BSBLDR402 ASSESSMENT 2

Bullying & harassment

Everyone has the right not to be bullied or harassed at work.

Find general information here about:

What is bullying?
What isn't bullying?
How is bullying different from discrimination?
Who is protected from bullying in the workplace?
Where to get help
What is bullying?
A worker is bullied at work if:

a person or group of people repeatedly act unreasonably towards them or a group of workers
The behaviour creates a risk to health and safety.
Unreasonable behaviour includes victimising, humiliating, intimidating or threatening. Whether a
behaviour is unreasonable can depend on whether a reasonable person might see the behaviour as
unreasonable in the circumstances.

Examples of bullying include:

behaving aggressively
teasing or practical jokes
pressuring someone to behave inappropriately
excluding someone from work-related events or
unreasonable work demands.
What isn't bullying?
Reasonable management action that's carried out in a reasonable way is not bullying.

An employer or manager can:

make decisions about poor performance

take disciplinary action
direct and control the way work is carried out.
Management action that isn't carried out in a reasonable way may be considered bullying.

How is bullying different to discrimination?

Discrimination happens when there's 'adverse action'.

Adverse action includes firing or demoting someone because of a person's characteristics, like their
race, religion or sex.

Bullying at work happens when:

a person or group of people repeatedly act unreasonably toward a worker or a group of people
workers
The behaviour creates a risk to health and safety.
This behaviour doesn't have to be related to the person (or group's) characteristics. Adverse action
doesn’t have to have happened.

Find out more about discrimination on the Protections from discrimination at work page.

Who is protected from bullying in the workplace?

The national anti-bullying laws cover most workplaces (or those that are constitutionally covered
businesses). These laws also cover:

outworkers
students gaining work experience
contractors or subcontractors
volunteers.
The Fair Work Commission (the Commission) is the national workplace relations tribunal that deals
with anti-bullying claims under the Fair Work Act. To find out whether you're covered by the national
anti-bullying laws, visit the Commission's website external-icon.png.

Not covered by these laws? Each state or territory has a workplace health and safety body that can
provide advice and assistance about workplace bullying. For contact information, go to our list of
workplace health and safety bodies.

Source reference: Fair Work Act 2009 s.789FA – 789FI external-icon.png

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Where to get help

For employees
In the workplace
If you think bullying or harassment has happened at your workplace, you can talk to:

a supervisor or manager
a health and safety representative
the human resources department
a union – visit the Unions and employer associations page to find registered unions in your industry.

Fair Work Commission

If you're still employed, you can take action with the Commission. You can apply to the Commission
to stop bullying by:

taking the Commission's eligibility quiz external-icon.png

if you're eligible, lodging your application with the Commission external-icon.png.
You can get free legal advice (if eligible) about stopping bullying from the Commission’s Workplace
Advice Service external-icon.png.
You can also get our assistance if:

you have an order from the Commission to stop bullying in the workplace
the order hasn't been followed.
Find out how to contact us.

Other bodies
You can also take action by contacting your state or territory workplace health and safety body. They
can provide:

advice and assistance about workplace bullying

appropriate referrals to other bodies.
There are also national bodies that may be able to help including the Australian Human Rights
Commission (AHRC) external-icon.png. The Australian Human Rights Commission accepts
complaints of workplace bullying, harassment or discrimination based on a person's race, sex, age,
sexual orientation, religion or disability under federal laws. The AHRC uses conciliation between
parties to reach a resolution.

For employers
Fair Work Commission assistance
To learn more about the Fair Work Commission's role in dealing with complaints of bullying at work,
download their Anti-bullying guide external-icon.png.

Small businesses can get free legal advice (if eligible) from the Commission’s Workplace Advice
Service external-icon.png.

Performance management
Action carried out by a manager in a reasonable way isn't bullying. For information on how to take
reasonable management action to make sure employees are doing their job properly, get our Managing
performance & warnings best practice guide.

Preventing bullying at work

Read Safe Work Australia's Guide for preventing and responding to workplace bullying
external-icon.png.

