Misery of Dysfunctional Meetings

Are meetings at your company a useless, frustrating waste of time? Do they provide a bully a forum to rant, rave and manipulate? Are reasonable people intimidated into silence? If so, welcome to the living hell of dysfunctional meetings.

The Three Pillars of Dysfunctional Meetings

1. Objectives are meaningless

- Discuss vague platitudes instead of underlying problems
- Ignore causes of low morale and low productivity
- Ignore negative environment created by bully

2. Committees are powerless

- Creates impression that issues are being addressed
- No authority to investigate bully's behavior problems
- No power to take actions to resolve issues

3. Bully is allowed to dominate meetings

- Stifles healthy progress in meetings
- Dominates meetings by aggressive conversational style
- Attacks anyone who threatens his dominance of meetings
- Prevents clear identification of himself as the problem
- Shifts blame for problems he has created
- Provides misleading information
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From: http://www.kickbully.com

Time for a golden oldie - Political Psychology - Are they claiming you are emotionally unstable?

PsychologistEthics.net is designed to help inform the public about political psychology; that is, psychologists violating established codes of ethics to carry out the political agendas of others, especially employers. Political psychology is often used to facilitate workplace mobbing...

When one imagines using mental health professionals to target undesirable individuals, one almost always thinks of totalitarian governments such as the former USSR, China, and Cuba. There is a long and ugly precedent of using mental health professionals in those societies to target politically undesirable people and have them placed in mental institutions involuntarily.

Human rights groups refer to this practice as "political psychiatry." Victims of political psychiatry are usually people who have filed grievances or complaints against employers or officials, or are union organizers, people who have publicly criticized officials, members of minority religions, and whistle-blowers. Because of reports of the former Soviet Union and China committing political dissidents to mental institutions, the World Psychiatric Association passed the Madrid Declaration in 1996 declaring that "all forms of psychiatric diagnosis and treatment on the basis of the political needs of governments are forbidden." Unfortunately, no such declarations have been made for or by psychologists to condemn political psychology...

In this case, an SIUC faculty member was mobbed by the university administration with the help of some of her departmental colleagues because they disliked her opinions, which were expressed through grievances, guest columns and letters to the editor, speeches, union activism, and by joining in a suit with other faculty members against the board of trustees to protest the firing of a popular chancellor.

As a result, her office was moved out of the department and her mail was stolen. Frequent whispering campaigns were held in the hallways by colleagues who quickly scattered behind slammed doors when she was sighted. She was unjustly blamed for negative tenure votes and missing department materials. The nameplate on her door was vandalized and she learned that she was referred to as "the little twerp" by some.

The university administration then hired a licensed psychologist who, the faculty member was told, would conduct counseling and conflict resolution for her deeply divided department, but who instead wrote a report for the administration indicating that the faculty member was destructive and in need of discipline and professional help.

The administration disseminated the psychologist's report to over 20 people on the campus. In this case, the psychologist made an unsubstantiated assessment of the faculty member based solely on what the faculty member's "enemies" had said about her...
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Political Psychiatry

The political use of psychiatry came to the world�s attention during the days of the Soviet Union, when the profession of psychiatry was used to suppress dissent. This practice represented a systematic use of a healing profession to incarcerate healthy individuals into Special Psychiatric Hospitals, administered by the USSR Ministry of the Interior, or the police, and not the USSR Ministry of Health. There were psychiatrists and others who fought against this practice, such as Drs. Semyon Gluzman and Anatoly Koryagin, who were imprisoned themselves for their moral and ethical work. There were also psychiatrists who adhered to, and, in some cases, furthered the practice. Geneva Initiative on Psychiatry has, as part of its mission, to fight the political use of psychiatry wherever it may occur. While devoting most of its time and resources on reform of outdated mental health systems, GIP will continue to work against these human rights abuses.

From: http://www.gip-global.org/
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This week's competition: We are looking for adjectives, descriptions, short sentences - How did they describe or portray you?

