Dignity in the Workplace Policy
1.1 Mission Statement and Aims
We the community of Blackwater Community School are committed to providing a supportive environment, with a wide range of educational opportunities to allow each person to achieve full potential.
To achieve this the school will:
We at Blackwater Community School commit ourselves to working together to maintain a workplace environment that encourages and supports the right to dignity at work. All who work here are expected to respect the right of each individual to dignity in their working life. All will be treated equally and respected for their individuality and diversity. Bullying in any form is not accepted by us and will not be tolerated. Our policies and procedures will underpin the principles and objectives of this Charter.
All individuals, whether directly employed or contracted by us, have a duty and a responsibility to uphold this Dignity at Work Charter.
Supervisors, Managers and Trade Union Representatives where applicable in the workplace have a specific responsibility to promote its provisions.
1.3 Definition of Harassment / Bullying
“Workplace bullying is repeated inappropriate behaviour, direct or indirect, whether verbal, physical or otherwise, conducted by one or more persons against another or others, at the place of work and/or in the course of employment, which could reasonable be regarded as undermining the individual’s right to dignity at work. An isolated incident of the behaviour described in this definition may be an affront to dignity at work but as a once off incident is not considered to be bullying.”
The following are merely an outline of general examples of harassment/bullying. The definitions are not limited to the examples given.
1.4 Acceptable and unacceptable behaviour in the workplace
Acceptable
Mutual respect,
Courtesy and acceptance of one’s worth,
Valuing each staff member’s contribution common courtesy,
Good communication,
Equal treatment for all staff,
Giving/accepting apology,
Co-operating / sharing resources between individuals and subject departments,
Support groups to got to,
Openness to say stop,
Acceptance.
1.5 Harassment/Bullying in the Workplace
Effects of Harassment/Bullying on the individual
Bullying can have a physiological, Psychological and behavioural impact on the individual’s character. Its effects can also have a dramatic influence on an indiviudal’s overt behaviour and can change a happy, confident employee into a withdrawn, demotivated individual. At its most extreme, prolonged periods of bullying can lead to a nervous breakdown, depressive illness and even suicide.
Physiological symptoms of bullying include:
Headaches
Nausea/butterflies in the stomach
High blood pressure
Loss of appetite
Fatigue
Shaking/sweating
Sleeplessness
Psychological symptoms include:
Depression
Mood swings
Acute anxiety
Panic attacks
Crying
Irritability
Loss of self-esteem
Lack of motivation
Behavioural symptoms include:
Withdrawn personality
Reliance on alcohol/tranquillisers/tobacco as stress relievers
Irritated and distracted behaviour
Tendency to be clumsy
Forgetfulness
Lack of self-confidence and motivation
1.6 Effects of Harassment and Bullying on an organisation
Bullying can have a debilitating impact on an organisation. It can foster an environment of fear and resentment. Some employers have tended to ignore the problem in the hope that it will “sort itself out”. Unfortunately, in reality the problem will manifest itself through increased absenteeism levels or through an employee taking a case of constructive dismissal, which may lead, to a substantial penalty for the employer. In a recent Labour Court recommendation concerning incidents of bullying, harassment and intimidation (LCR 15820) the Court stated that:
Work related stress is recognised as a health and safety issue and employers have an obligation to deal with instances of its occurrence, which may be brought to their attention.
Some other examples of the direct negative effects which bullying can have on an organisation include:
Increased levels of absenteeism
Low employee morale, motivation and job performance
Loss of job satisfaction
Reduced productivity
High staff turnover
High costs associated with legal proceedings.
1.7 Procedures for Bullying/Harassment
Procedures for bullying/harassment will provide both formal and informal mechanisms for raising a complaint. An informal procedure can allow for speedy resolution of the problem as in some cases the perpetrator of the bullying may simply not be aware that their behaviour is causing such offence to others. However, individual preference or cases, which involve more serious bullying/harassment may require a formal approach
1.1 Mission Statement and Aims
We the community of Blackwater Community School are committed to providing a supportive environment, with a wide range of educational opportunities to allow each person to achieve full potential.
To achieve this the school will:
- Provide pastoral care for pupils on an individual and group basis.
- Provide career guidance and counselling service.
