Posts Tagged ‘Gary Namie’


American suicide rates

Monday, November 26th, 2018

From Reuters news service

Suicide Rate Rising Among U.S. Workers

By Lisa Rapaport

(Reuters Health) – Suicide rates are rising among U.S. workers, and the risk may depend partly on the types of jobs people do, government researchers suggest.

From 2000 to 2016, the U.S. suicide rate among adults ages 16 to 64 rose 34 percent, from 12.9 deaths for every 100,000 people in the population to 17.3 per 100,000, according to the study by the Centers for Disease Control and Prevention (CDC).

The highest suicide rate among men was for workers in construction and mining jobs, with 43.6 deaths for every 100,000 workers in 2012 and 53.2 deaths per 100,000 in 2015, the analysis found.

The highest suicide rate among women was for workers in arts, design, entertainment, sports and media, with 11.7 fatalities for every 100,000 workers in 2012 and 15.6 deaths per 100,000 in 2015.

“Since most adults spend a great deal of their time at work, the workplace is an important and underutilized venue for suicide prevention,” said study co-author Deborah Stone, a behavioral scientist at the CDC in Atlanta.

While the study wasn’t designed to prove whether or how specific types of jobs or workplace characteristics might contribute to the risk of suicide, lack of control over employment and a lack of job security can both be stressors that make suicide more likely, Stone said by email.

Many factors outside the workplace can also influence the risk of suicide, including relationship problems, substance use, physical or mental health, finances or legal problems, Stone added.

And ready access to guns and other weapons have a big impact on whether suicidal thoughts turn into actions with fatal outcomes, Stone said.

Guns may explain the higher suicide rates among men than among women, said Gary Namie, director of the Workplace Bullying Institute in Clarkston, Washington.

“In America, with ready access to guns, men make the choice of death by gun, but it is the less likely choice by females,” Namie, who wasn’t involved in the study, said by email. “Hence, it is possible that in moments of despair that might pass if friends or family could intervene, with a gun handy, the decision is too quickly implemented.”
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WBI in New Zealand 2018

Wednesday, November 14th, 2018

WBI in New Zealand 2018, a diary

The trip began with an Oct 22 appearance on NZ TV1 (Auckland) Breakfast show promoting the Oct 24-25 CultureShift Conference in Wellington.



Then came the 2-day conference hosted by CultureSafe NZ, the nation’s only anti-bullying organization founded by Allan Halse.

The event began with an indigenous people’s Maori welcome.

There were two MeToo-related presentations which bracketed the conference. An early presenter, Olivia Wensley, is an activist lawyer whose publicly chronicled sexual harassment gained national notoriety. Her fight is with the Law Society that remains in denial about its professional members’ bad behavior. The final speaker was Marni Stevenson, a business consultant who endured sexual assault in her workplace. Her presentation was her first MeToo revelation. Remarkably, her manager’s initial response to the assault was to question her suitability for her job!

Bernadette Soares, a highly educated Indian, moved to NZ hoping for positive change only to face discrimination. Her tale was an inspiring story of entrepreneurship and how to move beyond mistreatment in the workplace.

There were two union presenters — Rachel Mackintosh and Brad Clark. Rachel spoke of on-the-ground tales successes against resistant public sector employers. Brad was a high-ranking officer of PSA, the largest union in NZ. He was disconnected from bullied members while claiming to have all the expertise on the topic the union needs. He spoke like a politician. A woman in the audience, a PSA member, spoke of the ignorance about bullying by union reps in the field.

Australian book author Jaq James spoke about the corruption within Aussie government agencies that dictates how they abuse workers further after complaining about being bullied. In particular, employers there use psychiatrists who consistently abuse the IME process and mis-diagnose bullied workers to absolve employers of responsibility for harming those workers.

Clinical psychologist Dr. Prudence Fisher, who understands bullying and regularly evaluates bullied workers in NZ in a way very differently than the Australians, chose one of her cases to illustrate the vastly different worldviews held by a bully and her target. Fisher dissected the divergent early family experiences and expectations about workplaces brought to the situation by the bully and target. She shed light on approaches to help both players find resolution.

