However, the impact of technology on workforce patterns has to be carefully planned and employers must ensure they continue to match the right people with the right skills to the right jobs. HR professionals and recruiters will be at the heart of the changes new technologies bring and will be tasked with making the transition to this new way of working as smooth as possible.
The percentages of those reporting that they have neither experienced nor witnessed mistreatment were: A study by Einarsen and Skogstad indicates older employees tend to be more likely to be bullied than younger ones. But this is unproven and lacks evidence. The researchers suggest referring to workplace bullying as generic harassment along with other forms of non-specific harassment and this would enable employees to use less emotionally charged language and start a dialogue about their experiences rather than being repelled by the spectre of being labelled as a pathological predator or having to define their experiences as the victims of such a person.
Tony Buon and Caitlin Buon also suggest that the perception and profile of the workplace bully is not facilitating interventions with the problem. Cooper, most the perpetrators are supervisors.
The second most common group is peers, followed by subordinates and customers. Between supervisor and subordinate Employees and customers Bullying may also occur between an organization and its employees.
Bullying behaviour by supervisors toward subordinates typically manifests as an abuse of power by the supervisor in the workplace. Bullying behaviours by supervisors may be associated with a culture of bullying and the management style of the supervisors. An authoritative management style, specifically, often includes bullying behaviours, which can make subordinates fearful and allow supervisors to bolster their authority over others.
On the other hand, some researchers suggest that bullying behaviours can be a positive force for performance in the workplace. Workplace bullying may contribute to organizational power and control. However, if an organization wishes to discourage bullying in the workplace, strategies and policies must be put into place to dissuade and counter bullying behavior.
In addition to supervisor — subordinate bullying, bullying behaviours also occur between colleagues. Peers can be either the target or perpetrator. If workplace bullying happens among the co-workers, witnesses will typically choose sides, either with the target or the perpetrator.
Perpetrators usually "win" since witnesses do not want to be the next target. This outcome encourages perpetrators to continue their bullying behaviour.
In addition, the sense of the injustice experienced by a target might lead that person to become another perpetrator who bullies other colleagues who have less power than they do, thereby proliferating bullying in the organization.
Although less frequent, such cases play a significant role in the efficiency of the organization. Overly stressed or distressed employees may be less able to perform optimally and can impact the quality of service overall. The fourth relationship in the workplace is between the organization or system and its employees.
An article by Andreas Liefooghe notes that many employees describe their employer as a "bully.
Tremendous power imbalances between an organization and its employees enables the employer to "legitimately exercise" power e. Although the terminology of bullying traditionally implies an interpersonal relationship between the perpetrator and target, organizations' or other collectives' actions can constitute bullying both by definition and in their impacts on targets.
However, while defining bullying as an interpersonal phenomenon is considered legitimate, classifying incidences of employer exploitation, retaliation, or other abuses of power against an employee as a form of bullying is often not taken as seriously.
Organizational culture and Bullying culture Bullying is seen to be prevalent in organizations where employees and managers feel that they have the support, or at least the implicit blessing of senior managers to carry on their abusive and bullying behaviour.
People may be bullied irrespective of their organizational status or rank, including senior managers, which indicates the possibility of a negative domino effect, where bullying may cascade downwards, as the targeted supervisors might offload their own aggression onto their subordinates.
In such situations, a bullying scenario in the boardroom may actually threaten the productivity of the entire organisation. Culture Research investigating the acceptability of the bullying behaviour across different cultures e.
One's culture affects the perception of the acceptable behaviour.
One's national background also influences the prevalence of workplace bullying Harvey et al.Disadvantages of Technology in the Workplace: 6.
Causes Distraction at Work: Their so many ways technology can distract employees at work. The use of social networks at work can cause so much distraction and it affects the productivity of employees.
Examining Office and Workplace lighting, with a particular interest in the belief that brighter light is most conducive to higher productivity.
Source material is academic and scientific, with support from industry and soft sciences where appropriate. Technologies Effect within the Workplace The hi-tech advances achieved within the past few decades have brought about an evolution in the business world, affecting nearly all aspects of a workplace.
Technology has changed the workplace by making transnational communication possible; it has made communication faster and it has allowed employees to operate at a distance from their place of work. In addition, technology has made it necessary for workplaces to employ or outsource work to technicians.
Oct 11, · For years, Facebook has been synonymous with after-work banter, funny cat videos, and pictures of baby antics. That is about to change. On Monday, the company launched Workplace. Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals.
Human resource planning should serve as a link between human resource management and the overall strategic plan of an organization.