Discrimination
For resources covering issues of discrimination in the workplace, go to our Protection from
discrimination at work page.
Prevalence Rates for Workplace Bullying in Australia 2014/2015
In response to the international bullying definition, which emphasises power imbalance and
repeated bullying behaviours, 9.7 per cent of Australian workers reported they had
experienced bullying in the past six months. In response to the second definition used by
Safe Work Australia, 9.4 per cent of participants reported workplace bullying in the past six
months. There was minimal variation in prevalence rates based upon the different
definitions. This means that nearly one in 10 Australian employees report being bullied –
according to strict definitions. There was a high correlation between the two definitions (r =
.69).
In 62.3 percent of cases, the bully was identified as a supervisor, and in 28.0 per cent of
cases the bully was identified as a co-worker. A further 8.7 percent responded that the bully
was neither, and 1.0 per cent chose not to say.
Frequency and Duration of Bullying
Bullied employees, defined using the international definition, were asked how frequently they
had been (or are currently being) subjected to workplace bullying. Frequency data showed
that 12.2 percent reported being bullied daily, 32.6 percent at least once a week, 27.9 per
cent at least once a month, 26.8 percent rarely, and 0.5 per cent answered very rarely

Frequency and Duration of Bullying

Bullied employees, defined using the international definition, were asked how frequently they
had been (or are currently being) subjected to workplace bullying. Frequency data showed
that 12.2 percent reported being bullied daily, 32.6 percent at least once a week, 27.9 per
cent at least once a month, 26.8 percent rarely, and 0.5 per cent answered very rarely
(Figure 2).
Figure 2. Frequency of Bullying: Percentage of Bullied Sample
The length of time bullied workers reported they had been exposed to workplace bullying is
presented in Figure 3; 13.6 percent of workers had experienced bullying for less than one
month, 38.6 percent between one and six months, 12.9 percent between seven and 12
months, 17.7 percent between one and two years, and 16.3 per cent at more than two
years. Therefore, nearly 50 per cent of the bullied respondents had endured bullying for over
six months. Even more worrying is that 16.3 percent of workers had been a victim of
bullying for more than two years, which is likely to have serious impacts on mental health.
Bullying Rates from 2009–2014/2015 in Australian States and Territories
In 2009/11, the bullying rate in Australia was 7.0 per cent, and at that time the Australian
rate was the 6th highest when compared to 34 European countries (N = 41 034 workers).
The European prevalence data was collected through the European Working Conditions
Survey (EWCS, 2010), and determined that the average rate of bullying across the
European countries in 2010 was 4.2 per cent.
Unfortunately there is no current European data on the prevalence of workplace bullying so
it is not possible to determine the ‘international’ ranking of the current estimate of the
prevalence of bullying in Australian workers. However, the current estimate now exceeds all
prevalence rates estimated for European countries in 2009/10. It is possible that the
prevalence of bullying reported in the 34 European countries has shown a similar increase to
the Australian rates and the rates reflect community interest in recognising bullying (see
Discussion).
Australia’s high prevalence rate estimate nevertheless is concerning, considering that
European figures were likely inflated because: (a) the European Working Conditions Survey
did not use a definition, and self labelling as bullying usually results in higher rates of
bullying reports; bullying was assessed by asking participants: ‘And over the past 12
months, during the course of your work have you been subjected to bullying/harassment
(Yes/No)’; (b) the survey items measuring bullying in the European Working Conditions
Survey refer to bullying over a 12-month period whereas the AWB asks after a six-month
period, which should lead to fewer reports; and (c) the European Working Conditions Survey
question encompasses both bullying and harassment, whereas the Australian question is
restricted to bullying. For these three reasons, the levels of bullying reported in this study are
generated using a conservative method; the Australian bullying rates may have been even
higher if the European Working Conditions Survey approach was used. Note that the
24
estimate used here was based on the international definition so as to be consistent with the
2009/2011 data.
Bullying Rates by Industry: Comparing Data by State/Territory Composition
We examined the prevalence of workplace bullying (using the international definition) within
specific industries over time comparing data collected in 2009/2011 with data collected in
2014/2015. The most recent bullying data from all states and territories (Figure 5, green
bars) shows industries with bullying levels above the national average (in order of
prevalence) were: Electricity, gas and water supply; Health and community services;
Government administration and defence; Transport and storage; Mining; and Education.
We examined how these results may have been affected by the addition of two new states,
Victoria and Queensland, in the data set at 2014/2015, by examining data with these two
states removed (yellow bars) since bullying rates are significantly higher in Queensland and
Victoria, (M = .11, SD = .31) compared to the other states, (M = .08, SD = .27, t (4233) = -
2.44, p < .02).
In each case the levels of bullying remained higher than the national average, even with the
new states removed, implying substantive increases in bullying not simply due to sampling
of new states. There was only one industry, Culture and recreation services where bullying
rates increased when data from Victoria and Queensland were omitted implying that these
states may be able to prevent bullying in the industry.
This variability between states by industry should be considered when commenting on the
overall increase in bullying rates between 2009/2011 (7.0 per cent) and 2014/2015 (9.7 per
cent), as although there appears to be an overall increase this may not be the case in each
state, and each industry. Confidence intervals (95 per cent) applied to the two 2014/2015
bars further highlight the amount of variance not just between, but within industry, and
therefore any comparison between industries with large Confidence Intervals should be
made with caution.

