Psychological Harassment

at the Workplace
Dr. Sharita K. Shah
MD, DPM, DNB, MNAMS
Consultant Psychiatrist

Saifee Hospital, Bhatia Hospital,

Sir H. N. Hospital, &
Dr. L. H. Hiranandani Hospital
Everyday is an ordeal
in this unequal world
Introduction
Psychological Harassment is a form of employee
abuse arising from unethical behavior and leading to
victimization of the worker
It is a global problem that is still unknown and
underestimated
Can produce serious negative consequences and
affect the individual’s work performance, health –
emotional, psychological, and behavioral; and overall
quality of life
Global Programme of Occupational
Health – A venture by the World Health
Organization (WHO)
Aims to provide Occupational Health
for all
Types of Harassments
 Bullying
Physical and psychological harassing behavior perpetrated
against an individual, by one or more persons
 Psychological harassment
Humiliating or abusive behavior that lowers a person’s self-
esteem or causes them torment - verbal comments, actions or
gestures- mobbing
 Racial harassment
Targeting of an individual because of their race or ethnicity -
words, deeds, and actions that make the target feel degraded
due to their race of origin or ethnicity
 Religious harassment
Verbal, psychological or physical harassments used against
targets because of specific religion - forced and involuntary
conversions
TypesSexual
 ofharassment
Harassments
Harassment commonly seen in the workplace and schools.
Involves unwanted and unwelcome, words, deeds, actions,
gestures, symbols, or behaviors of a sexual nature that make the
target feel uncomfortable
 Stalking
Unauthorized following and surveillance of an individual -
privacy is unacceptably intruded upon, and the victim fears for
their safety
 Hazing
To persecute, harass, or torture in a deliberate, calculated,
planned, manner - typically the targeted individual is a
subordinate- illegal in many instances
 Backlash
Or 'victim blaming' - the harasser or other people in the
environment blame the victim for the harassment
What is psychological harassment in the work
place? Psychological harassment is vexatious behaviour that
manifests itself in the form of conduct, verbal
comments, actions or gestures characterized by:
1. They are repetitive (single serious incidence - if it
undermines the person's psychological or physical
integrity and if it has a lasting harmful effect)
2. They are hostile or unwanted
3. They affect the person's dignity or psychological
integrity, and
4. They result in a harmful work environment
What is vexatious behaviour?
It is humiliating or abusive behaviour that lowers a
person's self-esteem or causes him torment. It is also
behaviour that exceeds what the person considers to be
appropriate and reasonable in the performance of his
work
Psychological harassment may come from a superior, a
colleague, a group of colleagues, a customer, or a supplier
Common ways of expression of Harassment
Making rude, degrading or offensive remarks
Making gestures that seek to intimidate
Discrediting the person - spreading rumors,
ridiculing him, humiliating him, calling into
question his convictions or his private life,
shouting abuse at him or sexually harassing him
Belittling the person - forcing him to perform
tasks that are belittling or below his skills,
simulating professional misconduct
Common ways of expression of Harassment
Preventing the person from expressing himself
- yelling at him, threatening him, constantly
interrupting him, prohibiting him from
speaking to others
Isolating the person - no longer talking to him
at all, denying his presence, distancing him
from others
Destabilizing the person - making fun of his
convictions, his tastes or his political choices
Criticizing someone’s work or private life
Threatening someone verbally or in writing
Common ways of expression of Harassment
Forcing a person to do humiliating tasks
Ceasing to give work to a person
Forcing a person to perform completely useless
and/or absurd tasks
Questioning someone’s ability or skills
Insulting a person by using obscene or degrading
terms
Administratively harassing or excessively controlling
a person’s work
Contesting or casting doubt on a person’s decisions
Common ways of expression of Harassment
Assigning new duties without training
Demotion
Excessive monitoring of person’s work
Exclusion from meetings, projects, training courses
Assigning tasks that are hazardous or unfit for the
person’s health
Intentionally underrating or ignoring proposals
Lack of communication
Common ways of expression of Harassment
Lack of recognition
Remote or unjustified transfers
Retaining information essential for performing the job
Threats of disciplinary action
Threats of dismissal
Unjustifiable low merit rating
Work overloads that are impossible to meet
Unjustified disciplinary action
Common ways of expression of Harassment
Damage to personal belongings
Sexual harassment
Verbal abuse
Spreading false information
Ridicule, especially in front of colleagues or superiors
Provocation
Instigation of colleagues against the victim
Gossiping
Exceptions
Situations unpleasant for an employee, but may not
constitute psychological harassment, especially if:
• the legitimate (i.e. not discriminatory/ arbitrary and
not abusive) use of management right in cases of
promotion, demotion, suspension, etc.
