Elements of a Good Workplace

GallupMany of us have experienced the horrors of a  bad workplace but what does a good workplace look like?

Jim Clifton, the chairman and chief executive officer of the Gallup poll organization, says he knows, based upon decades of polling data.

  What follows, according to Clifton, are the 12 most important, and most predictive, workplace elements.  If these elements are in place, the employer has an engaged, healthy workforce where employees innovate, work hard  and achieve results.  If these elements are not in place, it is likely that workers are disengaged, less healthy, less productive, and less invested in the success of the company.

What’s your workplace look like? Feel free to show this article to your boss.

  1.  I know what’s expected of me at work.
  2. I have the materials and equipment I need to do my work right.
  3. At work, I have the opportunity to do what I do best every day.
  4. In the last seven days, I received recognition or praise for doing good work.
  5. My supervisor, or someone at work, seems to care about me as a person.
  6. There is someone at work who encourages my development.
  7. At work, my opinions seem to count.
  8. The mission and purpose of my company makes me feel my job is important.
  9. My associates are committed to doing quality work.
  10. I have a best friend at work.
  11. In the last six months, someone at work talked to me about my progress.
  12. In the last year, I have had opportunities at work to learn and grow.

 According to Clifton, a major reason that workforces are not engaged is bad management or what he calls “management from hell.”

 Gallup research has found that the top 25% of employees — the best-managed — versus the bottom 25% in any workplace — the worst-managed — have nearly 50% fewer accidents and have 41% fewer quality defects. What’s more, he says, people in the top 25% versus the bottom 25% incur far less in healthcare costs.

Co-Workers Suffer Second-Hand Workplace Abuse

second hand smokeNote: For a related story, see Bullying Causes Coworker Stress. Pat

 

 

Bosses who bully their subordinates also  damage co-workers who see or hear about the abuse, much like second-hand smoke affects those in the vicinity of a smoker.

That is the conclusion of a study published recently  in The Journal of Social Psychology, “An Investigation of Abusive Supervision, Vicarious Abuse Supervision, and Their Joint Impacts.”   The study was conducted by Paul Harvey from the University of New Hampshire,  Kenneth Harris and Raina Harris from Indiana University Southeast and Melissa Cast from New Mexico State University.”

The study defines abusive supervision as a dysfunctional type of leadership that includes a sustained display of hostile verbal and nonverbal behaviors toward subordinates. The authors say abusive supervision generally  is positively related to  job frustration and co-worker abuse and  negatively related to perceived organizational support.

“Although the effects of abusive supervision may not be physically harmful as other types of dysfunctional behavior (workplace violence or aggression), the actions are likely to leave longer lasting wounds. One reason for these long-lasting “scars” is that workplace violence and aggression are often stopped quickly, whereas abusive supervisory behaviors (such as being rude or giving the silent treatment) can continue for considerable times,” the researchers state.

Vicarious supervisory abuse occurs when an employee hears rumors of abusive behavior from coworkers, reads about such behaviors in an email, or actually witnesses the abuse of a coworker.

The report posits that workers who do not experience the abuse first hand may experience similar negative effects as the worker who is being abused. They may realize they could become targets for abuse by the same  supervisor  or they could be transferred to work under an abusive supervisor.

According to the study, employees expect to be treated with respect and consideration by their supervisors. In exchange, they work hard, have positive attitudes about their work and the workplace, and treat others with consideration. When abusive supervision occurs, employees are likely to feel less positively about their work (higher frustration and lower perceived organizational support) and react negatively toward coworkers who are a “safe target” upon which to  vent aggression.

The researchers found similar negative impacts of first-hand supervisory abuse and second-hand vicarious supervisory abuse: greater job frustration, tendency to abuse other coworkers, and a lack of perceived organizational support.

 The researchers queried a sample of 233 people who work in a wide range of occupations in the Southeast United States. Demographically, the sample was 46 percent men, 86 percent white, had an average age of 42.6 years, had worked in their job for seven years, had worked at their company for 10 years, and worked an average of 46 hours a week. Survey respondents were asked about supervisory abuse, vicarious supervisory abuse, job frustration, perceived organizational support, and coworker abuse.

“Our research suggests that vicarious abusive supervision is as likely as abusive supervision to negatively affect desired outcomes, with the worst outcomes resulting when both vicarious abusive supervision and abusive supervision are present,” the researchers said. “Top management needs further education regarding the potential impacts of vicarious abuse supervision on employees to prevent and/or mitigate the effects of such abuse.”

Workplace Bullying Increasing

A new study by CareerBuilder finds that workplace bullying is on the rise, with 35 percent of workers reporting they have felt bullied on the job, up from 27 percent last year.

 Sixteen percent of these workers reported they suffered health-related problems as a result of bullying and 17 percent decided to quit their jobs to escape the situation.

 The study  found the majority of incidents go unreported.  Twenty-seven percent of  targets said they reported the bullying to their Human Resources department. Of these workers, 43 percent reported that action was taken while 57 percent said nothing was done.

 The scientific  survey was conducted online  by Harris Interactive from May 14 to June 4, 2012 and included more than 3,800 workers nationwide.

 Who Are the Bullies?

 Of workers who felt bullied, 48 percent pointed to incidents with their bosses and 26 percent to someone higher up in the company. Forty-five percent said the bullies were coworkers  while 31 percent were picked on by customers. 