Prevalence of Harassment in Australian Workplaces

To assess the prevalence of harassment in Australia, eight different kinds of harassment
were presented and participants responded how often these forms were encountered (see
Table 1).
To determine the most prevalent form of harassment that Australian workers experienced,
we calculated the percentage of responses that indicated that this form of harassment had
been experienced (Figure 7). Responses of ‘very rarely or never’ were categorised as no
harassment.
Being sworn or yelled at was the most commonly reported form of harassment experienced
by Australian workers. Other forms that were frequently reported included: being humiliated
in front of others, being physically assaulted or threatened by clients or patients of the
organisation and experiencing discomfort listening to sexual humour.
Bullying and harassment correlates with demographics, psychosocial risks, health and work

Predicting Workplace Bullying

: Longitudinal Logistic Regression Since bullying rates have increased, and given that the harassment
items most linked to health and work outcomes were not on the face of it linked to gender and race
(i.e., sworn at or yelled at, humiliated in front of others), and were likely also to form aspects of
bullying behavior, we proceeded to conduct an analysis to specifically predict future bullying. We
assessed the possible cause (antecedent) variables (job design, organisational) in 2010/2011 and we
used these factors to predict bullying in 2014/2015. In the analysis we used people who were in the
same organisation at both time points (N = 1172). Individual data were matched across time. We
controlled for bullying exposure in 2010/2011, to control for personal bias in responding, and to
predict change in bullying. We used a longitudinal design to throw light on the causes of bullying. The
longitudinal design is much stronger than the previous cross-sectional correlation analysis; the
longitudinal study predicts change over time, whereas the bivariate analyses were conducted at only
one point in time (2014/2015) so it is impossible to know which factor preceded the other. Also using
a logistic regression we could consider a number of possible predictors at once (the bivariate analysis
considers only one). Following the hierarchical logic of PSC theory, that PSC is related to work
factors, job demands and job resources, that in turn are associated with bullying, we first assessed the
relationship between PSC and the work factors.