Shaun Robinson, Director of the NZ national Mental Health Foundation, addressed the spate of suicides, representing the highest ever annual total. He linked suicide to bullying and primarily to the nation’s high rate of domestic violence and sexual assault. Most important, he specified aspects of New Zealand’s aggression-plagued culture. He also participated in a panel Q&A during which rugby as national sport, and thus central to NZ’s national character, was discussed. Remarkably, according to Robinson, celebrity players from the national rugby team, All Blacks, appear in promotional advertisements decrying domestic violence and aggression.

There were three representatives from the national government. The Minister of Justice (from the majority Labour Party) Andrew Little opened the conference, lending endorsement from the Prime Minister. In place of traditional platitudes, Little recalled highlights of his career as union lawyer and fighting for social justice. Shortly after Little spoke, Nicole Rosie, Chief Executive, WorkSafe New Zealand took to the podium. Her agency is only 3.5 years old, founded in the aftermath of a coal mining disaster. She made two remarkable assertions — (1) that her agency does not focus on safety for individuals but cares most about systems used by employers, and (2) bullying is not part WorkSafe’s mandate. She identified that cardiovascular diseases represent 20% of workplace deaths, but she did not feel compelled to explore the causal link with bullying. She was not fondly received by the audience. Her approach — deflection of responsibility to see workplace bullying as a workplace health hazard — was obvious and resented by the conference attendees.

By far, the most popular government representative was MP Scott Simpson, Spokesperson for Workplace Relations and Safety (for the opposition National Party). He outlined how to use the power of the opposition party to advance the anti-bullying cause in NZ. He dared the activists, led by CultureSafe NZ, with whom he regularly meets, to force the National Party to include workplace bullying on the party platform as a step toward national legislation in the future. He invited everyone to schedule meetings with all politicians.

There were two speakers from CultureSafe NZ, the conference host organization. Allan Halse, CultureSafe Director, was master of ceremonies for the conference. Dr. Joanna Bishop provided details of bullying incidents that actually occur. Her experience derives from a hundred cases being considered for ERA hearings. Iriaka Isaacs, a union organizer and CultureSafe volunteer educator colorfully described the stages of targethood through which nearly all bullied victims pass. Especially poignant was the plummet from a rosy “Honeymoon Period” after initial hire to the “Bottom of the Cliff,” an unremitting state of despair.

Dr. Gary Namie spoke about what NZ should avoid based on lessons learned in the US. Download the presentation here.


Visiting Time


Then learning time … Oct 31 – Nov 2

Graduates …

The Trio … Gary & Ruth Namie, WBI and Allan Halse, CultureSafe NZ


Dr. Suzanne Henwood, a participant in University, produced a short video … Visit her website The Healthy Workplace

First Aid for Targets


Also, while at University, the New Zealand Herald interviewed me and published this report.




Then home …

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An American Employer Awakening?

Saturday, May 19th, 2018

Shoemaker Nike landed in the news for a good reason. CEO Mark Parker suddenly started listening to employees. The Board heard from departing female executives that Nike had a toxic work environment, at least for women. There was an internal anonymous survey about misconduct. It listened to other women acting as an internal #MeToo task force who called out the corporation for years of treating sexual harassment and coercion complaints with indifference. They outed their own version of Harvey Weinstein, Trevor Edwards, a man being groomed to succeed Parker. He was branded an undesirable sexual predator like so many other high-profile men. Despite having been shamed into expulsion, Nike gave Edwards a soft economic landing — $525,000 payout and almost $9 million worth of stock.

Edwards was allegedly responsible for “behavior occurring within our organization that do not reflect our core values of inclusivity, respect and empowerment,” Parker wrote to employees. He saluted the “strong and courageous employees” who had come forward. The reporting attached below found that Nike has an anti-bullying policy that addresses misconduct in addition to legally mandated protections for special status group members. Hence, the negativity associated with disrespect.

