I believe a competent scientific analysis would show that bullying has direct and immediate benefits to the bully and the bully's employer (in the same sense that robbery and murder might also have direct and immediate benefits), but the long-term effect would be indisputably costly in lost productivity, sickness, staff turnover, de-skilling and opportunity costs (i.e. the potential activities that bullying replaced).
But each of those HR pounds was attached to a decision, and emotion and a reputation. There was no attachment to the non-decision to confront bullying. This is why bullying (or at least the possibility of bullying) must be identified, acknowledged and acted upon from the very start of the complaints procedure. Most complaints procedures begin with denial, "both sides" of the story and "clarifying misunderstandings" that invest in supporting the bully's status.
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This is a great site, and has made me feel less alone by reading it. Thank you.
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