MacVille bullying and harassment policy

Bullying and harassment policy
MacVille is committed to providing a working environment that is free from bullying. Working
relationships and standards of behaviour between employees are important workplace issues.
MacVille code of conduct sets out principles for behaviour required in the workplace, namely the
following.
● All people should be treated with respect.
● All employees should develop an awareness about the impact of their behaviour on others.
● There is agreement about what is appropriate behaviour at work.
MacVille considers that bullying in the workplace is inappropriate and unacceptable behaviour and
those employees found to have either committed or condone such behaviour in the workplace may
be subject to disciplinary action.
Definition: a bully is a person who uses strength or power to coerce others by fear. To bully is to
oppress and/or persecute, physically or morally, by (threat of) superior force. Bullying is physical or
psychological behaviour or conduct where strength (including strength in personality) and/or a
position of power is misused by a person in a position of authority or by a person who perceives that
they are in a position of power or authority. While bullying is normally associated with unequal power
relationships, peer-to-peer bullying is not uncommon and is an equally unacceptable behaviour at
MacVill

Conflict Resolution Plan

Performance issue: Bullying/poor work/privacy/sexua l harassment/ other

Six months ago, Jas (Jamine) joined the staff of MacVille Events. Organisation provides travel with
colleagues to remote locations, and attend some evening and weekend events at trade shows and
conferences. Ed has been accused by Jas as follows:
1. Frequent text messages, emails and phone calls. The latest incident involves some pictures Ed
posted on Facebook, along with some comments about Jas, inviting work peers to share a ‘joke’
2. Ed has apparently spoken loudly in the corridors about Jas’s perceived ‘poor work performance’,
specifically her ‘avoidance’ of post event meetings other staff have referred to their own ‘discomfort
and possible breaches of ethical standard’ and privacy rules

Performance improvement initiative session plan

1. meeting talking about impacts not actions 1 day

2. undertaken under Bullying policy 5 days
3. Agreement for improvement 3 days
4. Monitoring Every month

Follow up
o MacVille bullying and harassment policy -monthly
o Macville disciplinary//dismissal policy-monthly
o MacVille privacy policy-monthly
o MacVille’s internet policy -monthly
o Performance indicators in relation to strategy goals; Monthly
-Monitoring via feedback from persons who have experienced bullying from Work Australia, Safe
Work SA, Australian; Monthly
- training course ;Monthly

Potential conflict 1
Ed, Frequent text messages, emails and phone calls. The latest incident involves some pictures Ed
posted on Facebook, along with some comments about Jas, inviting work peers to share a ‘joke’

Resolution
Training:
1. Incidents of workplace bullying cause
2. MacVille bullying and harassment policy
3. Macville disciplinary//dismissal policy
4. MacVille privacy policy

Potential conflict 2
Ed has apparently spoken loudly in the corridors about Jas’s perceived ‘poor work performance’,
specifically her ‘avoidance’ of post event meetings other staff have referred to their own ‘discomfort
and possible breaches of ethical standard’ and privacy rule

Resolution
1. Share information for all employees
2. follow relevant policy and procedures
3. Performance indicators
4. conflict management
5. monitoring on monthly

Recommendations and outcomes

Identify and analyse difficulties and describe planned action to rectify the situation within the
requirements of the organisation and relevant legislation.
Issue: bullying and harassment in workplace
Resolve:
1. Training: o Incidents of workplace bullying cause o MacVille bullying and harassment policy o
Macville disciplinary//dismissal policy o MacVille privacy policy of MacVille's internet policy
2. Share information for all employees
3. Follow relevant policy and procedures
4. Performance indicators
5. Conflict management
6. Monitoring on monthly
Legislation requirement
The Law Council is committed to ensuring that all members for the legal profession are treated fairly
and respectfully. The Australian Human Rights Commission (AHRC) states that ‘all employers have a
responsibility to make sure that their employees, and people who apply for a job with them, are
treated fairly’. To ensure that employees are not discriminated against, harassed or bullied, workplaces
should develop and implement workplace practices to address inappropriate workplace behaviour and
respond to complaints effectively. Below are some examples of resources from the Law Council’s
Constituent Bodies to assist legal practices in developing workplace practices and policies to
effectively educate employees and respond to complaints regarding workplace bullying and
harassment. Under anti-discrimination law, it is unlawful to treat a person less favourably on the basis
of particular protected attributes such as a person’s gender, sexual orientation, race, disability or age.
Examples of unlawful actions can include harassing or bullying a person. Workplace
anti-discrimination law is set out in federal and state statutes. There are specific legal provisions for
sexual harassment, racial hatred and disability harassment.

