According to the report of the International Labour Organization (ILO), "Acts of violence at work cause changes in interpersonal relations, work organization and work environment as a whole, as well as devastating consequences health of the individual "(Chappell and Di Martino, 1998).
Just as the person's reaction to a bullying situation varies depending on their personal characteristics, the consequences of attacks on the individual offender are also influenced by factors such as coping skills and resources of person concerned with conflict situations and the social support that counts.
In any case, the effects are devastating and they affect several aspects of the lives of people. Moreover, not only implies negative consequences for the victim but family members are affected, the organization and society as a whole.
In the 80's, Heinz Leymann Mobbing term used to refer to a form of group violence between adults and working space. This term comes from the verb meaning to mob stalking, assault, abuse, mass attack someone. "
H. Leymann defines mobbing as "a situation in which a person or group of people exercise extreme psychological violence, and this in a systematic way (at least once a week), for a long time on other people the workplace. "
To define a situation of bullying must be met at least three situations:
- the systematic and persistent action is
- suffering the effects are devastating the people being harassed, physically and psychologically
- the existence of differences in power (formal or informal)
Thereby excluding those passengers conflicts that occur in a given time, it is understood that these are part of human relationships that exist in the workspace.
The mobbing is part of the psychosocial risk factors and are difficult to solve because they are mediated by multiple factors such as leadership styles and leadership, workload, communication styles occurs within the company, working environment, etc.
TYPES OF HARASSMENT MORAL:
The labor organizations can be given different types of harassing behavior, they can be of a superior or leader, from a work colleague or another person with less seniority to the victim. Ø
Bullying descending type, is one in which the agent harassment is a person who holds a senior position to the person who is being bullied, for example, your boss. Ø
Bullying horizontal, is between co lay or colleagues in the same category or hierarchical level. The attack may be due to many causes: jealousy, envy, competition or personal problems. Here the pursuer seeks to hinder the work of his colleague or co-worker with the aim of damaging their image or career, or you can reach attributed to himself the merits of others. Ø
bottom-up harassment of the person doing the bullying in a position of less hierarchy to the affected party, is rare, but there are cases. This situation can occur when a worker happens to have as subordinate to their former colleagues. It also happens when he joined the organization a person to a management position, and know the organization and incorporates new management methods that are not shared or accepted by subordinates.
There are a number of behaviors that are considered harassment, among them we mention the following:
1. Limit the possibilities of communication: is this the way communication occurs, its impact at the level of self-esteem and / or the communication of negative type, for example, not allowing the person concerned the opportunity to communicate, interrupting when speaking or is expressing ideas, verbal attacks, criticism of the work carried out, criticism of privacy, verbal or written threats, avoid eye contact, verbal, gestures of rejection, scorn, etc.
2. Attacks on personal social relations, humiliating behavior, limit the possibilities to maintain social contacts, for example, job assignment that isolates it from other colleagues, denying their presence, not a conversation with the person concerned, apart from colleagues and friends of the victim.
3. Reputation Attacks: Isolation behaviors, spreading rumors, ridicule, slander, conspiracies, invent diseases of the person affected by the harassment, attack a religious belief or philosophical, assessments and records of work inequitable.
4. Attacks on the professional quality and personal situation: frequent changes in tasks and responsibilities, interest in reducing capacity, performance and job responsibilities and private questioning of personal and professional experiences, complex assignments or below capacity.
5. Attacks aimed at the health of the victim of verbal violence, threats of physical violence, exposure to high-risk jobs or complex requirements and demands, physical assaults and psychological type, damage to personal resources.
We have a situation of harassment when one or more persons are subject to attacks such as those mentioned above, in a systematic and persistent over time, by another member of the organization, whether it is superior, colleague or subordinate, who can also come to involve others in this situation harassment.
The consequences and effects of bullying are always disastrous for the sufferer both psychologically and physically, ending, for the most part, with the removal or abandonment of job by the affected.
Added to this are the collateral damage to the family of the victims and to the organization, with a negative balance for the working environment of the company and with implications at the level of performance and economic costs to the company. FEATURES
STALKER. According
Leymann, the harasser is characterized by feelings of fear and insecurity to his own career, so he tries hindering the work and denigrating the professional image of the persons considered as a threat to his reputation and chances of promotion.
In most situations of bullying, the perpetrator does not act alone, he manages to involve other members of the organization, seeking the necessary support and complicity of other team members to put pressure on the victim of harassment.
