Bullying Harassment

Service member's stressors: chronic pain, ill loved one, peer harassment, work reprimands

In the year before the attack, the service member experienced chronic pain from a motorcycle accident, a loved one's ailing health, harassment from peers, and numerous work reprimands and citations for poor performance and tardiness.

Within the year prior to the attack, the attacker experienced multiple stressors, including chronic pain resulting from a motorcycle accident, the ailing health of a loved one, harassment from peers, and numerous reprimands and citations at work due to poor performance and tardiness.

• Bullying Harassment
• Stressors
• Work Performance

cite page 15 The Attackers

Attacker's organization had a history of racial discrimination, bullying, and harassment

The organization where the attacker worked had a history of racial discrimination, bullying, and harassment of employees.

The organization where the attacker worked had a history of racial discrimination, bullying, and harassment of employees.

• Bullying Harassment
• Organizational Climate

cite page 21 Current or Former Employees

A noose and racist notes were left on the attacker's locker; coworkers used racial epithets

In the years before the attack, a noose and racist notes were left on the attacker's locker, and coworkers harassed him and called him racial epithets.

In the years leading up to the attack, a noose and racist notes were left on the attacker's locker, and he was harassed and called racial epithets by coworkers.

• Bullying Harassment
• Organizational Climate

cite page 21 Current or Former Employees

After the attack, staff said the workplace was segregated and management ignored discrimination

After the attack, other employees reported that the work environment was racially segregated and that management ignored incidents of discrimination.

After the attack, other employees reported that the work environment was racially segregated and that management ignored incidents of discrimination.

• Bullying Harassment
• Organizational Climate

cite page 21 Current or Former Employees

One attacker was transferred to another department after complaining of harassment

One employee attacker was transferred to a different department after complaining about being harassed by a colleague.

For instance, one attacker was transferred to a different department after complaining about being harassed by a colleague.

• Bullying Harassment
• Reporting Mechanisms

cite page 22 Current or Former Employees

Gunman was described as an excellent employee who complained of coworker harassment

According to neighbors and police, he was an excellent employee who had never missed work before these absences, but he complained of being harassed by at least one coworker.

According to neighbors and police, the subject was an excellent employee who had never missed work prior to these absences, but he complained that he was being harassed by at least one coworker.

• Bullying Harassment
• Work Performance

cite page 22 Current or Former Employees

Harassment continued after his transfer; he stopped coming to work and was terminated

Although he had been transferred to a new department, the harassment continued, and he stopped showing up for work shifts and was terminated.

Although the attacker had been transferred to a new department, the harassment continued, and he stopped showing up for work shifts and was terminated.

• Bullying Harassment
• Termination Handling

cite page 22 Current or Former Employees

Stalking or harassment victims may or may not know the individual of concern

The victim of stalking, harassing, or bullying may or may not have a pre-existing relationship with the individual of concern: victims with one include romantic partners, family members, coworkers, classmates, doctors, attorneys, or neighbors; those without may include elected officials, government employees, or celebrities.

The victim of this behavior may or may not have a pre-existing relationship with the individual of concern.

• Behavioral Themes
• Bullying Harassment

cite page 69 Step 5: Gather Information to Assess for Risk

Example: supervisor, HR, and EAP respond to an individual of concern who is bullied

If an individual of concern is bullied in the workplace, the employee's supervisor, HR, and/or EAP services may work together to address and intervene with the bullying, create safeguards for reporting bullying behavior, and provide access to counseling and emotional support services.

if an individual of concern is bullied in the workplace

• Bullying Harassment
• Employee Assistance
• Internal Collaboration

cite page 77 Step 6: Develop Risk Management Strategies

Establish clear conduct policies and respond proportionately to infractions

Organizations should establish clear policies on workplace conduct and respond appropriately and proportionately to infractions.

It is important to establish clear policies regarding workplace conduct and standards of behavior and to respond appropriately and proportionately to infractions.

• Bullying Harassment
• Policy

cite page 87 Step 7: Promote a Safe and Supportive Organizational Climate

Discipline may be appropriate for bullying, including termination

Disciplinary action may be appropriate for bullying in some instances, including reprimanding the aggressor, placing them on administrative leave, and/or terminating them from employment.

Disciplinary action may be appropriate in some instances, including reprimanding the aggressor, placing them on administrative leave, and/or terminating them from employment.

• Bullying Harassment
• Disciplinary Practices
• Termination Handling

cite page 87 Step 7: Promote a Safe and Supportive Organizational Climate

Mediation or transfer can also resolve bullying conflicts

Other strategies such as alternative dispute resolution, conflict mediation, or transferring an employee to a different work unit or facility can also be effective.

Other strategies can also be effective in handling these matters, including alternative dispute resolution methods, conflict mediation, and transferring one employee to a different

• Bullying Harassment
• Risk Management Strategies

cite page 87 Step 7: Promote a Safe and Supportive Organizational Climate

Strategy: address bullying and harassment at work

Another strategy for promoting a safe climate is to address bullying and harassment at work.

Address bullying and harassment at work.

• Bullying Harassment
• Safe Climate

cite page 87 Step 7: Promote a Safe and Supportive Organizational Climate

Victim of bullying/harassment: all 18%, employees 36%, customers 5%, partners/relatives 0%

Data Table 2 reports that 18% of all attackers (n = 51) were victims of bullying/harassment, as were 36% of current or former employees (n = 22), 5% of customers, clients, patients, and visitors (n = 20), and 0% of romantic partners and relatives (n = 9).

Sample (N = 51 | 22 | 20 | 9 by column) · Data Table 2 columns: all attackers 51 | employees 22 | customers, clients, patients, visitors 20 | partners and relatives 9

Victim of | 18% | 36% | 5% | 0%

• Bullying Harassment

cite page 95 Appendices

Perpetrator of bullying/harassment: all 47%, employees 41%, customers 40%, partners 78%

Data Table 2 reports that 47% of all attackers (n = 51) were perpetrators of bullying/harassment, as were 41% of current or former employees (n = 22), 40% of customers, clients, patients, and visitors (n = 20), and 78% of romantic partners and relatives (n = 9).

Sample (N = 51 | 22 | 20 | 9 by column) · Data Table 2 columns: all attackers 51 | employees 22 | customers, clients, patients, visitors 20 | partners and relatives 9

Perpetrator of | 47% | 41% | 40% | 78%

• Bullying Harassment

cite page 95 Appendices