Our submission to the competition: 'Has threatened suicide', 'I listened to him for one hour but he made no sense', 'emotional', 'aggressive', 'unbalanced', 'bullying', 'uncooperative', 'unmanageable', 'confused'...

Also read: A statement from Lisa Blakemore Brown

Inquiry clears ex-UCC head of corruption - Ireland

An inquiry into allegations levelled against the former University College Cork (UCC) president Gerry Wrixon has found no evidence of corruption or breaches of the law.

The 20-page report says there has been "no material breach of law, statutes or ordinances either financially or corporately there is no evidence of corruption".

John Malone, the former secretary general of the Department of Agriculture and Food, who conducted the inquiry, said the allegations made against Prof Wrixon did not merit the appointment of a visitor or senior investigator by the Minister for Education, Mary Hanafin.

The report is critical of Prof Wrixon's management style and his poor personal relations with some key personnel. There was a very strong focus on results and implementing change but much less on people affected by these changes, it says.

Mr Malone is critical of UCC's governing authority which, he says, failed to act as an effective counterweight to a powerful president like Prof Wrixon. The report criticises Prof Wrixon's tendency to bypass some structures - including the academic council - in his decision-making.

There is some evidence, it says, of some "hasty decision-making in a highly ambitious change agenda" environment. But overall, it says, these deficiencies do not amount to mismanagement. But the report also says the success of UCC in recent years is a tribute to the "energy and vision" of Prof Wrixon.

The inquiry examined over 50 allegations made by Prof Des Clarke of UCC in a letter to Ms Hanafin. But the Malone report rejects his allegation that UCC is an academic Enron waiting to happen because it is financially unstable. Prof Clarke did not co-operate with the inquiry.

The Malone inquiry concludes that UCC's debt will need to be carefully managed by the new president, Prof Michael Murphy, but it says the debt is not a threat to the college.

The report praises the "energy and vision" of Prof Wrixon which has helped transform UCC into one of the most successful third-level colleges in the State. But poor personal relations on the campus between key decision makers created tension and animosity, it notes. Prof Wrixon retired as president this week; Prof Michael Murphy took office yesterday.

Mr Malone was assisted in his inquiry by two international experts, Prof Michael Shattock of the OECD, and Dr Jim Port, an independent consultant on higher education issues.

Prof Shattock was a member of the OECD team which prepared the landmark 2004 report on third-level education in the Republic. Dr Port was recently appointed by Ms Hanafin to examine the merits of a university in Waterford.

The Malone report will be presented to the UCC governing authority next week. Prof Clarke, who is due to retire shortly, has been sceptical of the Malone inquiry which was commissioned by the UCC governing authority two months ago.

At the time, Prof Clarke said: "I think it's completely unacceptable because the governing body is effectively appointing the person to investigate concerns about the governing body itself . I'm not assuming that anyone is going to find in my favour or anyone else's favour but you can't have people picking their own jury."

From: Indymedia Ireland

A real story - The real story

Nature of complaint

1. Details not recorded
2. Details not recorded
3. XXX
4. Terms & conditions
5. Terms & conditions
   
6. Terms & conditions
   
7. Working relationships
8. Working relationships
   

Length of Service - completed years

1. Over 25 years
2. 1-5 years
3. 6-10 years
4. 6-10 yeas
5. Over 25 years
6. Over 25 years
7. Less than 1 year
8. Less than 1 year
   

Ethnic Origin

1. White - British
2. Other White Background
3. Black or Black British - Caribbean
4. White - British
5. White - British
6. Not Known
7. Black or Black British - Caribbean
8. Other Ethnic Background

Stage at which complaint was completed

1. Grievance investigation
2. Informal Grievance
3. Formal Grievance - Stage 2
4. Formal Grievance - Stage 1
5. Formal Grievance - Stage 1
6. Formal Grievance - Stage 1
7. Formal Grievance - Stage 1
8. Informal Grievance
   

Outcome of complaint

1. Ongoing
2. No formal action
3. Complaint not upheld
4. Complaint withdrawn
5. Complaint upheld
6. Complaint upheld
7. Complaint not upheld
8. Complaint not upheld
   

Did complainant remain in College for 6 months following outcome?