• usual and ongoing evaluation of employee
performance, attendance or discipline at work
• expressing disagreement or stating a contrary but
reasonable point of view
History

First Researcher – Heinz Leymann, a Swedish
psychologist
Borrowed the term ‘mobbing’ from the animal
sciences - research work of Konrad Lorenz (Nobel
Laureate for the theory of ‘imprinting’)
‘Mobbing’ literally means “to form a crowd around
someone in order to attack him/her” - defines the
behaviour of some animal species of assailing one
member of the group which, for various reasons, is
to be expelled
Prevalence of Psychological violence in Health
Sector (2001)
Verbal Abuse – Most common
Australia – 67%
South Africa – 60.1%
Portugal – 51.1%
Thailand – 47.7%
Lebanon – 40.9%
Brazil – 39.5%
Bulgaria – 32.2%
Prevalence of Psychological violence in Health
Sector (2001)
Bullying and Mobbing – Second area of
concern
Bulgaria – 30.9%
Lebanon – 22.1%
South Africa – 20.6%
Portugal – 16.5%
Brazil – 15.2%
Australia – 10.5%
Prevalence of Intimidation at Work in European
Union (EU)
Working Conditions 2000 – Third European Survey
1 in 10 workers (9%) are subjected to intimidation
Finland – 15%
UK – 14%
France – 10%
Portugal – 4%
Workers subjected to Intimidation in EU
Public Admin. & Defense – 14%
Education & Health – 12%
Hotels & Restaurants – 12%
Transport – 12%
Wholesale & Retail Trade – 9%
Real Estate – 7%
Construction – 5%
Agriculture – 3% (2001)
Different terms used across the world
Bullying
Work Abuse
Mistreatment
Bossing
Victimization
Intimidation
Psychological Terrorization
Psychological Violence
Workplace Bullying
 Repeated, unreasonable behaviour directed towards an
employee/ group of employees that creates a risk to
health and safety
1. ‘Unreasonable behaviour’ means behaviour that a
reasonable person, having regard to all the circumstances,
would expect to victimize, humiliate, undermine or
threaten
2. ‘Behaviour’ includes actions of individuals or a group. A
system of work may be used as a means of victimizing,
humiliating, undermining or threatening
3. ‘Risk to health and safety’ includes risk to mental or
physical health of the employee
Types

of Workplace Bullying
Pressure bullying
 Organisational bullying
 Corporate bullying
 Institutional bullying
 Client bullying
 Serial bullying
 Secondary bullying
 Pair bullying
 Gang/group bullying (mobbing)
 Vicarious bullying
 Regulation bullying
 Residual bullying
 Cyber bullying
Bullying is an 'Epidemic'
New forms of violence at work on the rise worldwide -
International Labour Organization (ILO) June 2006
Violence at work - from bullying and mobbing, to threats
by psychologically unstable co-workers, sexual
harassment and homicide reached epidemic levels in
some countries
GENEVA (ILO News)
Mobbing v/s Conflict
 A certain degree of competition is normal and useful component of
everyday work life
 Mobbing differs from normal conflicts for 2 main reasons:
1. It is characterized by unethical actions, and
2. It is counterproductive for all
 Normally, individuals enter the work environment with specific
expectations e.g. salary, competence development, career
progression, etc.
