Employees worldwide including educators faced issues on workplace bullying.
Workplace bullying in the education setting has the potential to negatively influence teaching and learning and is a great concern.
Workplace bullying is a violation of employees, including educators, human and labor rights.
Workplace bullying is an appearance of social weakness most meanings of working environment harassing center around the superior-subordinate connection between the gatherings required in a tormenting relationship.
Workplace bullying is an epitome of social relationship feebleness.
There are a wide range of ways in which the capable perpetrators affirm their control over their powerless casualties, the effect of the bullying on the victims, and the distinctive educational settings in which the bullying happens.
Principals, headmasters, district education officers, state education officers or the superior ranking education officers are the main perpetrators of workplace bullying and that they target those with lesser status (normally new young teachers or educators), are confirmed by the number of incidents reported, as well as previous research on workplace bullying in general and the teaching fraternity in particular.
Victims wrote about ‘senior and superior ranking education officers’ who mocked, shouted, threatened, and humiliated them but nothing had change. Most victims do not know where to channel their grievances or seems reluctant to make reports for fear of being victimized more.
Some of the educators' depictions given the accompanying bits of knowledge about the social and hierarchical establishments of workplace bullying.
Bullying is likely to occur in schools and educational institutions where organizational chaos reigns. Such schools and institutions are portrayed by incompetent, unprincipled, abusive leadership, lack of accountability, fairness and transparency.
The social powerless victims are subjected to open mortification, negligence, confinement and discrimination. The bullying of educators brings about raising aloofness and disempowerment, to the disservice of their professional and private life.
There may be transaction between the powerless victims and the authoritative chaos, i.e. the lacking of principled leadership, accountability and transparency that gives rise to workplace bullying.
Many would like to share their own experiences as victims of workplace bullying or friends of the victims but decided to keep mumps as some would say "we were too afraid to stand up for our colleague" and "nowadays everyone is afraid to raise any point".
Studies show verbal abuse is by all accounts the most well-known kind of workplace bullying and harassing: "the senior officers uses verbal aggression and yells at his subordinates"; "I was ridiculed by the head of department"; "he converses with her impolitely"; and "the foremost chuckled at me".
An appointee primary noticed that her superior expounded on her by putting regularly notes "around my work area about how inefficient I was". The spreading of malevolent gossipy tidbits is by all accounts a most loved strategy of spooks.
Threatening behaviour seems to be a common bullying tactic (e.g. "He talks to educators in a threatening manner").
Another way that bullies take control over the victim is by all accounts their impolite way towards those they don't hold in high regard; for instance, the bully "treats us like youngsters or children; he doesn't approach us with respect "and "makes me feel little".
Social isolation (e.g. "If I join the group they will just disperse"), favoritism (e.g. "principals must stop taking sides" and "favoritism is common in our school") and nepotism ("home-girl" and principal's daughter), were also identified by participants as features of workplace bullying.
A colleague had been in the organization for more than 10 years, and for 10 times in row duration, his study scholarship was rejected whereas new colleague of less than 5 years in the organization was successful. Discrimination is a kind of bullying too.
The autocratic, abusive management style of the ‘head bullies’ regularly results in apathy among members of staff (e.g. "We ended keeping silent during meetings. Let him run the meeting by himself" and "nowadays she is afraid to raise any point".)
The significance of the power contrasts amongst principals and teachers "can't be exaggerated".
The ‘head bullies’ (mostly senior officers) abuse their power, because they have reward and coercive powers such as professional development opportunities, promotion, workload, as well as appointment and dismissal of remunerated and non-permanent educators.
Bullies' show unfairness, lack of transparency in the work environment, and the discrediting of the professional lives of the victims.
Bully bosses are the most challenging workplace bullies to deal with. In order to deal with them effectively, you’re going to need some help.
Unlike with bully coworkers, standing up for yourself might not always play out too well for you.
Since bully bosses are in a power position over you, they could make your work life a living hell if you try to do something that embarrasses them or bruises their fragile egos.
This is critical. Good documentation is an extremely powerful tool that cannot be underestimated.
If you’re dealing with a boss who is known for his bullying, you need to get into “court reporter mode” and stealthily get your documentation on. One of the things that bully bosses count on is the lack of a quality paper trail from the people who they bully.
Keep track of everything relating to the bullying incidents, emails/texts; including exact quotes (if possible), dates, times, everything.
Dealing with a bully boss isn’t easy, and if you want the bullying to stop, you’re going to have to put in some work to document a consistent pattern of bullying behavior.
Reporting a random incident where the bully boss screamed at you for no reason isn’t going to cut it.
If your boss flew off the handle one morning and started screaming at you that could easily be explained away as the bully boss having a “bad day.” We all have bad days.
However, a consistent pattern of multiple incidents of bullying behavior cannot be easily explained away, especially if this behavior is clearly creating a hostile work environment for you and others.
Your documentation is 'your weapon' that clearly shows the intent behind the behavior. And if your documentation shows a pattern of intentional destructive behavior, then the organization really has no choice but to take action.
For teachers and educators of the Malaysia, Ministry of Education they might be able to channeled their ‘complaints’ through the Customer Service by dialing Anti Bully Toll Free Line (ADU DISIPLIN) 1-800-884774 or e-mailing: E-mail: firstname.lastname@example.org . See also http://www.moe.gov.my/index.php/en/hubungi-kami/suara-anda/khidmat-pelanggan .