OSHA describes workplace violence as, “any act or threat of physical violence, harassment, intimidation, or other threatening disruptive behavior. It ranges from threats and verbal abuse to physical assaults and even homicide.” The EEOC describes harassment as, “unwelcome conduct that “becomes unlawful where 1) enduring the offensive conduct becomes a condition of continued employment, or 2) the conduct is severe or pervasive enough to create a work environment that a reasonable person would consider intimidating, hostile, or abusive.” Interesting that both of these definitions seem to describe workplace bullying, yet many employers fail to address that issue.
Workplace bullying is systematic psychological abuse that degrades and humiliates, and causes anxiety, depression, burnout, and lower levels of job satisfaction in targets and bystanders. Behaviors include frequent yelling, manipulation of work, nasty emails, social isolation, and a host of others. This session will take you through the process of developing effective strategies for dealing with workplace bullying and provide a step-by-step guide for building a healthy workplace where employees can thrive.
If allowed to flourish, bullying causes increased turnover, communication breakdown, reduced quality in work and poor customer service. In the end, bullying creates an unsafe and unhealthy work environment that can cost an organization millions if not addressed. In fact, all negative behaviors at work cause anxiety, burnout, low job satisfaction, and increased turnover, but they have differing legal risks for employers. The distinction – and the overlap – between these concepts can certainly cause confusion, but not knowing the difference and acting proactively to stop these behaviors could result in an unwanted lawsuit brought by an employee.
If allowed to flourish, bullying causes increased turnover, communication breakdown, reduced quality in work and poor customer service. In the end, bullying creates an unsafe and unhealthy work environment that can cost an organization millions if not addressed. In fact, all negative behaviors at work cause anxiety, burnout, low job satisfaction, and increased turnover, but they have differing legal risks for employers. The distinction – and the overlap – between these concepts can certainly cause confusion, but not knowing the difference and acting proactively to stop these behaviors could result in an unwanted lawsuit brought by an employee.
Catherine M. Mattice
Catherine M. Mattice, MA, SPHR, SHRM-SCP is President of consulting and training firm, Civility Partners, and has been successfully providing programs in workplace bullying and building positive workplaces since 2007. Her clients include Chevron, the American Red Cross, the military, several universities and hospitals, government agencies, small businesses and nonprofits. She has published in a variety of trade magazines and has appeared as an expert in major news outlets including NPR, FOX, NBC, ABC, USA Today, Inc Magazine, Huffington Post, Entrepreneur Magazine, Washington Times, Psychology Today and Bloomberg. Catherine is Past-President of the Association for Talent Development (ATD), San Diego …
2-Hour Virtual Seminar on How to Conduct an Internal Harass…
FDA Audit Best Practices - Do's and Don'ts
Emotional Intelligence: Mastering the Emotions of Great Lea…
Regulation update Q1 2025: New and Proposed Regulations for…
Successful Strategies for FDA Expedited Pathways for Your D…
Unlock Employee Loyalty: Stay Interviews Will Keep Them Eng…
Accounting For Non Accountants : Debit, Credits And Financi…
Designing Employee Experiences to Build a Culture of Compli…
Pay Transparency in Action: Strategies for Building Trust a…
Developing and Implementing Quality Culture in the Organiza…
Reinvent Your Business with the Power of AI
Excel Lookup Functions: VLOOKUP, HLOOKUP, and XLOOKUP Made …
Tips and Techniques for Conducting an Effective Fraud Risk …
Break Free from Toxicity: Reclaim Your Power and Peace
Measure the Effectiveness of Compliance Programs by Engagin…
Physician Employment Agreements: Problem Areas that can be …
FDA Regulation of Artificial Intelligence/ Machine Learning
Onboarding Best Practices for 2025: Proven Strategies to Po…
Quality Management Systems and Data Integrity
Computer System Validation (CSV) 3-Hour Boot Camp
Cleaning Data without Complex Functions - A Course for Data…
Implementing an Effective Human Error Reduction Program
Navigating 2025 Employment Laws: What Every Employer Needs …
Succession Plan for 2025: It's Not Just for Emergencies - I…
Employers Should Prepare for Immigration Raids in 2025! Thi…
Managing Toxic Employees: Strategies For Leaders To Effecti…
Using High-Performance Coaching for Managers to Address Per…
21 CFR Part 11 - Compliance for Electronic Records and Sign…
Negotiating Skills For Professional Results - Winning Strat…
Principles & Practices for the Cybersecurity of Legacy Medi…
Tattoos, hijabs, piercings, and pink hair: The challenges …
6-Hour Virtual Seminar on Learning the Highlights of Excel …
How to Lead and Manage a Narcissistic Manager
Building Thriving Teams: Proactive Strategies for Managers …
ChatGPT and Project Management: Leveraging AI for Project M…
Reduce Stress in the Workplace: Effective Ways to Handle Co…
Stress, Change And Team Resilience Through Humor: An Intera…
The Importance of the first 5 seconds when presenting
GAAP—Update on new Accounting Principles and How They Impac…
Creating Employee Handbooks that Protect You and Support th…
ChatGPT and Project Management: Leveraging AI for Project M…