Bullying is defined under section 789FD of the Fair Work Amendment Act 2013 (Cth) as when an
individual or group of individuals repeatedly behave unreasonably towards a worker and that
behaviour creates a risk to health and safety. Bullying includes a range of behaviours such as:
o yelling, screaming or offensive language;
o excluding or isolating employees;
o psychological harassment;
o intimidation;
o assigning meaningless tasks unrelated to the job;
o giving employees impossible jobs;
o deliberately changing work rosters to inconvenience particular employees;
o undermining work performance by deliberately withholding information vital for effective work
performance;
o constant unconstructive criticism and/or nitpicking;
o suppression of ideas; and
o overloading a person with work or allowing insufficient time for
completion and criticising the employees work in relation to this.

Harassment
Harassment provisions are included across a range of legislation, including the
following:
section 28A of the Sex Discrimination Act 1984 defines sexual harassment as
when a person makes an unwelcome sexual advance, an unwelcome request for
sexual favours, or engages in other unwelcome conduct of a sexual nature in
relation to a person. This occurs in circumstances where it is possible that the
a person harassed would be offended, humiliated or intimidated. Sexual
harassment can be subtle and implicit rather than explicit;
section 18C of the Racial Discrimination Act 1975 prohibits offensive behaviour
based on racial hatred. Offensive behaviour includes an act that is likely to
offend, insult, humiliate or intimidate another because of their race, colour or
national or ethnic origin; and
section 25 of the Disability Discrimination Act 1992 prohibits harassment in
relation to an employee’s disability.
There is equal opportunity legislation in each state and territory which also
deals with sexual harassment at work.
b. Reflect on your own efforts to guide and support colleagues, improve
workplace outcomes in consultation with others, manage poor work
performance and manage conflict constructively.
Recommend about conflict management process
o Training: raising employee conflict awareness which reduces the negative
impact of conflict in the workplace.
o Neutral Third-Party Intervention: provides professional resources early in
the conflict cycle to help constructively resolve the dispute before it cycles out
of control.
o Supportive Infrastructure: Internal procedures and processes developed
to support an organizations’ ability to constructively manage and minimize the
harmful effects of conflict in the workplace.

c. Recommend and outline a process for managing reports of bullying

or harassment at MacVille Events.
The landscape look at CoffeeVille's policies
1. It is critical for all employers to have in place a concise, easy to
understand and structured bullying and complaints policy. The policy is the first
document that any Tribunal would look at, and any inspector investigating a
complaint would call for.
2. At a minimum the policy should:
3. Explain what does and does not amount to bullying
4. Provide some obvious examples
5. Reference an appropriate complaint procedure identifying the steps
and process for making complaints, whether it be in writing, informal, through
direct line managers or some other process
6. Encourage informal (but documented) resolution of complaints as
quickly as possible
7. Outline the process of investigation from the perspective of both
complainant and accused.
d. Recommend networking activates for MacVille Events to improve
organisational culture.
1. Office of the Employee Ombudsman Provides an advisory service to all
employees employed under the South Australian Fair Work Act 1994 awards
and enterprise agreements.
2. Industrial Relations Commission Provides mediation, alternative dispute
resolution and support to persons (and their representative) involved in
employment related disputes.
3. Work Australia, Safe Work SA, Australian Research Council Discovery
Grants for receiving information such as the case study above .

