Lead
Terror In the Office
Although recognized as a problem in the work place, bullying tends to be ignored rather than confronted. But victims have options in seeking redress
By Wilma V. Lacaba
Formal complaints are few and far between. In Aubrey’s case, although she has thought of reporting her superior to their HR department, she has not actually done it. “I didn’t know how to go about it,” she says. “I’m not sure if actually walking up to the HR is a smart move for me because I’m pretty sure that she’d find out one way or another. She knows she wields power over us and uses it to her advantage.”
Aubrey couldn’t help but compare the work situation here and that in the US where she had also held employment in the past. She says: “The thought of speaking your mind to the boss is an absurd idea here, a big no-no. We just put up and shut up or else do it through the rumor mill, which doesn’t help the situation any.” Over in the US, she says, feedback—be it negative or positive—is encouraged and immediate action is taken to find out whether the complaint against any co-worker (even one’s manager) has basis and merits appropriate sanctions.
It’s true, Abadesco grants, that a tyrannical boss can get things done quickly. But he cautions that in the long run, this management style would be unproductive because it disempowers and demotivates people. In fact, an extremely passive, compliant staff could end up doing damage to the company. Hasn’t the excuse “Just following orders” been used all too frequently when something that could otherwise have been averted goes wrong?
A workplace where harassment exists, Cruz-Mante points out, pays the cost in terms of disharmony, hampered productivity, diminished level of performance, waste of time, lack of focus, distrust, stress, and loss of a person’s confidence and self-worth. The attrition rate also rises because people are likelier to leave than to stay in such an environment. It’s as much to the employer’s advantage, therefore, to make sure that clear-cut policies on harassment are put in place and—more important—implemented.
Aubrey, who has been in the call-center industry since the start of its boom in 2000, observes that the urgent need for personnel has caused a decline in the standards for hiring and promotion. While other business sectors normally require an MBA degree for their top management people, call-centers don’t. In some respects, this can be a good thing, but what if the designated manager turns out to be ill equipped, if not completely unsuitable, for a leadership role?
When this happens, a subordinate like Aubrey would likely be raring to tell the bully-boss this: “A true leader earns your respect and doesn’t demand it.” But, for fear of losing her job, would she ever?
CONTACT DETAILS:
ENRIQUE ABADESCO, JR.
People Management Association of the Philippines
Telephone: (02) 726-1581; (02) 726-1532; (02) 726-1588
Fax: (02) 726-1530
E-mail: pmap@pmap.org.ph
Website: www.pmap.org.ph
LOREE CRUZ-MANTE
Drake Beam Morin (DBM), Philippines
Telephone: (02) 6700-8415; (02) 6700-8416
E-mail: lcmante@yahoo.com