Anyone can be a victim of a bullying situation. Are some features that may be part of a profile of the victims of harassment:
- a single person or professional group or a lower group
- Perceived by their peers as bullies enviable positive characteristics and their merits and therefore as a threat because of its prestige and an obstacle to their chances of promotion.
reactions of those affected by a situation of harassment vary depending on the characteristics of each individual. There are personal-type variables involved, such as the opportunities and resources that each person has to deal with conflicts and strategies for addressing human relations in general, all of which influence the reactions to take against the harasser and the development have the facts.
Moreover bullying is an evolving process and has different levels or stages of development over time. It is divided into four phases that are fundamental:
Phase 1. CRITICAL INCIDENT: At first, it is called critical incident or precipitating event. Such an incident is to be distinguished from the usual conflicts that arise in the work environment. The problem arises when conflicts are not resolved and they become chronic, which would lead to the development of a bullying situation.
Phase 2. HARASSMENT AND STIGMA: In this phase, the victim begins to receive psychological attacks from the bully, which initially causes confusion and tends to avoid. Those staff members may also be surprised by this situation and pay no attention is required, downplay and even deny what is happening. These attitudes lead to the deterioration and prolongation of the situation.
Phase 3. STATEMENT OF AUTHORITY: The address of the organization begins to be aware of the seriousness of the situation, which requires intervention measures. These may be aimed at resolving the conflict or otherwise, can be directed to the denial and concealment of the problem, increasing the severity of the situation and the discomfort of the person concerned.
Phase 4. DISCLAIMER: Because the situation persists, the victim can be labeled as a worker "difficult" or "problem" or mental health problems, which eventually lead to a removal or abandonment of the job. Often the worker is forced to take days off work due to the inability to continue performing the usual tasks, or have medical licenses that eventually accumulate a state of incapacity to work and easy dismissal.
bullying Grades are determined by the intensity, duration and frequency with which shows the different behaviors of harassment. Sáez distinguishes three grades:
First degree: the person is able to cope with the attacks on the victim and to stay in his job. Some people ignore the teasing, humiliation and who face their attackers. Despite this, the victim of harassment can not help feeling confusion, anxiety and irritability at what happens. Until now, the victim's personal relationships generally unaffected.
Second grade: at this stage it is difficult for the person to evade the attacks and humiliations they suffer. Consequently, maintenance or reinstatement to his job is more complex. Some symptoms seen in this stage are: depressive symptoms, gastrointestinal problems, insomnia, substance abuse, avoidance behavior in any situation related to the topic. At this stage the family and friends tend to play importance to what is happening.
Third degree: the return to work is virtually impossible and the psychological damage suffered by the victim of harassment require a specialized psychological treatment. The telltale sign of this stage are: severe depression, panic attacks, aggressive behavior, suicide attempts. Family and friends are aware of the seriousness of the problem.
KEY FACTORS INVOLVED IN THE EMERGENCE OF THE MORAL HARASSMENT IN THE WORKPLACE
There are certain conditions of work are circumstances which promote moral harassment at work and where the correction and management can effectively prevent their presence.
In general, the risk of harassing behavior is less common in organizations where there are good teams with good communication, frequent and open and where there are also ADEC uadas practices of confrontation and resolution of conflicts that occur throughout kind of human relationship.
In a healthy organization, not only did not give this kind of abusive behavior, but also not permitted and is punishable by any type of bullying behavior.
Sáez et al. (2201) mentioned among the risk factors that favor the emergence of such behaviors include:
- Inadequate design of jobs and lack definition of the functions and duties of each person.
- A lack of appreciation of the employees by the organization
- Inadequate
leadership - ineffective communication systems
- Lack of employee participation in decision making
- workplaces with exposure to high levels of demand and pressures
- Lack of management policies and conflict resolution
- No sanction or penalty policies of the organization to address harassment behaviors
There are also a number of external constraints on the organization can flourish in situations of bullying in places work, such as:
- The set of values \u200b\u200band norms prevailing in society and exert a negative influence on the culture of the organization
- The existence of strong economic competition in today's society
- Determinants of employment, such as flexibility, job insecurity, precarious situations that exacerbate these abusive relationships.
By addressing these issues the company needs to have policies to prevent, where the organization has a proper management of all risks, and where there is passing through primary prevention measures to improve the organization, promotion, selection, communication styles of leadership, job security, working hours, etc., the design of tasks: application, control, pace of work, job sharing, team, etc., and worker training: training and knowledge of their own task training for improving relationships, knowledge of risk factors and preventive measures.
experiences in European countries are oriented towards the implementation of good working practices (GLP) in companies, where each organization fits your organization and culture, including measures to prevent the occurrence of bullying behaviors.
As an example of good labor practices identifies the following examples: development of information guides for the entire company staff, interventions in the workplace where they suspect the presence of bullying, developing checklists to detect the presence of bullying and report on risk factors and protective factors.
