Title: Impact not intent
Journal: Industrial and Commercial Training
ISSN: 0019-7858 Year: 2006 Volume: 38
Abstract: Purpose – This case study aims to describe a consultancy project where managers in a distribution centre of a major logistics company were developed to give them confidence to implement a new harassment and bullying policy.
Full article as PDF here
Design/methodology/approach – Included within the design was an action research project using a five-stage scale defining the development of harassment and bullying. The new policy, the background to it and the development scale were introduced using group training methods. Findings – The study finds that during the follow-up discussions and reports after the action research, managers reported that they could distinguish “good humoured banter” from harassment. They also distinguished more serious examples of harassment and bullying. In a four-week period there were 21 incidents in the two lowest stages of harassment development and seven were in the higher stages. These even are of the level that may create a reportable incident. Follow-up three months after the programme is also described.
Originality/value – This paper will be of value to directors, strategic managers and human resource professionals who want to discover a way to enable managers to handle harassment and bullying issues with more confidence.
Keywords: Bullying, Conversation, Distribution centres, Harassment, Personnel administration
Article URL: http://www.emeraldinsight.com/10.1108/00197850610677698 deliver and evaluate communication skills training programmes for managers and professional staff to support critical business developments and change.
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