Following the breaking news about the ejection of Edwards, a rarity in American business, Nike announced the termination of five others — including one woman executive. To WBI this meant that the MeToo complainants had reached beyond the narrow bounds of illegal sexual harassment. The primarily women complainants had had it with abusive practices by more people than Edwards, including the woman, Gina. By firing a woman on the advice of women employees, same gender abuse must have been practiced. That’s workplace bullying.

We hope for two outcomes: (1) that the Nike awakening to the much more prevalent and damaging practice of generalized workplace abuse in addition to sexual harassment is real and sustainable, and (2) that American employers see the challenge posed by early adopter Nike and start to replicate the corrections in their own C-suites.

Purging high-level bullies will never likely be a fad, but it is certainly time that major corporations (and stagnant government agencies at all levels) discover bullying and choose to eradicate it for the psychological safety of the vast majority of its workers. Stop protecting and defending abusers.

Could this be an American employer awakening? We wait to see.

###

The Bloomberg News and France 24 reports about Nike …

Bloomberg

Companies Have an Aha! Moment: Bullies Don’t Make the Best Managers
by Matthew Townsend and Esmé E Deprez, Bloomberg, May 9, 2018

Nike’s ouster of a top executive casts new light on the hard-knuckled behavior common in many offices.

After Nike Inc. ousted a handful of male executives for behavior issues over the past few months, some media reports tied the departures to the #MeToo movement and its revelations of sexual harassment and assault. Interviews with more than a dozen former Nike employees, including senior executives, however, paint a picture of a workplace contaminated by a different behavior: corporate bullying. The workers say the sneaker giant could be a bruising place for both men and women, and that females did bullying, too. On May 8, Nike signaled as much when it confirmed four more exits stemming from an internal misconduct inquiry, including the departure of a woman with more than 20 years at the company.

The surprise announcement in March that 55-year-old Nike brand president Trevor Edwards—who had a reputation for humiliating subordinates in meetings—would leave following an internal investigation about workplace behavior issues suggests the coddling of tough guys may have come to an end. “Some companies are realizing that a bullying boss isn’t the best way to manage a company,” says David Yamada, a professor at Suffolk University Law School in Boston who’s authored antibullying legislation. “Maybe we’re starting to see a tipping point.”

Gary Namie, co-founder of the Workplace Bullying Institute, who consults with businesses on workplace issues, says one reason some companies have long tolerated or even encouraged such behavior is that many American managers believe the workplace is by nature rough around the edges. “Bullying is inextricably interwoven with capitalism,” he says. “It creates a zero-sum, competitive work environment where people feel they need to obliterate their competitors.”

Some former employees say that was the case at Nike, particularly among managers who used abusive tactics to safeguard their own position or authority. “There are a lot of very talented people deeper in the organization who have been marginalized both by senior and middle management trying to protect their domain,” says Shaz Kahng, who was a senior executive at Nike for six years through 2010. “People are often promoted based on relationships, not on results.”

In response to complaints, including from departing female executives, Nike ousted Edwards, who’d been a favorite to become the company’s next chief executive officer. Edwards, according to some of the former employees, at times bullied workers through insults and disparaging comments. More important, once he set the tone, other people mirrored his behavior, they say. A handful of executives who worked for Edwards have since left Nike.

“I’ve been disturbed to hear from some employees of behavior inconsistent with our values,” CEO Mark Parker said in an emailed statement. “When we discover issues, we take action.”

Nike also provided Bloomberg with the transcript of a town hall Parker held on May 3, in which he vowed the environment will change. “We all have an obligation—and it’s non-negotiable—to create and cultivate an environment of respect and inclusion,” he told employees. “And that starts with me. I apologize to the people on our team who were excluded. … We’re going to move from a place where the loudest voices carry the conversation to [one where] every voice is heard.”

The company declined to make Edwards available for an interview. He’s acting as an adviser to Parker until he retires in August, when he’ll receive a $525,000 payout, according to public filings.

