professional and manager alike. It is highly likely that anyone in business will have to take on an HRM role at some point in their careers. For example, should you decide to start your own business, many of the topics discussed will apply to your business. This is the goal of this book; it is useful enough for the HRM professional, but the information presented is also applicable to managers, supervisors, and entrepreneurs. Besides these differences, other key differences include the following: This book utilizes a technology focus and shows how HRM activities can be leveraged using technology. We have also included a chapter on communication and information...
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