The European Foundation for the Improvement of Living and Working Conditions (*) proposes four sets of steps to address this problem: 1 .- Set
standards of desirable behavior
To avoid the appearance of conduct harassment requires knowledge, disseminate and establish explicitly that it will not be accepted in the company, which is required for:
No Training, knowledge and discussion on the topic of bullying, starting with managers and representatives of the company and workers, health and safety experts, Joint Committees, so they know the intolerable behavior.
n Have a code of conduct and best practices that reflect the company policy regarding such misconduct, making it clear that such conduct will not be tolerated in the organization, setting even sanctions.
n This code of conduct should be known by all members of the company, through mechanisms for discussion and / or discussion and to be understood and accepted by all members.
n Establish a training plan for workers to adequately address conflicts that arise from personal and work relationships.
These courses should be directed toward aspects: promoting teamwork, learning to communicate, to exchange views, solve problems together, to the knowledge and acceptance of racial diversity, sexual or otherwise; knowledge and training in the management of psychosocial risk factors such as stress, violence at work, abuse, and sexual harassment, etc.
(*) European Week for Safety and Health at Work, 2002, Di Martino, V. Hoel, H. Cooper, CL, 2003)
2 .- Fix handling procedures
conflict
Set clear and explicit procedures that reveal and prevent bullying behavior, have procedures for complaints, having a system for addressing the conflict as soon as possible to prevent them from becoming chronic or become forms of labor relations in the group behaviors that result in an improper or abusive nature. The company may resort to appoint a mediator in disputes that arise within the company or seek support through an external consultancy. Also here is important to consider the delivery of useful tools for conflict management through training and information to all members of the organization.
3 .- Design of the task
The design of the task and the organization of the company are a key aspect to be improved to address a healthy work. The design of the work can be an important risk factor for the development of bullying behaviors. The design of the task should consider the aspects that have been considered by the ergonomics and occupational psychology in the sense of preventing work conditions that threaten the health and safety of employees, considering such factors as the requirements and demand work, the control options work by the worker and the social support the person requires both the organization and their colleagues.
From the legal standpoint, the Labour Code states in article five, that "the exercise of the powers that the law recognizes the employer is limited to the respect for constitutional guarantees of workers, especially when they could affect privacy, private life or honor of them. "
workers who suffer harassment situations can go to report this situation to the offices of the Directorate of Labour to have it investigated.
Just as the person's reaction to a bullying situation varies depending on their personal characteristics, the consequences of attacks on the individual offender are also influenced by factors such as coping skills and resources of person concerned with conflict situations and the social support that counts.
In any case, the effects are devastating and they affect several aspects of the lives of people. Moreover, not only implies negative consequences for the victim but family members are affected, the organization and society as a whole.
In the 80's, Heinz Leymann Mobbing term used to refer to a form of group violence between adults and working space. This term comes from the verb meaning to mob stalking, assault, abuse, mass attack someone. "
H. Leymann defines mobbing as "a situation in which a person or group of people exercise extreme psychological violence, and this in a systematic way (at least once a week), for a long time on other people the workplace. "
To define a situation of bullying must be met at least three situations:
- the systematic and persistent action is
- suffering the effects are devastating the people being harassed, physically and psychologically
- the existence of differences in power (formal or informal)
Thereby excluding those passengers conflicts that occur in a given time, it is understood that these are part of human relationships that exist in the workspace.
The mobbing is part of the psychosocial risk factors and are difficult to solve because they are mediated by multiple factors such as leadership styles and leadership, workload, communication styles occurs within the company, working environment, etc.
TYPES OF HARASSMENT MORAL:
The labor organizations can be given different types of harassing behavior, they can be of a superior or leader, from a work colleague or another person with less seniority to the victim. Ø
Bullying descending type, is one in which the agent harassment is a person who holds a senior position to the person who is being bullied, for example, your boss. Ø
Bullying horizontal, is between co lay or colleagues in the same category or hierarchical level. The attack may be due to many causes: jealousy, envy, competition or personal problems. Here the pursuer seeks to hinder the work of his colleague or co-worker with the aim of damaging their image or career, or you can reach attributed to himself the merits of others. Ø
bottom-up harassment of the person doing the bullying in a position of less hierarchy to the affected party, is rare, but there are cases. This situation can occur when a worker happens to have as subordinate to their former colleagues. It also happens when he joined the organization a person to a management position, and know the organization and incorporates new management methods that are not shared or accepted by subordinates.