Nike says it’s reviewing how it deals with complaints, redesigning management training, and beginning unconscious bias awareness education for employees this year. It’s also vowed to promote more women and minorities into leadership roles. Currently, managers are 38 percent women and 23 percent nonwhite.

Workplace bullying is often defined as behavior—including verbal abuse, derogatory remarks, humiliation, and undermining work performance—that results in physical or mental harm. About 1 in 5 Americans say they’ve been the target of it, according to a 2017 survey by Zogby Analytics that was commissioned by the Workplace Bullying Institute. Men make up 70 percent of the perpetrators and 34 percent of the targets. “It’s a significant and still underreported problem,” Yamada says. Surveys have shown such behavior is four times more prevalent than legally actionable sexual harassment, he says. “Bullying looms large.”

Ironically, Nike is one of the minority of companies that has a formal antiharassment policy that calls out bullying behavior such as verbal abuse, intimidation, humiliation, and retaliation, according to a copy obtained by Bloomberg. It also notes that harassment not based on a legally protected characteristic, such as gender or race, can still violate company rules.

One reason few companies have specific antibullying policies is that there aren’t federal or state laws in the U.S. outlawing the behavior, which makes America a laggard when compared with Western Europe, Canada, and Australia.

“Some companies are realizing that a bullying boss isn’t the best way to manage a company”

A lack of legal protections greatly reduces the possibility of liability for employers. It’s difficult to bring a lawsuit based on bullying, and businesses have worked to keep it that way. Over the past decade, antibullying bills were introduced in about 30 states, but they’ve all been defeated after opposition from corporate lobbying groups, Yamada says. A workplace bullying bill is gaining sponsors in Massachusetts’ legislature, but its future is uncertain. If there were antibullying laws, companies would be liable and do more to deter the practice, according to Namie. “It’s the only form of abuse that hasn’t been addressed by law,” he says. “It goes beyond gender to ‘I’m powerful, I can do any damn thing I want.’ ”

When executives feel entitled or untouchable, that often leads to bullying and then to other inappropriate behavior, Yamada says. In many of the workplace environments that resulted in some of the high-profile #MeToo moments, such as that at Weinstein Co., an “undercurrent” of bullying created a belief that mistreatment would go unpunished, he says. “It’s that bullying atmosphere that helps to enable and empower sexual harassment.”

According to the former Nike employees, the lack of a fear of reprisal created an environment where male executives, many married, could pursue and have sexual relationships with subordinates and assistants—behavior Nike says it tries to prevent but doesn’t prohibit. Many times the careers of those involved were unaffected, which only normalized the behavior, they say. And when there were repercussions, the men received little if any punishment, while women often faced consequences. In one instance several years ago, they say, an executive was caught having sex with his assistant on a conference table. He wasn’t disciplined, some of the people say, but the woman was reassigned.

Several former female employees describe similar experiences of encountering several slights and offenses—not one egregious incident—that increased as they moved up the ladder. One woman says her boss, a senior director, had derogatory nicknames for female staffers and would overtly favor men on the team with better opportunities. A former female manager says a male colleague had multiple complaints of bullying made against him to human resources, but the only punishment meted out was a delayed promotion. Eventually, frustration with Nike’s handling of such incidents persuaded several women to leave the company, they say.

The situation was particularly galling to employees who’d been drawn to Nike because of its cool and progressive reputation, burnished by such advertising slogans as “If You Let Me Play” and its T-shirts adorned simply with the word “equality.” “We always wished the company would live up to its marketing,” says one former female executive. “But it didn’t.”

BOTTOM LINE – Nike’s marketing positioned the company as a promoter of self-expression and equality. But former employees say it allowed a culture of workplace bullying to flourish.

###

France 24

Five More Executives Fired as Nike Confronts Workplace Harassment
by Agence France-Presse (AFP), May 10, 2028

Nike has dismissed additional executives as it moves to address a workplace culture marred by sexual harassment and bullying, embarrassing a brand that has self-defined around equality and empowerment.

The latest departures, confirmed Wednesday by a Nike spokeswoman, consist of five executives, including one woman, and raise the total departures to around a dozen. This includes former president Trevor Edwards, who had been seen as a CEO in waiting.