1. N/a
2. Yes
3. No
4. No
5. Yes
6. Yes
7. No
8. Yes

At last an acknowledgement from one of the candidates for General Secretary of UCU - Roger Kline mentions the 'B' word

Saturday 27th January 2007

Question: Big Brother, bullying and post 16 education

“Bullying appears to be an acceptable form of management in our college. What would you do about it if you became general secretary?”

Lynne, Manchester FE lecturer
--------------------------
Answer by Roger Kline:

The Health and Safety Executive estimates that bullying costs UK employers 80 million lost working days and £2 billions in lost revenue.

Bullying is widespread in post 16 education. Numerous surveys including the most recent UCU stress at work survey (Link to press release) have demonstrated how widespread it is. Bullying is incompatible with a collegial management or a learning environment.

Some managers seem to think that Rambo style management is effective. The growing climate of fear amongst senior management, especially in further education, makes it likely that such practices will increase unless challenged. [So will they be challenged?]

As head of equality and employment rights I have ensured we have developed a range of work around bullying.

Firstly, your employer should have a Bullying and Harassment Policy or Dignity at Work Policy. UCU’s web site at www.natfhe.org.uk/?entityType=Document&id=150 has a model policy. We want every employer to agree such a policy with UCU. [Agreeing is one thing, implementing and monitoring is another.]

Secondly, a bullying culture is a breach of the Health and Safety Executive Management Standards for Stress (www.hse.gov.uk). A survey – jointly with management if possible - using the HSE model survey will confirm the scale of bullying and which departments are especially bad. [Good idea, do we have any volunteers?]

Thirdly when individuals feel they are being bullied they must start to record what is happening and alert their local representative. It is very unlikely that such individuals are the only ones being bullied. [True, but what happens after one alerts the local rep can be an issue.]

Finally, bullying often has discriminatory overtones linked to gender, ethnicity, sexual orientation, disability and so on. Whilst it remains very difficult to pursue bullying cases through the courts, the link with discrimination may make it easier to force your employer to act in case legal action is taken. However it is much, much better to take these issues up collectively if possible rather than assume there is easy legal redress. [So what happens to individual cases?]

An excellent guide to tackling bullying at work, co-sponsored by UCU has just been published by the Equality challenge Unit, on whose board I sit. It can be downloaded at www.ecu.ac.uk. [Thank you for the guide.]
---------------------------
From: http://roger4gs.blogspot.com/

Did he answer the question?

The other candidate for the position of General Secretary (Sally Hunt) has not mentioned the 'B' word yet.

What Makes Narcissists Tick - "All con artists are thus protected by the pride of those they con..."

...Many, if not most, narcissists get away with bullying, slander, calumny, and abuse (even as prosecutable offenses) their whole lives. How? It's easy:

• make the abuse so outrageous people cannot see why anybody would do such a thing
• destroy the victim's credibility in advance.

No one does the things a narcissist does without thinking about the possible consequences. So, they are going to think up ways to avoid those consequences, too.

It doesn't take a genius to figure out that if you want to get away with abusing someone, you first launch a pre-emptive attack on their character, so that nobody will believe them when they soon complain about what you are doing to them…

Everybody knows that when somebody defends himself from accusations with accusations, the crowd always believes the one who accused first and views the defendant as the attacker. This is irrational, because the initial accuser is the attacker and there is no more reason to believe one party than the other.

So, people don't do this in good faith. Indeed, the more preposterous the initial accuser's accusations, the more firmly people believe them! They do this out of self interest, because the return allegations make them look bad for eagerly swallowing the first accuser's preposterous and juicy lies whole. All con artists are thus protected by the pride of those they con.

