It all started when a new program manager was promoted to the position from an overnight staff position. I had worked at the residential program that housed DYS teenage boys for about three years as the clinical director of the program.
A vendor agency ran the program, but we got our referrals and directives from DYS. I enjoyed the job and was good at it. I had the respect of the other clinical staff in my DYS group meetings and the caseworkers who came to the program regularly.
As clinical director, I was responsible for one other clinical staff and for all therapy that occurred in the program: family, individual, and group. I did some staff training as well as supporting staff at times of crisis.
How it began
Things started changing when the new director started. He began to make connections with the staff. It quickly became clear that I was not someone he clicked with.
It started slow at first... inside jokes, undermining my decisions, and making fun of me in meetings. The staff...
DD worked as a bus driver for seniors.
Several staff members, including one supervisor, bullied her through name-calling, ignoring her when she asked questions directly, and pushing (she was pushed into a coat closet because she wasn't moving quickly enough).
"They treated me like I didn't exist and didn't matter," she explained.
The supervisor would use her position to intimidate. "When speaking to us, she would be aggressive and condescending," she said.
Some of the power moves involved screaming at employees for taking sick time. "She would yell at us if we called in sick. I called in once in a great while. I had 420 hours of sick time, but she would still make me feel guilty for using it. Her attitude was that no matter what, we needed to be there," explained DD.
The supervisor also withheld positive feedback. "My riders would send me thank you cards, yet I never saw one in the seven and a half years I worked there. They would ask me if I received their cards," she said.
I'm a 54-year old psychiatric RN day charge nurse who worked for the same employer for over 23 years. I had a perfect record on all my evaluations up until about two years ago, when my supervisor of many years resigned after management asked her to do unethical things.
The new young male supervisor sided with bullies and believed whatever they said. The bullies hated me because I would not be a part of their unscrupulous tactics. The new supervisor loved one of the young, pretty nurses. After she would leave his office, he would dance around me singing "out with the old and in with the new!" This nurse, the secretary, and another nurse would constantly ask me "what would you do if you lost your job?" and "don't you want to stay home with your new grandson?"
The harassment, ostracizing, and mind games came about swiftly. My schedule was changed from dayshift to 12-hour shifts. One of the main male bullies was moved to the dayshift. I was outnumbered by all the bullies at that...
My name is Susan, and I worked at a large retailer as a sales manager for almost six years. My store manager made my life miserable.
I was in charge of women's apparel, lingerie, and kids' clothing. I also oversaw other departments when coworkers were out. I trained and managed 25 employees. I monitored and provided coaching on selling behaviors, which resulted in significant productivity improvements. I resolved customer complaints regarding sales and service, reviewed operational records and reports to project sales, and determined profitability. I resolved conflicts and determined salaries.
Here's how the abuse from my store manager played out:
Spying. On numerous occasions, the store manager hid behind clothing racks to spy on my meetings while I went over sales plans with my team. She later asked me what I was talking about with my associates. She seemed to hate the fact that my associates loved working on my team and that we...
There’s a stereotype that homelessness results from physical and mental disabilities. But experts say that most homeless people “have been thrust into homelessness by a life-altering event or series of events that were unexpected and unplanned for” (Homeaid.org).
According to Homeaid, those life-altering events or series of events include:
Experts believe that addressing these issues can help end homelessness in America.
A deeper look into job loss
Job loss often results from mistreatment. While some find themselves unemployed after firing from poor work performance or layoffs from cutting expenses, many are either forced out or quit from mistreatment. In fact, 66% of aggrieved employees quit to end the bullying says The Conference Board Review. (Even if employees don’t quit from bullying, depression and post traumatic stress disorder alone from bullying can...
Workplace bullying, by definition, happens at work. It interferes with the target’s confidence that her or his livelihood is assured. Broad societal economic crises threaten millions of workers at the same time and impersonally. Bullying is a laser-focused, personalized economic crisis affecting the target and her or his family. When bullies have control over the targets’ livelihood (as in 72% of situations), they have tremendous leverage to cause financial pain. Single parent workers are the most vulnerable.
Keeping a bully on staff is the equivalent of burning a big pile of money in the back of your building. But how much does it cost, exactly? The Workplace Bullying Institute (WBI) explains the hidden and not-so-hidden costs of allowing bullying in the workplace.
A simple formula for calculating costs
We know workplace bullying can harm a target’s health, leading to such issues as anxiety, depression, post-traumatic stress disorder, and even suicide. But what about the bullies? Publishing their findings in the October 2016 Journal of Business Ethics in “Victim and Culprit? The Effects of Entitlement and Felt Accountability on Perceptions of Abusive Supervision and Perpetration of Workplace Bullying,” researchers focused on the problem — what makes a bully bully. They determined that bullies feel less accountability and more entitlement than those who don’t bully. “There’s an indirect relationship between entitlement and coworker bullying through perceptions of abusive supervision that is stronger for employees who report lower levels of felt accountability than employees who report higher levels of felt accountability,” said the researchers.
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