Since Edwards’ departure was announced in March, US media reports have chronicled myriad cases in which women were subjected to sexual harassment and often passed up for promotions in a boorish frat-like culture.

The revelations have come amid a broader rethink in US society over gender relations following the downfall of Hollywood mogul Harvey Weinstein and the ensuing #MeToo movement that has toppled numerous figures across business, politics and entertainment.

Remaining Nike brass have said little publicly about the staffing overhaul beyond chief executive Mark Parker’s remarks in March emphasizing the need to address “some behavioral issues” that clashed with Nike’s culture.

“I’m committed to ensure that we have an environment where every Nike employee can have a positive experience and reach their full potential,” Parker said on a March 22 earnings conference call.


“Shocking” revelations

The upheaval comes as Nike has experienced sales stagnation in North America, offset in the most recent quarter by a strong performance in China and other overseas markets.

CFRA Research analyst Victor Ahluwalia said it was too soon to know if the problems would further dent North Americans sales, but he predicted the company’s travails could trouble consumers.

Nike’s famous “Just Do It” slogan emphasizes empowerment, as do sponsorships of iconic athletes such as Michael Jordan and Serena Williams.

“The company was viewed as progressive and kind of millennial friendly, so for something like this to happen with a brand that comes with that kind of a message was shocking,” said Ahluwalia.

But Ahluwalia praised the company for “being proactive”, in contrast to other companies that responded to workplace scandals only after problems publicly surfaced, usually in media reports.

“Clearly work needs to be done and I think it will take time,” Ahluwalia said. “Being proactive does position the company much better for the future.”

“It is just cruelty”

Since Edwards’ departure was announced in March, others to leave have included top executives in digital marketing, diversity and inclusion and Nike basketball.

The housecleaning was spurred by a survey of frustrated female workers in Nike’s Oregon headquarters who polled their peers, finding widespread sexual harassment and discrimination and presenting the data to CEO Parker, according to a New York Times expose.

The Times article also cited women who reported problems ranging from being cursed at by an abusive male boss to excluded from key meetings, and passed up for promotions.

The staff dismissals follow an initial investigation into workplace conduct launched in March, according to a person familiar with the matter.

The latest group of outgoing executives includes Helen Kim, a vice president for North America, whose departure suggested to some experts that Nike’s focus was no longer strictly about addressing sexism but had broadened to countering the problem of bullying.

“The larger problem is the workplace bullying, or as we call it, abusive conduct in the workplace, because that ignores gender boundaries and it ignores race,” said Gary Namie of the Workplace Bullying Institute. “It is just cruelty.”

“Apparently Nike’s workplace culture is a very competitive, aggressive one that may sometimes deteriorate into bullying behaviors and sexual harassment and discrimination,” said David Yamada, a professor at Suffolk University Law School.

“Perhaps the departures signal a core shift in management philosophy and practice for the better, but it’s obviously premature to make that determination.”

Some analysts worry the problems will prevent Nike from reaching a target of $50 billion in annual revenues, compared with $34.4 billion in 2017.

“Any time you see a large group of senior people leave very quickly for any reason, you better hope they have a very strong bench that can step in quickly,” said Sam Poser, analyst at Susquehanna Financial Group.

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Sac Bee: State Worker’s Bosses Ignored His Allergies. Now He’s $3 Million Richer

Wednesday, May 17th, 2017

State Worker’s Bosses Ignored His Allergies. Now He’s $3 Million Richer

By Adam Ashton, Sacramento Bee, May 17, 2017

A Caltrans employee in Nevada County who claimed his supervisors harassed him by ignoring his documented allergies to perfume and certain cleaning products will receive a $3 million payout from a lawsuit he filed against the state.