The narcissist commits moral mayhem by destroying the victim's reputation and credibility, so that nobody will believe her about him. His description of her is projection, a perfect description of himself... Nobody will even listen to her. Thus, the narcissist reduces her to a hapless and helpless state.

Narcissistic bullies in the workplace, especially as administrators in nonprofit institutions, are notorious for doing this. Their total destruction of the victim's life is so willful and wanton that it can sometimes only be viewed as a deliberate attempt to drive him or her to suicide. And all too often it does…

Attention is a value judgment. We pay it only to things we deem worthy of it. So, by treating others as unworthy of any regard, Narcissus is acting as though they are beneath notice, insignificant and infinitely less important than all-important him. He pays no more regard to them in what he does than you pay to bug you step on while crossing the street. They are nothing; he is everything.

This is how he compensates for that demeaning value judgment his narcissistic parent imprinted on his soul. This is how he edits the shameful image of himself he saw reflected in that parent's contemptuous eye. In other words, he does to others what that parent did to him. Since that's what made that parent a god, that's what makes him a god.

How does he enact this fiction? By treating you like dirt. And by maligning you behind your back. You could define a narcissist as someone who likes to treat others like dirt and ruin their reputations.

This is the game a narcissist plays, in a nutshell. Because he is an emotional imbecile (i.e., mentally of pre-school-age maturity).

The only people he doesn't abuse this way are those he doesn't dare abuse. Or those he can aggrandize himself by association with. Or those he can con and is setting up for a con job. Like psychopaths, narcissists view others as but objects, material to exploit for their own aggrandizement…

Narcissists are predators, but many people fail appreciate the meaning of that term, letting it in one ear and out the other...

Being predators puts narcissists in a special class with psychopaths, that class of people who don't wish you well, no matter how friendly their facade — that class from which sexual predators and all other kinds of predators come…

They're regulating, manipulating your reactions. But you aren't like them. Your reactions come from within. So, what are they ultimately regulating and manipulating? Your thoughts. Manipulation is mind control.

Manipulation is a subtle thing. So subtle that we are usually unaware of being manipulated, unless the manipulator blows it and breaks the spell. So, manipulators are putting thoughts into our heads that we think are ours. A very dangerous thing.

Since a narcissist isn't acting on normal human premises, since all he is doing is playing you for the reaction he wants, truth is irrelevant. Truth or lies — it's all the same to him. Whichever works. Usually that's lies.

It would be more correct to say that there is no such thing as truth to a narcissist. Because there is no such thing as truth when playing Pretend. That's why narcissists and psychopaths beat lie detector tests...

Psychopaths are known to get so good at manipulating people that, by the time they're teenagers, they routinely fool and manipulate mental healthcare professionals, judges, prison officials, parole boards, and social workers who know they are psychopaths, are on the lookout for attempts to manipulate them, and should be immune to manipulation.

It isn't a matter of intelligence: it's a matter of practice, experience. This is because most of what transpires in interaction happens too quickly to think it through…

Don't trust an institution or organization to filter out the personality disordered on the road to the top. Indeed, narcissists have great climbing skills!

Narcissists are expert at tearing down whoever is above them on the ladder of success. That's what narcissists do, nonstop, all their lives, because that's what narcissism is. They get very good at it, because it's an aspect of the disease, an aspect that is more a benefit than a curse in society. In fact, they get so good at climbing over those they throw down that they come out smelling like a rose, because nobody even knows who instigated the talk that destroyed that person…

What's more, narcissists have no compunctions about exploiting and tearing down their betters, because they have no empathy, no conscience. Another big advantage over normal people.

Nor do they have any compunctions about "getting tough" with their subordinates and firing people. They love doing that, because that's what narcissists do — vaunt themselves on others by bullying whomever they can. It's an aspect of the disease. And it's an asset, because it makes them look like good "tough" managers of personnel.