There are a number of behaviors that are considered harassment, among them we mention the following:
1. Limit the possibilities of communication: is this the way communication occurs, its impact at the level of self-esteem and / or the communication of negative type, for example, not allowing the person concerned the opportunity to communicate, interrupting when speaking or is expressing ideas, verbal attacks, criticism of the work carried out, criticism of privacy, verbal or written threats, avoid eye contact, verbal, gestures of rejection, scorn, etc.
2. Attacks on personal social relations, humiliating behavior, limit the possibilities to maintain social contacts, for example, job assignment that isolates it from other colleagues, denying their presence, not a conversation with the person concerned, apart from colleagues and friends of the victim.
3. Reputation Attacks: Isolation behaviors, spreading rumors, ridicule, slander, conspiracies, invent diseases of the person affected by the harassment, attack a religious belief or philosophical, assessments and records of work inequitable.
4. Attacks on the professional quality and personal situation: frequent changes in tasks and responsibilities, interest in reducing capacity, performance and job responsibilities and private questioning of personal and professional experiences, complex assignments or below capacity.
5. Attacks aimed at the health of the victim of verbal violence, threats of physical violence, exposure to high-risk jobs or complex requirements and demands, physical assaults and psychological type, damage to personal resources.
We have a situation of harassment when one or more persons are subject to attacks such as those mentioned above, in a systematic and persistent over time, by another member of the organization, whether it is superior, colleague or subordinate, who can also come to involve others in this situation harassment.
The consequences and effects of bullying are always disastrous for the sufferer both psychologically and physically, ending, for the most part, with the removal or abandonment of job by the affected.
Added to this are the collateral damage to the family of the victims and to the organization, with a negative balance for the working environment of the company and with implications at the level of performance and economic costs to the company. FEATURES
STALKER. According
Leymann, the harasser is characterized by feelings of fear and insecurity to his own career, so he tries hindering the work and denigrating the professional image of the persons considered as a threat to his reputation and chances of promotion.
In most situations of bullying, the perpetrator does not act alone, he manages to involve other members of the organization, seeking the necessary support and complicity of other team members to put pressure on the victim of harassment.
Anyone can be a victim of a bullying situation. Are some features that may be part of a profile of the victims of harassment:
- a single person or professional group or a lower group
- Perceived by their peers as bullies enviable positive characteristics and their merits and therefore as a threat because of its prestige and an obstacle to their chances of promotion.
reactions of those affected by a situation of harassment vary depending on the characteristics of each individual. There are personal-type variables involved, such as the opportunities and resources that each person has to deal with conflicts and strategies for addressing human relations in general, all of which influence the reactions to take against the harasser and the development have the facts.
Moreover bullying is an evolving process and has different levels or stages of development over time. It is divided into four phases that are fundamental:
Phase 1. CRITICAL INCIDENT: At first, it is called critical incident or precipitating event. Such an incident is to be distinguished from the usual conflicts that arise in the work environment. The problem arises when conflicts are not resolved and they become chronic, which would lead to the development of a bullying situation.
Phase 2. HARASSMENT AND STIGMA: In this phase, the victim begins to receive psychological attacks from the bully, which initially causes confusion and tends to avoid. Those staff members may also be surprised by this situation and pay no attention is required, downplay and even deny what is happening. These attitudes lead to the deterioration and prolongation of the situation.
Phase 3. STATEMENT OF AUTHORITY: The address of the organization begins to be aware of the seriousness of the situation, which requires intervention measures. These may be aimed at resolving the conflict or otherwise, can be directed to the denial and concealment of the problem, increasing the severity of the situation and the discomfort of the person concerned.
Phase 4. DISCLAIMER: Because the situation persists, the victim can be labeled as a worker "difficult" or "problem" or mental health problems, which eventually lead to a removal or abandonment of the job. Often the worker is forced to take days off work due to the inability to continue performing the usual tasks, or have medical licenses that eventually accumulate a state of incapacity to work and easy dismissal.
bullying Grades are determined by the intensity, duration and frequency with which shows the different behaviors of harassment. Sáez distinguishes three grades:
First degree: the person is able to cope with the attacks on the victim and to stay in his job. Some people ignore the teasing, humiliation and who face their attackers. Despite this, the victim of harassment can not help feeling confusion, anxiety and irritability at what happens. Until now, the victim's personal relationships generally unaffected.
Second grade: at this stage it is difficult for the person to evade the attacks and humiliations they suffer. Consequently, maintenance or reinstatement to his job is more complex. Some symptoms seen in this stage are: depressive symptoms, gastrointestinal problems, insomnia, substance abuse, avoidance behavior in any situation related to the topic. At this stage the family and friends tend to play importance to what is happening.