A Nevada County jury sided with John Barrie in a one-month trial that ended last week, upholding his claims that he experienced retaliation, that his employer failed to accommodate his disability and that he was subjected to a hostile work environment. He continues to work for Caltrans in a position that allows him to work from home.
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Sac Bee: Former Folsom prison Dental Assistant Awarded $1.1 million

Friday, July 29th, 2016

By Darrell Smith, Sacramento Bee, July 28, 2016

with WBI commentary inserted

Sacramento jurors, in a $1.1 million verdict Wednesday, sided with a state corrections employee who claimed her higher-ups did little or nothing to protect her from threats made by one of her subordinates, then retaliated against her when she complained of the threatening treatment.

The threat was a death threat, of bringing a gun to work, not a minor act.

Jurors awarded Onalis Giunta, a supervising dental assistant at Folsom State Prison when she filed the 2012 lawsuit against California Department of Corrections and Rehabilitation, $990,000 for noneconomic losses and mental suffering along with another $107,000 in past and future earnings, in their verdict, court documents showed.

It was not known Thursday whether there were plans to appeal the verdict.

Giunta in the lawsuit characterized the man identified in court documents as Serge Protsyuk, as a problem employee who often ran afoul of California Department of Corrections and Rehabilitation rules and regulations.

Protsyuk was a former coworker of the newly promoted supervisor, Giunta. He never respected her authority and was coddled by two male supervisors of hers who undermined her role. He aggressively disobeyed rules that he felt did not apply to him, daring her to discipline him.

Giunta alleged that the employee threatened to bring a gun to work after disciplinary action in November 2010. Protsyuk followed the alleged gun threat with months of more intimidation, the lawsuit alleged, forcing Giunta to take a yearlong, doctor-ordered stress leave.

Yes, you read that correctly. After he threatened revenge on her for an unfavorable evaluation by bringing a gun to work, the warden and security staff who had been told of the threat that night planned to search him the next morning when Protsyuk arrived for work. NO ONE ever called Giunta that night to warn her of the threat made against her. Protsyuk was frisked the next morning and allowed to go work as usual. Giunta was told about the threat AFTER she saw Protsyuk walk past her office window! No suspension. No punishment. And Giunta had to work with him for another six months without his removal.
Giunta was traumatized. All the while, the warden had decided that no violation of the strict zero-tolerance Violence Prevention Policy had occurred. No investigation of Giunta’s complaint about the violation was undertaken.

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American employers use spy tech to advance historical contempt for lowly workers

Monday, November 9th, 2015

Here in America, employers claim that loyal, engaged, hard-working employees have disappeared or are extremely rare. Work, like many social functions operates on the notion of an implicit contract between the parties. In exchange for compensation, workers lend their talent to employers. Employers, in turn, have the exclusive right to optimize profit from the relationship. The deal should be a mutually beneficial one to both sides.

History shows that contempt for workers was common in the bad old days.

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The very real link between workplace bullying and suicide: Twice as likely to contemplate suicide

Wednesday, September 23rd, 2015

At WBI, Dr. Ruth, I and several of the staff have listened to long-winded tales of misery endured at the hands of workplace bullies for many years. It amazes us that as many people survive the process as they do. It’s a testament to human resilience.

Suicide is the abandonment of hope, of not seeing any future, of not perceiving alternatives. It happens. How often it is the choice of bullied workers is not known. The international pioneer of the movement, Heinz Leymann, wrote in the early 1990’s that about 10% of those bullied do take their lives. It was his educated guess.

Now comes an important study from our Norwegian friends at the Bergen Bullying Research Group led by Stale Einarsen. The principal author of the study published Sept. 17 in the American Journal of Public Health is Morten Birkeland Nielsen.

The subtitle of the article is “A 3-Wave Longitudinal Norwegian Study.” The key contribution made by the study is that it measured the same group of people during three different time periods. Its longitudinal approach clarifies the sequence of events. It was a test to determine which caused which — bullying at work or considering suicide (the academics and clinicians call it suicidal ideation). The one that preceded the other can be considered a cause of the second.