Narcissists are shameless but subtle self-promoters, expert at carving out the perfect (false) image for themselves. Yet another big advantage.

In fact, being for looks only, they see no reason to work for credit or credentials, so they just fake it whenever possible. They may cheat their way through college or buy a degree from a diploma mill or fake their credentials altogether. On the job they steal the credit that belongs to others…

I should think that a narcissist would not be at home in a smart and sophisticated big business with competent personnel managers, one that measures job performance accurately by objective metrics. Most of the narcissists I have known were in the "helping professions," particularly education. Little real accountability and abundant means to fake it.

Among those who were teachers that I have known or heard about, I noticed a peculiar similarity. They avoided accepting any position that would set them up as the responsible party and a target for criticism. For example, they would come up with excuses for why they could not fill a vacant head-coaching position. They preferred to call the shots from behind the scenes as a "humble" assistant coach, who manipulated the head coach.

…This is why narcissistic bullies in the workplace are a particular problem in private nonprofit institutions.

…In fact, the "helping professions" in general attract more than their share of narcissists: little real accountability and plenty of ways to fake it. All you have to do is fool people: you never have to prove that you are doing a good job.

…No one wants others to see them as bad. Moreover, that's the kiss of death to a predator, because it's like a repellant that warns potential prey to mistrust and stay away from him. Indeed, if you were a malignant narcissist, what would be your biggest fear?

Exposure, right? You're like a vampire to whom the light of day is lethal. Your greatest fear would be the same as that of any hungry, stalking predator — exposure.

You'd live in constant fear of people finding out that you're a wolf beneath your sheep's clothing, that you just use people, that you want to take away anything they have that you don't have, and that you will vandalize their image to improve your own. You'd live in constant fear of them learning the shocking truth about your past exploits, about the many you've used and trashed in your wake. You'd live in constant fear of people discovering, not just what you do for a moral living, but whom you do it to.

Since narcissists are such expert con artists, how do you spot them? …Here are eight red flags:

• puts on a conspicuous display of goodness and kindness
• damages the images of most others
• has a history of past upheavals
• hated for mysterious reasons by people close to them
• exhibits unnatural and perplexing behavior — backwards reactions to things
• is a control freak, trampling privacy/boundaries
• is extremely self-absorbed
• has a hostile reaction to attention and credit given others

…If you know a narcissist's history, you will usually see a track record of mysterious upheavals in his life. He suddenly up and moves to a different school or job in a different town every few years. That is, every time the good angels in his Pathological Space start comparing notes, get his number, and become enraged.
-----------------------
From: What Makes Narcissists Tick - Understanding Narcissistic Personality Disorder (NPD)

Data Protection Act 1998 - Use it or loose it

We received the following email:

Dear PJP,

you should note for your own reference and others (that is if you do not already know this) that using the DPA [Data Protection Act] will also give the University the ability to withhold information, e.g. investigation reports where third parties have refused to permission for disclosure or have asked for confidentiality. They will seize upon any exemptions that they can apply.

It is likely that in these cases the information comissioner will hold the University to be in breach of the Data Protection Act, but penalities for this are not always severe, thus since it takes months to resolve complaints with the information comissioner, and the University of course know this, then it serves their interests at the time to deny disclosure.

It is better to go for the information that you think will be withheld, informally, before making a Subject Access Request - I would also get a solicitor to handle a DPA request in future, as there can be a lot of things to challenge when you receive the return of a Subject Access Request.

In summary, using the DPA is a powerful and cheap right - it is very effective.

Cheers,

EF

Employers would more readily admit to rape...

Stuart has left a new comment:

Perhaps the biggest problem of the anti-bullying policy is what to do when a complaint is upheld - have you ever heard of a complaint being upheld? My barrister said most employers would more readily admit to rape. So the policy is a political document that nobody dare implement because they cannot conceive of a fitting punishment. But really it is an immature behaviour that is easily challenged - take the bullies aside, tell them to stop and if they don't comply then strip them of title, authority and responsibility. Prevention is the aim, not punishment - motive is harmless without opportunity. They probably did their old job better anyway, and were promoted to Bully.