- Continue to nurture the spiritual growth of each person, to assist them in everyday living by:
- Foster a mutually respecting and supportive relationship between management, principal, teaching and ancillary staff.
- Offer a wide range of subjects with adequate supporting facilities.
- Provide an opportunity for students to study at their own level, paying special attention to individual needs.
- Encourage students to participate in a wide variety of extra-curricular activities.
- Foster links with the parents, particularly through parent-teacher meetings and a parents’ association.
- Strive to provide a high standard of teaching and discipline, and facilitate teachers in updating their professional skills.
We at Blackwater Community School commit ourselves to working together to maintain a workplace environment that encourages and supports the right to dignity at work. All who work here are expected to respect the right of each individual to dignity in their working life. All will be treated equally and respected for their individuality and diversity. Bullying in any form is not accepted by us and will not be tolerated. Our policies and procedures will underpin the principles and objectives of this Charter.
All individuals, whether directly employed or contracted by us, have a duty and a responsibility to uphold this Dignity at Work Charter.
Supervisors, Managers and Trade Union Representatives where applicable in the workplace have a specific responsibility to promote its provisions.
1.3 Definition of Harassment / Bullying
“Workplace bullying is repeated inappropriate behaviour, direct or indirect, whether verbal, physical or otherwise, conducted by one or more persons against another or others, at the place of work and/or in the course of employment, which could reasonable be regarded as undermining the individual’s right to dignity at work. An isolated incident of the behaviour described in this definition may be an affront to dignity at work but as a once off incident is not considered to be bullying.”
The following are merely an outline of general examples of harassment/bullying. The definitions are not limited to the examples given.
1.4 Acceptable and unacceptable behaviour in the workplace
Acceptable
Mutual respect,
Courtesy and acceptance of one’s worth,
Valuing each staff member’s contribution common courtesy,
Good communication,
Equal treatment for all staff,
Giving/accepting apology,
Co-operating / sharing resources between individuals and subject departments,
Support groups to got to,
Openness to say stop,
Acceptance.
1.5 Harassment/Bullying in the Workplace
Effects of Harassment/Bullying on the individual
Bullying can have a physiological, Psychological and behavioural impact on the individual’s character. Its effects can also have a dramatic influence on an indiviudal’s overt behaviour and can change a happy, confident employee into a withdrawn, demotivated individual. At its most extreme, prolonged periods of bullying can lead to a nervous breakdown, depressive illness and even suicide.
Physiological symptoms of bullying include:
Headaches
Nausea/butterflies in the stomach
High blood pressure
Loss of appetite
Fatigue
Shaking/sweating
Sleeplessness
Psychological symptoms include:
Depression
Mood swings
Acute anxiety
Panic attacks
Crying
Irritability
Loss of self-esteem
Lack of motivation
Behavioural symptoms include:
Withdrawn personality
Reliance on alcohol/tranquillisers/tobacco as stress relievers
Irritated and distracted behaviour
Tendency to be clumsy
Forgetfulness
Lack of self-confidence and motivation
1.6 Effects of Harassment and Bullying on an organisation
Bullying can have a debilitating impact on an organisation. It can foster an environment of fear and resentment. Some employers have tended to ignore the problem in the hope that it will “sort itself out”. Unfortunately, in reality the problem will manifest itself through increased absenteeism levels or through an employee taking a case of constructive dismissal, which may lead, to a substantial penalty for the employer. In a recent Labour Court recommendation concerning incidents of bullying, harassment and intimidation (LCR 15820) the Court stated that:
Work related stress is recognised as a health and safety issue and employers have an obligation to deal with instances of its occurrence, which may be brought to their attention.
Some other examples of the direct negative effects which bullying can have on an organisation include:
Increased levels of absenteeism
Low employee morale, motivation and job performance
Loss of job satisfaction
Reduced productivity
High staff turnover
High costs associated with legal proceedings.
1.7 Procedures for Bullying/Harassment
Procedures for bullying/harassment will provide both formal and informal mechanisms for raising a complaint. An informal procedure can allow for speedy resolution of the problem as in some cases the perpetrator of the bullying may simply not be aware that their behaviour is causing such offence to others. However, individual preference or cases, which involve more serious bullying/harassment may require a formal approach