Dealing with Discrimination, Harassment and Bullying

.1 Appoint a Grievance Officer
As a critical first step to putting in place any methods of conflict and grievance resolution in the
House, a Grievance Officer should be appointed and trained. The Grievance Officer serves as an
important first point of contact for people who believe they have an issue in the employer, including
discrimination, harassment, and bullying
.2 Responding to complaints
This policy offers two methods of complaint resolution when an issue of discrimination, harassment
or bullying arises. If these are unsuitable or unsuccessful in dealing with the issue, parties to a
complaint can pursue avenues outside the House that are not covered by this Policy. It is the
complainant’s choice as to which option, or options, they take wish to resolve their complaint.
3 Informal Procedures
Ideally, resolving concerns about discrimination, harassment or bullying should happen early, when
the parties are able to mutually work through the issues between themselves, and before the situation
becomes inflamed.
5 Legal Settlement
Where the complaint cannot be resolved under the guidance of this Policy Handbook, it will need to
be referred to outside models of resolution. From the start, the complainant should be advised of their
external resolution options. These may include:
• Human Rights and Equal Opportunity Commission (Commonwealth)
• Tasmanian Industrial Commission
• Office of the Anti-Discrimination Commissioner
• Office of the Ombudsman
• Workplace Standards
• Workers Rehabilitation and Compensation Tribunal
• Workplace Standards Australia
If people are threatened with physical harm, or actual violence or damage to property is involved, a
criminal offence may be involved.
The police must be informed and the matter dealt with in accordance with the law.
Policy and Procedures
Anti-Discrimination, Harassment and Bullying Policy
PURPOSE
MacVille is committed to creating and maintaining constructive, productive and supportive working
relationships with all who work in or use employees. We recognise and support the right of every
member, employee, volunteer and user of employer to be able to attend work, perform their duties and
participate in the services and activities of the Employer free from any form of discrimination,
harassment or bullying. The purpose of this policy is to guide Management Committee members,
staff, volunteers, members, and Employer users in understanding discrimination, harassment and
bullying, preventing it occurring, and dealing with it if it happens.
POLICY
The policy of the MacVille is that all aspects of the operation, services and activities of the Employer
will be free from discrimination, harassment and bullying. The MacVille will provide information
and, when practicable, training to all Management Committee members, staff and volunteers on
recognising, preventing and dealing with discrimination, harassment and bullying. The MacVille will
prominently display in plain language the key elements of its Antidiscrimination, Harassment and
Bullying Policy in public use areas of the premises, and as appropriate in House publications. All
members, staff and volunteers in the House will be responsible to ensure that discrimination,
harassment and bullying do not occur.
Professional development policy
MacVille recognises that its employees are one of its greatest assets. MacVille actively encourages
and values staff development and is committed to enhancing its performance and reputation through
the development of a highly skilled workforce.
Objectives
Organisation
Training/professional development provides the skills and knowledge that the staff requires in order to
achieve the company’s goals and objectives and fulfil its mission.
Employees
Training/professional development is provided to enhance the potential that each individual has to
develop within his or her current position, or into another, through training.
Systems and procedures
Development of employees involves identifying, implementing and evaluating individual and group
development. For example, individual development needs can be identified through MacVille
performance management processes and group development needs.
Applications and approval
Managers may approve training/professional development applications endorsed by the employee’s
supervisor for expenditures up to $500 per person.
The application must outline the infrastructure delivery requirements and the advantages to MacVille
for the program completed.
Programs approved to meet performance-related issues must be able to be completed within the stated
performance improvement period.
Reporting
At the end of each six-month period, MacVille requires a report from each supervisor, detailing the
professional development undertaken by each person in their section.
Reports should summarise performance issues encountered, actions and programs implemented,
modifications negotiated, outcomes of the program, and the gains you see for the team and the
organisation.
Sexual harassment policy
MacVille recognises that sexual harassment is a serious issue, and is committed to providing a
workplace free from sexual harassment.
What is sexual harassment?
Sexual harassment is any deliberate verbal or physical conduct that is unwelcome and uninvited,
embarrassing, demeaning, offensive or compromising
Sexual harassment may include such actions as:
● dirty jokes, derogatory comments, offensive written messages (email/SMS), or offensive telephone
calls
● leering, patting, pinching, touching or unnecessary familiarity
● persistent demands for sexual favours or outings
● displays of offensive posters, pictures or graffiti.

If such behaviour makes you feel:

● offended and humiliated
● intimidated and frightened
● uncomfortable at work

Then it is against the law.