High stress levels in colleges and universities 'caused by management culture' - UK

High levels of stress are widespread amongst staff throughout further and higher education and staff widely believe that management - far from addressing the issue - are contributing to the problem.

The problem is revealed in results of a survey conducted on behalf of UCU and the Association of Teachers and Lecturers (ATL). Around 5,000 staff in FE and HE in England, Wales and Northern Ireland received a questionnaire on workload and stress during September 2006. More than a thousand responses were received, providing the unions with a representative snapshot of current workplace pressures and recent trends.

The main sources of work related stress were heavily linked to demands for hitting targets and deadlines, long working hours, increased workloads and frequent changes of timetables or courses. Not being able to exert control over demands made - and being given responsibility without the authority to take decisions - also scored highly, as did feeling undervalued and lack of administrative support.

A massive 82% of respondents reported that their overall workloads had increased in the last three years. The same proportion felt that this had directly or indirectly increased stress levels.

Respondents were asked which factors had contributed to the increase in workload. (They could tick more than one box). Overall 88% indicated 'more administration' (83% in HE, 92% in FE) and 46% said 'having more students per lecturer' (in both HE and FE) were the key causes of increased work.

Long hours are common in both further and higher education. Of all respondents, 41% work an average of 46 hours or more per week during term time, with 19% working 51 or more hours. 23.5% of staff in colleges work 46-50 hours (22.1% in universities). 12.5% of college staff work 50+ hours a week, while this is normal for 24.4% of university staff.

An astonishing 82% said their institution had a management culture which 'actively contributed to stress' ( 87% in colleges, 80% in universities). 27% thought their management 'acknowledged the causes of stress' but only 15% thought their management 'sought to address the causes'. Managers in HE appear to be making a slightly better effort to tackle the problem (17.7% of universities, 11.6% of colleges).

Many respondents recorded pronounced symptoms of stress. The symptoms reported as most frequently occurring were poor sleep patterns (46%), exhaustion (39%) and anxiety (35%). However high percentages of HE and FE staff said they also sometimes experienced many other stress symptoms: 58% reported an inability to concentrate, 56% reported headaches and migraines and 54% reported erratic moods.

15% of respondents had taken leave due to work related stress, a third of these for over 2 weeks and in 39% of cases the respondents' GP said their illness was work-related.

High numbers of staff considered their stress was partly due to their powerlessness to control their work: 71% said they found it stressful or very stressful that they are given responsibility without the authority to take decisions, 69% cited their lack of participation in decision making.

Not surprisingly, 78% of respondents said that morale had worsened over the last 3 years. Despite this 32% said they would recommend their job as a career, but 45% said they would not. Asked where they might be in 5 years time, 25.4% of university staff expected promotion compared to only 17% in colleges. 32% of university staff expected to be retired. This was 38% in colleges - further evidence of an ageing workforce which may soon create staff shortages.

UCU head of equality and employment rights Roger Kline said: 'Across the whole of post-16 education stress is now at epidemic levels. We have warned for a long time that something has to be done but this survey suggests things have deteriorated still further.

'Tackling the causes of stress - excessive workloads, a long hours culture, a lack of influence over their work, job insecurity, a bullying culture and burgeoning administration - is now the top priority for our union. It is bad for staff and damaging to students, learning and research.

'We are now actively seeking legal test cases on excessive hours and against employer's breaching their duty of care to staff, to back up our local campaigns. As student staff ratios rise and bureaucracy rockets, it appears that only collective action and legal threats will serve as a wake up call.'

Dr Mary Bousted, ATL general secretary, said: 'We are surprised, but still horrified by the story this survey shows. Staff working in FE and HE should not be suffering harassment - 61% - or being bullied - 58% - at all, let alone in these large numbers. We are deeply concerned that so many of them feel undervalued - 72%. Staff can't work effectively in colleges which treat them badly - not only do the staff suffer but their students also suffer as a result and it's not good for the colleges in the long-run either.