Third degree: the return to work is virtually impossible and the psychological damage suffered by the victim of harassment require a specialized psychological treatment. The telltale sign of this stage are: severe depression, panic attacks, aggressive behavior, suicide attempts. Family and friends are aware of the seriousness of the problem.
KEY FACTORS INVOLVED IN THE EMERGENCE OF THE MORAL HARASSMENT IN THE WORKPLACE
There are certain conditions of work are circumstances which promote moral harassment at work and where the correction and management can effectively prevent their presence.
In general, the risk of harassing behavior is less common in organizations where there are good teams with good communication, frequent and open and where there are also ADEC uadas practices of confrontation and resolution of conflicts that occur throughout kind of human relationship.
In a healthy organization, not only did not give this kind of abusive behavior, but also not permitted and is punishable by any type of bullying behavior.
Sáez et al. (2201) mentioned among the risk factors that favor the emergence of such behaviors include:
- Inadequate design of jobs and lack definition of the functions and duties of each person.
- A lack of appreciation of the employees by the organization
- Inadequate
leadership - ineffective communication systems
- Lack of employee participation in decision making
- workplaces with exposure to high levels of demand and pressures
- Lack of management policies and conflict resolution
- No sanction or penalty policies of the organization to address harassment behaviors
There are also a number of external constraints on the organization can flourish in situations of bullying in places work, such as:
- The set of values \u200b\u200band norms prevailing in society and exert a negative influence on the culture of the organization
- The existence of strong economic competition in today's society
- Determinants of employment, such as flexibility, job insecurity, precarious situations that exacerbate these abusive relationships.
By addressing these issues the company needs to have policies to prevent, where the organization has a proper management of all risks, and where there is passing through primary prevention measures to improve the organization, promotion, selection, communication styles of leadership, job security, working hours, etc., the design of tasks: application, control, pace of work, job sharing, team, etc., and worker training: training and knowledge of their own task training for improving relationships, knowledge of risk factors and preventive measures.
experiences in European countries are oriented towards the implementation of good working practices (GLP) in companies, where each organization fits your organization and culture, including measures to prevent the occurrence of bullying behaviors.
As an example of good labor practices identifies the following examples: development of information guides for the entire company staff, interventions in the workplace where they suspect the presence of bullying, developing checklists to detect the presence of bullying and report on risk factors and protective factors.
The European Foundation for the Improvement of Living and Working Conditions (*) proposes four sets of steps to address this problem: 1 .- Set
standards of desirable behavior
To avoid the appearance of conduct harassment requires knowledge, disseminate and establish explicitly that it will not be accepted in the company, which is required for:
No Training, knowledge and discussion on the topic of bullying, starting with managers and representatives of the company and workers, health and safety experts, Joint Committees, so they know the intolerable behavior.
n Have a code of conduct and best practices that reflect the company policy regarding such misconduct, making it clear that such conduct will not be tolerated in the organization, setting even sanctions.
n This code of conduct should be known by all members of the company, through mechanisms for discussion and / or discussion and to be understood and accepted by all members.
n Establish a training plan for workers to adequately address conflicts that arise from personal and work relationships.
These courses should be directed toward aspects: promoting teamwork, learning to communicate, to exchange views, solve problems together, to the knowledge and acceptance of racial diversity, sexual or otherwise; knowledge and training in the management of psychosocial risk factors such as stress, violence at work, abuse, and sexual harassment, etc.
(*) European Week for Safety and Health at Work, 2002, Di Martino, V. Hoel, H. Cooper, CL, 2003)
2 .- Fix handling procedures
conflict
Set clear and explicit procedures that reveal and prevent bullying behavior, have procedures for complaints, having a system for addressing the conflict as soon as possible to prevent them from becoming chronic or become forms of labor relations in the group behaviors that result in an improper or abusive nature. The company may resort to appoint a mediator in disputes that arise within the company or seek support through an external consultancy. Also here is important to consider the delivery of useful tools for conflict management through training and information to all members of the organization.
3 .- Design of the task
The design of the task and the organization of the company are a key aspect to be improved to address a healthy work. The design of the work can be an important risk factor for the development of bullying behaviors. The design of the task should consider the aspects that have been considered by the ergonomics and occupational psychology in the sense of preventing work conditions that threaten the health and safety of employees, considering such factors as the requirements and demand work, the control options work by the worker and the social support the person requires both the organization and their colleagues.
From the legal standpoint, the Labour Code states in article five, that "the exercise of the powers that the law recognizes the employer is limited to the respect for constitutional guarantees of workers, especially when they could affect privacy, private life or honor of them. "
workers who suffer harassment situations can go to report this situation to the offices of the Directorate of Labour to have it investigated.
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