MacVille considers sexual harassment an unacceptable form of behaviour which will not be tolerated
under any circumstances.
MacVille undertakes to educate all employees on the issue of sexual harassment to avoid its incidence,
and to inform employees of procedures to deal with the problem should it occur.

PROCEDURES
Appoint a Grievance Officer
Appoint and train a Grievance Officer chosen from the membership of the Neighbourhood House,
who is capable of responsibly and impartially dealing with concerns and complaints involving
discrimination, harassment or bullying.
Informal complaint resolution
Encourage any person who feels that they have been discriminated against, harassed or bullied to
directly make it clear that such behaviour is unwelcome, unacceptable and offensive and that it needs
to cease immediately
Formal complaint resolution
Where direct, informal resolution of a complaint of discrimination, harassment or bullying is not
acceptable to a person involved, not possible for other reasons, or cannot be resolved to the
satisfaction of all parties, a formal resolution procedure will be implemented. Proceeding with a
formal complaint will require the consent of the person with the complaint (particularly as witnesses
or management may need to be involved in the formal procedure), and that the complaint be put in
writing.
7. Write a dispute resolution report on your findings for the human resources manager, including
recommendations and outcomes.

A. Identify and analyse difficulties and describe planned action to rectify the situation within the
requirements of the organisation and relevant legislation.

• Identify and analyse difficulties, and take action to rectify the situation within the
requirements of the organisation and relevant legislation

• Guide and support colleagues to resolve work difficulties

• Regularly review and improve workplace outcomes in consultation with relevant personnel

• Manage poor work performance within the organisation's processes

• Manage conflict constructively within the organisation's processes

B. Reflect on your own efforts to guide and support colleagues, improve workplace outcomes in
consultation with others, manage poor work performance and manage conflict constructively.

• Difficulties are identified and analysed, and action is taken to rectify the situation within the
requirements of the organisation and relevant legislation

• Colleagues are guided and supported to resolve work difficulties

• Workplace outcomes are regularly reviewed and improved in consultation with relevant
personnel

• Poor work performance is managed within the organisation's processes

• Conflict is managed constructively within the organisation's processes

C. Recommend and outline a process for managing reports of bullying or harassment at MacVille
Events.
In MacVille If you believe someone has bullied you, before reporting it you should:
• define your concerns and desired outcome
• weigh up the advantages and disadvantages of resolving your complaint informally or
formally
• learn about the support available to you from your workplace and external agencies (e.g.
counselling).
For Generally, once you have formally reported the harassment, your workplace will:
1. investigate the issue quickly to work out the facts
2. prepare a formal report
3. take any necessary action (e.g. manage the performance of the person who’s negative
workplace behaviour has been confirmed).
D. Recommend networking activities for MacVille Events to improve organisational culture.
A network for employees with a disability may have a single focus or a combination of MacVille
Events.
• Advisory purpose to support organisational culture change
The network can provide strategic advice and share ideas to help develop an appropriately supportive
organisational culture.
• Consultative purpose to find solutions to practical workplace issues
The network may have input into practical initiatives and issues such as equipment, facilities or
inappropriate workplace practices.
• Promoting networking and communication amongst peers
The network can provide a structured framework for employees to share information and advice and
to make contacts across the organisation..
• Enhance career progression of employees with a disability
The network may help promote the professional development of employees with a disability focusing
on broader organisational issues such as business practice, practical management, presentation of self,
improving personal effectiveness, mentoring, etc.

Participate in a role-play demonstration based on a scenario

MacVille is committed to providing a working environment that is free from bullying. Working
relationships and standards of behaviour between employees are important workplace issues.