'We can't allow these appalling conditions to continue unchallenged - it really is not good enough in the 21st century. ATL urges members to report any instances of poor behaviour so they can be contested for the good of everyone working and studying in FE and HE.'

Help and advice about dealing with stress: The College and University Support Network (CUSN) is a support network which provides support by qualified professionals for FE/HE staff and their families. It includes a 24 hour helpline 08000 32 99 52 www.cusn.org.uk

Contact: Press officer, Trevor Phillips
press@ucu.org.uk | Tel: 020 7520 1032 or 07773 796 882 (mob)
----------------------------
From: University and College Union

[Academic] Staff report regular bullying - Sheffield Hallam, UK

Phil Baty, Times Higher Education. Published: 22 December 2006

Leaked survey at Sheffield Hallam reveals 'disturbing' fears of victimisation, high stress and sub-par performance in many areas of work that require 'urgent action'.

Phil Baty reports Almost 100 members of staff at Sheffield Hallam University have reported being bullied "always, often or sometimes" in an internal survey leaked to The Times Higher.

The report also highlights serious concerns about staff stress levels, noting that "urgent action" is required by the university in ten areas of work relating to staff stress and that "clear improvement" is needed in 22 other areas. In no category was Sheffield Hallam rated as doing "very well", based on scales devised by the Government's Health and Safety Executive and benchmarked against other universities.

The survey follows a similar internal report, which was leaked to The Times Higher in the summer, in which staff rated the quality of the university management as "very unsatisfactory" in "many aspects". This report warned that staff had lost a sense of collegiality.

The University and College Union said the latest findings were "disturbing", but it pointed out that such problems were common throughout the sector. It praised Sheffield Hallam for seeking to understand the issues. Diana Green, vice-chancellor of Sheffield Hallam, said this week that the fact that Sheffield Hallam had produced the report showed how seriously it took the issue of staff welfare. She confirmed that plans to improve the situation had already been put in place.

The Stress Survey 2006 was carried out this year by the university's Centre for Research and Evaluation for Sheffield Hallam's internal health and safety service. It received 844 responses.

In the survey, the university performed below national comparators in six of seven general work areas. The areas in which it was judged deficient were "demands, managers' support, peer support, relationships, role and change".

Staff reported greatest concern about their "role", which indicates that "urgent action" is needed to improve the situation, the report states. With regard to role, staff reported very negative responses to the statements: "I am clear what my duties and responsibilities are, I am clear about the goals and objectives of my department, and I understand how my work fits into the overall aim of the organisation."

The report finds cause for alarm in response to the statement: "I am subject to bullying at work." Some 96 of the 844 staff report that they have been bullied "always, often or sometimes" - just over 11 per cent of respondents. Sixteen staff report that they are "always" bullied.

Professor Green said: "The survey allows us to take action to alleviate stress where there are concerns and the board of governors and I are publicly committed to improving the university's performance in this area."

She pointed out that there were 5,111 staff at the university and that 17 per cent had responded to the survey. This meant that the 96 staff who reported being bullied "represent about 2 per cent of overall staff numbers".

Roger Kline, head of equality and employment at UCU, said: "This report makes disturbing reading - it shows the pressures that university staff are under and the levels of stress.

"This is not unique to Sheffield Hallam. I am quite certain that were surveys to be done in most institutions they would show similar or even worse responses."

He said that there had been a "good institutional response" from Sheffield Hallam and called on other institutions to conduct similar surveys.
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Something about early intervention... something about the lack of accountability, no monitoring and no policing for 'independent' organisations... something about union (in)action that can contribute more...

Yes, what a lovely idea 'were surveys to be done in most institutions they would show similar or even worse responses'. Can we have some individual surveys please? We need some data and statistics to compare individual performances and ratings...