 More than half (54 percent) of those bullied said they were bullied by someone older than they were, while 29 percent said the bully was younger.

 Weapons of a Workplace Bully

 The most common way workers reported being bullied was getting blamed for mistakes they didn’t make followed by not being acknowledged and the use of double standards. The full list includes:

  • Falsely accused of mistakes – 42 percent
  • Ignored – 39 percent
  • Used different standards/policies toward me than other workers – 36 percent
  • Constantly criticized – 33 percent
  • Someone didn’t perform certain duties, which negatively impacted my work – 31 percent
  • Yelled at by boss in front of coworkers – 28 percent
  • Belittling comments were made about my work during meetings – 24 percent
  • Gossiped about – 26 percent
  • Someone stole credit for my work – 19 percent
  • Purposely excluded from projects or meetings – 18 percent
  • Picked on for personal attributes – 15 percent

Standing Up to the Bully

 About half (49 percent) of victims reported confronting the bully themselves, while 51 percent did not. Of those who confronted the bully, half (50 percent) said the bullying stopped while 11 percent said it got worse, and 38 percent said the bullying didn’t change at all.

The company offers the following tips for workers who are feeling bullied:

  1. Keep record of all incidents of bullying, documenting places, times, what happened and who was present.
  2. Consider talking to the bully, providing examples of how you felt treated unfairly. Chances are the bully may not be aware that he/she is making you feel this way. (Personally, I disagree.  Most bullies know exactly what they are doing. A small percentage are actually psychopaths ,completley lacking in empathy.  Use your judgment when confronting a bully – it may work but it also could escalate the problem or the bully could lay low until he/she sees the opportunity to finish the job.) 
  3. Always focus on resolution. When sharing examples with the bully or a company authority, center the discussions around how to make the working situation better or how things could be handled differently.

Surveys consistently show that between a quarter and a third of workers have felt bullied on the job. Furthermore, there is overwhelming research  that workplace bullying can lead to potentially severe mental and physical health problems. Yet, efforts to address the problem in the United States over the past decade have proved fruitless up to now. Meanwhile, many other industrialized countries have adopted regulations or laws to address workplace bullying which place the responsibility upon the employer to insure a safe bully-free workplace for employees.

Readers can sign a petition calling up the Secretary of Labor to take action to address the epidemic of workplace bullying by going here.

CareerBuilder’s on-line site, CareerBuilder.com®, is the largest in the United States with more than 24 million unique visitors, 1 million jobs and 49 million resumes.

 

Lost in Discussion: Employers that Bully

 They Use Strategic Harassment and Exploitation

Most people who think of workplace bullies invoke the image of the combative boss played by Alec Baldwin in Glengarry Glenn Ross or the passive-hostile magazine editor played by Meryl Streep in The Devil Wears Prada.

But some workplace bullies are not individuals but the employer itself – a fact that often gets lost in the discussion of workplace bullying. Some employers use strategic harassment tactics on workers to avoid legal obligations, such as the payment of fair wages, workers compensation or unemployment insurance.

Employers that bully promulgate policies that take advantage of their workers. For example, they steal wages from their employees by intentionally misclassifying them as exempt and thus ineligible for overtime.

The Progressive States Network estimates that low-wage workers lose $51 per week to wage theft, or $2,634 per year.  That amounts to approximately 15% of their annual income

Some employers use strategic harassment to get rid of good employees. This occurs when an employer targets one or more workers for harassment to achieve an organizational goal.  Some employers, for example, make life miserable for workers when they want to downsize without paying unemployment insurance. Or they harass a “troublemaker” who has asserted a legal right to fair compensation or overtime, essentially forcing him or her to quit.

Other employers knowingly tolerate bullies in their employ for crass economic reasons – athough that strategy can backfire.

Ani Chopourian filed at least 18 complaints with the Human Resources Dept. of Mercy General Hospital in Sacramento, CA, during the two years she worked there as a physician assistant. She was fired after the last complaint. A federal court jury in March awarded Chopourian $168 million in damages, believed to be the largest judgment for a single victim of workplace harassment in U.S. history.

Many of Chopourian’s complaints involved a bullying surgeon who she said once stabbed her with a needle. Another surgeon, she said, would greet her each morning with “I’m horny” and slap her bottom. Another called her “stupid chick” in the operating room and made disparaging remarks about her Armenian heritage, such as asking her if she had joined Al Qaeda.

Ms. Chopourian speculated that hospital administrators put up with misbehavior in the cardiac unit and tolerated the surgeons’ outsize egos because cardiac surgery tends to bring in the most money for any hospital facility.

Surveys show that workplace bullying is epidemic in the United States, where at least one in four American workers reports being bullied in the workplace.  Workplace bullying can cause a target to experience potentially severe psychological and physical illness, including clinical depression, post traumatic stress syndrome and stress-related chronic disease.

Much of the focus on the problem in the United States has involved a state-by-state campaign to pass a civil law that would allow targets of workplace bullying to seek damages from individual employers. However, such a law would do nothing to combat the systemic problem of employer bullying and abuse in the United States.

This blog is part of a loose-knit coalition of workplace anti-bully advocates that is calling upon the U.S. Secretary of Labor and the Obama administration to promulgate a comprehensive national solution to the problem of workplace bullying and abuse that would  address the problem of bullying employers.  If you agree, sign our petition at: http://www.thepetitionsite.com/1/protect-us-workers/?cid=FB_TAF.