MacVille bullying and harassment policy

MacVille considers that bullying in the workplace is inappropriate and unacceptable behaviour and
those employees found to have either committed or condone such behaviour in the workplace may be
subject to disciplinary action.
Definition: a bully is a person who uses strength or power to coerce others by fear. To bully is to
oppress and/or persecute, physically or morally, by (threat of) superior force. Bullying is physical or
psychological behaviour or conduct where strength (including strength in personality) and/or a
position of power is misused by a person in a position of authority or by a person who perceives that
they are in a position of power or authority.
A variety of behaviours and acts may constitute bullying, which, over time, create a negative
workplace environment. These may include:
● sarcasm and other forms of demeaning language
● threats

● blaming
● constant unconstructive criticism

Privacy policy
MacVille is committed to protecting your privacy. It is bound by the national privacy principles
contained in the Privacy Act 1988 and all other applicable legislation governing privacy.
Where appropriate, MacVille will handle personal information relying on the related bodies’ corporate
exemption and the employee records exemption in the Privacy Act. Our respect for our customers’
privacy is paramount. We have policies and procedures to ensure that all personal information is
handled in accordance with national privacy principles.
MacVille makes limited use of cookies on this website. Cookies are used to measure usage sessions
accurately, to gain a clear picture of which areas of the website attract traffic and to improve the
functionality of our website.
Professional development policy
MacVille recognises that its employees are one of its greatest assets. MacVille actively encourages
and values staff development and is committed to enhancing its performance and reputation through
the development of a highly skilled workforce.
Sexual harassment policy
MacVille recognises that sexual harassment is a serious issue, and is committed to providing a
workplace free from sexual harassment.
What is sexual harassment?
Sexual harassment is any deliberate verbal or physical conduct that is unwelcome and uninvited,
embarrassing, demeaning, offensive or compromising. It can be experienced anywhere in the
workforce and by both men and women.
MacVille considers sexual harassment an unacceptable form of behaviour which will not be tolerated
under any circumstances.
MacVille undertakes to educate all employees on the issue of sexual harassment to avoid its incidence,
and to inform employees of procedures to deal with the problem should it occur.

A written report on the dispute resolution process, including reflections and demonstrations of specific
knowledge.

In reflection Workplace bullying is a risk to health and safety. It can occur wherever people work
together in all types of workplaces. It is best dealt with by taking steps to prevent it from occurring
and responding quickly if it does occur. The longer the bullying behaviour continues, the more
difficult it is to address and the harder it becomes to repair working relationships.
Reasonable management action taken in a reasonable way
It is reasonable for managers and supervisors to allocate work and to give fair and reasonable
feedback on a worker’s performance.
Discrimination and sexual harassment
Behaviour that involves discrimination and sexual harassment in employment is unlawful under
anti-discrimination, equal employment opportunity, workplace relations and human rights laws.
Workplace conflict
Differences of opinion and disagreements are generally not considered to be workplace bullying.
People can have differences and disagreements in the workplace without engaging in repeated,
unreasonable behaviour that creates a risk to health and safety.
What can be done to manage the risk of workplace bullying?
Workplace bullying is best dealt with by taking steps to prevent it from occurring and responding
quickly if it does occur. The actions to manage workplace bullying may vary depending on the
situation, the number of parties involved and the size and structure of the business or undertaking.

Organisational Culture and Climate

Organisations are understood in a multiplicity of ways. Overtly they may be
understood in terms of how they are visually represented, the building, its contents,
employees and so on. However, in practicality when one commonly refers to an
organisation one is usually referring to a social network, its structure as well as its
mission and culture.

Enculturation
New employees are generally socialised into the norms and culture by others and
can quickly become ‘encultured’ into an acceptance of the beliefs, norms and
cultural rituals of the organisation (often relinquishing some of their own norms and
beliefs in the desire to become an accepted member of the group).

In reflection The culture and climate of workplaces facilitate bullying behaviours. In an effort to
create workplace cultures of collegiality, consciousness raising for both employers
and employees specific to the impact of workplace culture on people's health and
a sense of personal security is vital.

Organisations workplace must take responsibility for bullying and also for those whose lives
have been affected by being subjected to bullying. As organisations reinforce the
dominant assumptions about power and control within their hierarchical structures
they also maintain cultures of bullying and collusion