Download Bullying and Sexual Harassment. A Practical Handbook by Tina Stephens PDF

By Tina Stephens

Bullying and Sexual Harassment offers functional assistance on how one can know and decrease bullying and harassment. It explains and advises on what steps a supervisor may still take after they first observe such difficulties and the way to be pro-active instead of reactive. it's written in a simple to keep on with, pleasant variety specifically designed to be used by means of these having to grapple with this kind of tricky and delicate zone. It addresses such concerns as: why does it appear so challenging to house it? whilst does friendliness or banter turn into sexual harassment? whilst does enterprise administration turn into bullying? How do you understand bullying within the place of work? How when you care for lawsuits of bullying or harassment and what are the pitfalls? The booklet is taken into account within the context of the location within the united kingdom and British case law.

  • Covers the right way to understand symptoms of bullying and sexual harassment
  • The capability effects of no longer facing allegations of bullying and sexual harassment, together with criminal motion, impression on morale, absenteeism, productiveness and reputation
  • Guidance on writing and constructing formal regulations and approaches to house allegations of bullying and harassment

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The decision-making is nearer the coal face and nearer the customer. Individuals at work are encouraged to monitor their own work and to make their own decisions. Project teams, drawn together from across the spectrum of the organisation, plan and organise. E-mails and intranets make communications direct and immediate. Though positive changes in many ways, these new ways of working may lead to uncertainty and conflict for managers and their staff. Managers in particular can become anxious and lose confidence as they move from telling and directing to asking and facilitating.

However informal and voluntary the level of support, it is essential that an individual in this role: 40 Support role: degrees of formality The informal volunteer, or ‘buddy’, untrained in any ‘professional’ sense, will be a colleague possibly, or at least a peer. Organisations are fortunate if there are employees who are willing to help in this way but it is advisable that they are given some training to undertake the role. The adviser will have more experience and training, while the harassment or equal opportunities officer may be in a formal post which includes not only helping victims, respondents and witnesses but also monitoring, evaluation, training and awareness-raising.

For example, it may be more appropriate to provide the accused with coaching on how to adopt a more varied management style rather than just imposing a disciplinary warning where the manager is struggling to manage. In other situations where there has been a particularly serious case of bullying or harassment, it may be appropriate to dismiss the perpetrator for gross misconduct, provided it has been made clear to all employees that this is a potential penalty. While some policies stipulate that if a complaint is upheld then disciplinary action must follow, this is not always the most effective means of resolving the problem.

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