how to deal with bad behaviors

8/14/2019 How to Deal With Bad Behaviors

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How to Deal with Bad

Professional Behaviors?

Dr. Nami Aljehani


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How to Deal with Bad

Behaviors?


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Aims

What are bad behaviours

Why its important to deal with bad

behaviours

Impact on an individual and organisation

Dealing with bad behaviours

Your responsibilities and rights


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What is Bad Behaviour?

Repeated, unreasonable or inappropriatebehaviour at work place or in the

course of employment that is

intimidating, insulting, offensive,demeaning, or humiliating others.

Conduct Disturbances


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What Are Bad Behaviours?

Three categories

Verbal abuse

Non-verbal abuse

Physical abuse


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Verbal abuse

Put downs, humiliating jokes and comments,

constant teasing

Yelling, name calling, swearing, sarcasm

Unfair criticism

Unwelcome comments about someones

race, religion or background

Threats and intimidation


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Non-verbal Abuse

Rude gestures and disrespectful facialexpressions

Unfair workloads Withholding of resources or information

needed to undertake work Unnecessary changes in work patterns or

conditions

Denying access to rights or promotions Isolation and exclusion Stalking

Displaying offensive material


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Physical Abuse

Unwelcome pranks, horse-play and practical

jokes

Invading personal space

Uninvited touching or brushing against

someone

Pushing, shoving, hitting, tripping, spitting

Damage to personal property


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What Isnt Bad Behaviour?

Occasional differences in opinion, non-

aggressive conflicts & problems in working

relationships.

Legitimate comment, advice and direction

from managers in accordance with the

Labour Law

Appropriate management of poor

performance, issues of bad behaviour,

inappropriate dress etc


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Organisational Impact

Direct Costs Lost productivity, lowered performance

and increased accidents

Increase absenteeism

Low staff morale

Cost of stress claims, compensation,litigation or court fines

Higher insurance premiums


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Organisational Impact

Indirect Costs

Recruitment, replacement and

induction/training for a new employees. Increased workloads on co-workers

Loss of knowledge and expertise

Loss of customers to competitors

Reputation on the line deters future

quality employees


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Individual Impact

o Psychological: stress, loss of self-esteem,

depression and loss of trust

o Physical: headaches, stomach problems and

panic attacks

o Social: isolation, social withdrawal, family

problems and attempted suicide

o Career: black-listing and job loss


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Organisation Factors that Support

Bad Behaviours

Abuse is likely in organisations where:

o There is an atmosphere of unhealthy

competition

o Management believes workers must be

harassed to be productive

o There is a culture of fear

o Individual differences are not valued

o A climate of informality encourages a lack of

respect


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Organisation Factors that Support Bad

Behaviours (cont)

Human Factor Australia

Supervision is problematic:o Supervisors are appointed without the skills

to supervise effectively

o People are under-worked and under-supervised

o People are over-worked and over-

supervised

o Job mobility is reduced

o Morale is low


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Power imbalances encourage abuseo There is change to work practices, or

restructuring is taking place

o Systems, such as performance appraisals canbe abused without detection

o There are poor lines of communication

o There are poor relationships between

management and workers

o Team work is not encouraged

o Employee involvement is not facilitated

Organisation Factors that Support Bad

Behaviours (cont)


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Dealing with Bad Behaviours

What's happening here?

What are the facts of the situation? What's their part?

What's my part?

What are my options?


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The Individual

Approach the alleged perpetrator:

Describe the unwanted behaviour

and request that it stop.

Focus on the effect of the

behaviour.

Dont make it a personalised attack. Try to get agreement on future

interactions.


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The Individual

Keep a diary of events

Record incidents in as much detail as

possible.

Record names of witnesses.

Record names of people willing tosupport your claim.

Take it to Higher Authority


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The Manager/Supervisor

If aware that bad behaviour is occurring MUST

address even if no complaint is made.

Act promptly and maintain confidentiality.

Note details from the alleged victim and whataction/support they are seeking.

Discuss the situation with the alleged

perpetrator. Ensure alleged victim is protected from

victimisation


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Responsibilities

All employees are expected and

required to behave ethically and

professionally in the workplace.


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All Employees Must ...

Ensure that own behaviour does not

offend, intimidate, or threaten others.

Comply with relevant Code of

Conduct, policies and procedures.

Participate professionally when

getting performance feedback.


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All Employees Must ...

Seek to constructively resolve

conflicts

Report inappropriate behaviours so

that others are not placed at risk

Respect your work colleagues


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Managers/Supervisors Must ...

Establish and maintain a safe

workplace

Ensure employees are aware of andunderstand their responsibilities

Role model appropriate behaviours

Take complaints seriously


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Managers/Supervisors Must ...

Act if observe inappropriate

behaviours

Apply natural justice and procedural

fairness

Seek advice if unsure (HR Saudi

Labour Office)


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Conclusion

Bad behaviours are costly to both

the organization and the individual

Management has a responsibility

to take the issue of bad behavioursin the workplace seriously


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Finally

Dont respond emotionally.

Remain objective.

Attack the problem, not the person.

Dont make it personal.

Avoid using generalities. Never criticize in front of another.

how to deal with bad behaviors

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