 Competition is instrumental in reaching these goals
 In mobbing the climate becomes foggy, communication is
ambiguous, and the interaction is hostile
Healthy Conflicts Mobbing Situations
Clear roles & tasks Role ambiguity
Collaborative relations Uncooperative behaviour
Common & shared Lack of foresight
objectives
Explicit interpersonal Ambiguous interpersonal
relations relations
Healthy organization Organizational flaws
Occasional clashes & Long-lasting &
confrontations systematic ethical action
Open & frank strategies Equivocal strategies
Open conflict & Covert actions/ denial of
discussion conflict
Straightforward Oblique & evasive
communication communication
Effects on Health – For
Employee
 Potential to cause or contribute to many psychological,
psychosomatic, and behavioral disorders
 Factors determining health effects include –
1. duration and the intensity of the stress stimuli
2. the genetic, family history of the individual, and
3. the personality traits of the victim
Psychological Symptoms
Anxiety reactions Hyper arousal
Apathy Insecurity
Avoidance reactions Insomnia
Difficulty in Intrusive thoughts
concentration Irritability
Depressed mood Lack of initiative
Fear reactions Recurrent nightmares
Flashbacks Mood swings
Psychosomatic Symptoms
Arterial hypertension Joint & muscle pains
Asthma attacks Loss of balance
Cardiac problems Migraine
Coronary heart disease Stomach pains
Dermatitis Stomach ulcers
Hair loss Tachycardia
Headaches
Behavioral Symptoms
Auto-aggressive reactions Increased smoking
Hetero-aggressive Sexual dysfunctions
reactions Social isolation
Eating disorders
Increased alcohol intake
Drug intake
Effects on Quality of Life (QoL)
Avoiding social meetings
Complaints of physical discomfort and sickness
Detachment from family ties
Disengagement from life roles and responsibilities
Intolerance of family problems
Difficulty in qualifying for other jobs
Litigation
Effects on Quality of Life (QoL)
Loss of friendship relations
Loss of income
Loss of shared projects
Marital problems & divorce
Medical expenses
Outbursts of rage
Violence
Worsening of child’s performance at school
Increased Costs – For Employer
Additional retirement costs
Damage to company image
Decrease of competitiveness
Decrease of product quality
Disability
Increase of persons unfit for work
Increased staff turnover
Interpersonal climate deterioration
Litigation costs
Increased costs
Loss of qualified staff, reduced individual and group
productivity
Reduced motivation, satisfaction, and creativity
Reduction in number of clients
Repeated transfers
Replacement costs
Sickness absenteeism
Training new staff
Effects on Society and Country
Benefits and welfare costs due to premature
retirement
High costs of disability
High costs of unemployment
Loss of human resources
Medical costs and possible hospitalization
Potential loss of productive workers
Risks
 Probability to be harassed increases due to:
A. A bad management style
B. Inadequate organization of work
C. An unfavorable work environment
A. Management Style
1. Inertia of management and higher level staff -
creates a climate of fear, distrust, excessive
competition and awe
2. New Management methods – introduction of a more
extensive concept of competition –no clear rules of
collaboration leading to scope for abuse of power
B. Work Organization
1. Chronic understaffing and heavy work constraints
2. Badly defined tasks or disorganized work
3. Excessive Hierarchy
4. Insufficient instructions and lack of information
C. Work Environment
1. The International work environment – a highly
flexible organization in working hours,
employment and work status, along with
downsizing and restructuring
2. The development of outsourcing and
multiplication of subsidiary companies –
produce situations leading to the neglect of
employees
"Every employee has a right to a work environment
free from psychological harassment.