The study overcame a problem common to all cross-sectional studies (in which different groups of people are measured only once) — the question of correlation between factors. That is, if we ran a study here at the WBI website of bullied individuals and asked two questions — have you been bullied and have you considered suicide — and the two scores were highly correlated, we still could not say with certainty that bullying caused people to consider suicide. The Nielsen, et al., study solved that problem with its unique tracking of a single group over time — in 2005, 2007 and again in 2010. In wave 1, 2,539 (our of 4500 solicited from a national random sample) returned the researchers’ surveys. By 2010, the sample was still at 1,291 individuals — the final group with three measurements.

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Let’s Talk with Kalola: Screaming Mimi

Wednesday, July 23rd, 2014

Dear Kalola,

I began a job a few months ago as a bookkeeper for a medium size company. There are 8 bookkeepers in the company. There is one bookkeeper that is terrorizing everyone and the owner of the company is doing nothing about it. She screams, swears, throws things and decides what part of her job she is going to do. The best I can figure is the owner is afraid of her because he hasn’t fired her. Instead he takes her work and makes other people do it. If you approach her on a bad day to give her work that belongs to her, she will throw it at you and tell you she isn’t doing it. Then she will sit there sing real loud or start laughing like something you would see in a horror film. She is doing it on purpose. She has told me the owner isn’t going to fire her so she will do whatever she wants. I have seen her make another employee cry and I know people have quit because they can’t deal with her.

My concern is a safety issue, what if one day she really does flip out? what if someone gets serious hurt. Who is going to be held responsible? I don’t have patience for bullies and I can’t believe in the year 2014, we do not have laws to protect us from such treatment. I really hope pressure can be put on our elective officials to get things moving.

I really enjoy the work I do but I refuse to allow someone to treat me like garbage or throw things at me. Not sure what will happen when she thinks she can treat me like she does everyone else.

Linda


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Remembering “Labor” in Labor Day

Sunday, September 1st, 2013

Throughout the years we at the WBI have covered Labor Day from the workers’ rights perspective. The holiday is not just for shopping or camping. It’s about honoring people who work. More specifically, as the historical accounts below make clear, it is about emancipating workers from horrific working conditions and doing so collectively, in an organized way. Yes, the union way.

Unions are demonized daily and growing extinct. The attacks are leveled without rebuttal by “journalists” or cowardly politicians who should represent everyone’s interests rather than corporate employers. Media reps are afraid of losing ad dollars. Politicians fear bucking the pro-corporate PACs with the funds to pour into their opponents’ campaign coffers. Unions can only muster 6% of all contributions to politicians. Corporatists control the system.

Income inequality grows in the U.S. The connection between declining unionization rates and inequality is not accidental. They are mutually determinative. That is, the richest among us want to make America a minimum wage nation, while unions ask nothing more than a living wage on which families can provide shelter, food, clothing and education for their children. Somehow, the most greedy have convinced the majority of us that those needs are excessive. That earning a $40,000 wage with benefits and a fixed pension is bankrupting America. Balderdash!!!

So, union-bashers take the weekend off, please. Let’s see how many union folks are featured in media coverage during the one holiday that belongs to them — Labor Day.

For 2013, we’re re-posting a favorite WBI podcast.

Podcast: Labor Day Message for Working Folks

Download Podcast 9 (in .mp3 format)
Restoring dignity for the underclasses with help from Franklin Roosevelt, Mark Twain (Hal Holbrook), Andrew Cuomo, Harry Chapin.

Read the report cited in the podcast: No Rhyme or Reason: The ‘Heads I Win, Tails You Lose’ Bank Bonus Culture by Andrew Cuomo, then NY State Attorney General

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Research: Employers conned by bullies with political skills

Monday, May 27th, 2013

Most research on workplace bullying uses bullied targets as participants. That is true of our online studies here at WBI. Those are the people who visit the website and can complete surveys. When we do national surveys, we contract with pollsters who can randomly sample Americans so we can draw conclusions about the entire population. Research on, or about, bullies is rare.

Now comes a clever new study (Treadway, et al. 2013 — see below for full citation) that investigates the relationship between bullies’ perceived political skill and perceptions of the bullies’ job performance.

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