Managing employees is a big responsibility, requiring effective leadership and communication skills, adaptability and consistency. To lead a team successfully, managers need to be approachable so employees feel comfortable asking questions and discussing any work-related concerns. Yet managers also need to run a tight ship. They’re responsible for ensuring productivity, enforcing company policies and holding employees accountable for their performance, safety and productivity.
Senior Counsel Joey Wright, a labor and employment attorney at Amundsen Davis, says employers are receiving more employee complaints related to management practices. More employees are filing bullying and harassment complaints against their supervisors or managers. Sometimes, legitimate management practices conflict with an employee’s aversion to being managed. Employees perceive that they’re being mistreated while management sees it another way. Managers believe they are taking the necessary steps to improve underperformance, enforce company policies and set boundaries. When employers and management view these actions differently, conflict results.
Settling disputes
To resolve this conflict, employers need to determine whether a bullying complaint is a legitimate employment concern or simply an aversion to a supervisor’s management style. If an employee files a complaint accusing a manager or supervisor of bullying, employers need to investigate, Wright says. Employers should take every employee complaint seriously. However, Wright also encourages employers to know the difference between inappropriate actions that escalate into workplace bullying and the customary managerial responsibilities that are necessary in the workplace.
Being a bully
Workplace bullying is defined as repeated, abusive mistreatment that harms an employee or a group. Examples of bullying include verbal abuse, work sabotage and behavior that’s meant to threaten, intimidate, degrade or humiliate another. Managers may be guilty of workplace bullying if they spread rumors or lies about others, purposely exclude them from meetings or social events, or withhold necessary information. They can also be in the wrong for yelling, using foul language, blaming employees unfairly and unjustified criticism. You get the idea.
Bullying, often done in front of other employees, puts the mental health, physical health and safety of employees at risk. Bullying becomes harassment when employees are mistreated because of their race, color, religion, sex, national origin, age, disability or any other legally protected characteristic. Workplace harassment is often repetitive, intentional and unwelcome conduct or behavior. Equal Employment Opportunity laws protect employees from harassment.
Shutting it down
Wright advises employers to have zero tolerance for workplace bullying and harassment. Everyone in the organization should know that these behaviors are unacceptable. Additionally, employers need to promptly address reports of workplace bullying or harassment. Responding to complaints shows that the organization takes responsibility for management and cares for all personnel. Plus, employers who take complaints seriously help protect themselves against legal action. Responding to complaints also contributes to a positive corporate culture and fosters an overall favorable reputation for the company.
So, what happens when an employee senses that a manager’s feedback is unwarranted personal criticism and bullying, instead of constructive criticism? The employee believes that he or she is being singled out and mistreated. The employee might be embarrassed and uncomfortable with the supervisor’s criticism, and embarrassment and discomfort are strong emotions which can make any negative situation that much worse.
Addressing situations
When addressing an employee’s underperformance or misconduct, supervisors need to deal with the issue fairly and consistently. A skillful manager or supervisor will not act unreasonably or mistreat employees verbally or physically. In most employment settings, a manager’s job is to provide direction, set expectations and hold employees accountable for meeting these expectations.
“Managing people is not always easy or comfortable, but difficult and uncomfortable do not equal mistreatment,” Wright says. “Leaders who enforce policies and procedures in a fair and consistent manner are fulfilling their responsibility to their employer, not engaging in bullying.”
Where bullying stems
Aside from the actual instances of substantiated bullying, Wright identified four factors as the root causes of bullying complaints.
First, the culture of workplaces has shifted in recent years. Today, many companies foster a corporate culture of teamwork, empathy and emotional security.
“These positive trends can sometimes lead employees to expect only supportive feedback, not corrective conversations,” Wright says.
The second factor relates to generational differences in today’s multigenerational workforce. Younger workers typically grew up in an environment that emphasized individual well-being and expression. Firm management may come across as being overly harsh to millennials and Gen Z workers.
The third root cause of bullying complaints, according to Wright, is unclear expectations. Managers should give specific instructions, so employees know exactly what is expected.
“When policies and performance standards are not consistently communicated and uniformly applied, enforcement can feel arbitrary, which, in turn, can set the stage for complaints,” Wright says.
Lastly, an employee might complain about bullying as a defensive tactic. Employees who are anticipating discipline, termination or poor performance reviews may preemptively file a bullying complaint. The complaint may be an attempt to deflect the attention away from their misconduct or poor performance and put the blame on management.
Accountability
Skillful managers know how to hold employees accountable without using bullying tactics to get results. They balance recognition and criticism and consistently provide sincere compliments and constructive feedback. They avoid playing favorites and instead pay attention to everyone on their team. They also watch their words and body language, refraining from an aggressive, accusatory tone of voice or mannerisms. By consistently enforcing company standards and evaluating performance fairly, managers can maintain both productivity and positive relationships with their team.
As for the employees who bristle at being managed, supervisors should oversee them in a way that fosters trust, engagement and respect.
“In workplaces today, managers face a delicate balancing act,” Wright says. They need to navigate employee complaints about being managed while maintaining a distinction between accountability and bullying. By drawing a clear line between genuine misconduct and routine accountability, organizations can protect employees from bullying and mistreatment. Clear expectations empower managers to lead effectively.
About the Source
Joey Wright is senior counsel in Amundsen Davis’s Labor & Employment Service Group. She represents employers facing a variety of employment issues, including hiring and firing, discrimination and harassment, compensation and discipline. For more information about bullying in the workplace and other employment issues, visit amundsendavislaw.com/labor-employment-law-update.