Employers must take reasonable action to prevent
psychological harassment and, whenever they become
aware of such behaviour, to put a stop to it.“
Canadian Labour Standards Act
Prevention
Best means of combating psychological harassment
Employer's responsibility to take preventive steps
All parties such as health professionals, decision makers,
managers, human resource directors, supervisors, legal
communities, unions, and workers must unite to help
Primary Prevention
 Information and Education – on harassment and its
consequences
 workers must be adequately informed
 management must be educated in conflict resolution
 awareness campaigns may be implemented
 anti-mobbing policy may be developed
 Guidelines – containing information on the nature and
extent of the problem and its effects on health and quality
of life
 Code of Ethics – charter with indications that the company
will not tolerate unethical acts and discrimination
 Contracts – Terms should be included for regulating the
matter
Secondary Prevention
Timely & effective measures to take control
A confidant: a person, either an employee or
someone outside the company, can be charged with
the task on listening
A mediator: mediation is defined as a process in
which an impartial third party, the mediator, offers
people in conflict the opportunity to meet in order
to negotiate a solution and to establish the terms of
an arrangement to work with mutual respect
Tertiary Prevention
Steps to help recover their health and dignity
Early diagnosis of health effects to reduce the
consequences at all levels (individual, family, and
social)
Group Therapy – groups that bring together
people who have suffered from mobbing in
different situations. Sharing similar experiences in
a group allows the victims to realize that they are
not the ones responsible for the event, to
recognize the aggression, and if necessary, modify
their own behavior
Sound Management Practices for Employers
 Promote respectful interpersonal communication
 Manage the members of staff fairly
 Take quick and appropriate action to manage conflicts; do not allow
the situation to deteriorate
 Clearly define the responsibilities and tasks of each employee
 Put in place in his undertaking a procedure to allow persons to
report cases of harassment confidentially
 Resort, in certain cases, to specialized resources to help put a stop
to a psychological harassment situation and to prevent other such
situations from arising
Promoting a Healthy Environment - A Checklist
for Employers
 Provide useful information on managing stress and depression for
workers
 Consider sending managers and other staff to training courses in
how to address and prevent workplace bullying
 Provide off-site, supported counseling services for staff: for
employees to manage the emotional consequences of bullying, and
to bullies to assist them with managing their behaviour and in
dealing with the mental health issues that cause it
 Encourage staff to take regular breaks during the day and annual
leave when it falls due
 Provide social activities for staff which encourage their
families/friends to be involved
Promoting a Healthy Environment - A Checklist
for Employers
 Ensure social environment in the workplace is safe for people with mental
illness
 Don't make negative assumptions about people with mental illness when
they are applying for jobs or working within your institute
 Increase your own knowledge of mental illnesses and discrimination issues
 Talk through what the person's needs may be - e.g. physical environment
needs such as a quiet workspace or working from home
 You may need to negotiate flexible working hours - e.g. starting work later
due to medication side effects
 Negotiate flexible leave arrangements in case of illness
 Negotiate extra supervision or support person which your staff member
may require
What should you do in the event of
psychological harassment at work?
Talk about the problem
Express clearly and firmly your disapproval to the source
Bring the matter to the employer
Check for reporting procedures
Collect evidence
Identify allies
Share your experiences with others
Request a transfer
Laws Against Bullies
 The ILO with – Global Stand
the International Council of Nurses (ICN), World Health
Organization (WHO) and Public Services International (PSI) –
framework guidelines to combat workplace violence in the health sector
 European countries were the first to legislate on this problem
 European and Scandinavian countries, including France, Germany, Italy,
Sweden, Spain, the Netherlands, and Norway, have introduced various
regulatory responses
 United Kingdom, Ireland and Australia – courts currently address
bullying under existing legislation
 In 2002 - France modified its Labour Code to impose an obligation on
employers to prevent psychological harassment
 Quebec, Canada – Labour Standards Act (LSA) effective June 1, 2004,
prohibiting psychological harassment
 In the United States, workplace bullying is not yet recognized by the
legal system although a few states have initiated bills
Stand in India
Mention of Psychological Harassment in the Bureau
of Indian Standards – Organizational Accountability
at the Workplace (June 2007)
Section 7 on Core Elements – 7.9 Harassment, Abuse
and Inhumane treatment
Future
Legislation is long overdue and badly needed
To start, a legal definition of bullying would help
employers develop policies – rules and regulations alone
will not solve the problem.
An effective strategy must also include education,
conflict resolution mechanisms, and a commitment from
employers that is based on good business practice
“Many who live with violence day in and day out assume
that it is an intrinsic part of the human condition. But
this is not so. Violence can be prevented. Violent
cultures can be turned around. In my own country and
around the world, we have shining examples of how
violence has been countered. Governments,
communities and individuals can make a difference.”
Nelson Mandela
Foreword to World Report on Violence and Health (2002)
World Health Organization, Geneva
Thank You