Preventing Workplace Bullying and Harassment

The assignment emphasizes the significance of early identification and response to bullying behavior in the workplace. It also highlights the need for equitable, prompt, and legislative appeals procedures. The document draws on various studies and research papers to provide a comprehensive understanding of workplace bullying and harassment. It is essential for organizations to have effective policies and procedures in place to prevent and address these issues, promoting a safe and respectful work environment.

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BULLYING AND PREJUDICE IN THE WORK
ENVIRONMENT IN THE UAE

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TABLE OF CONTENTS
Introduction......................................................................................................................................2
Discussion........................................................................................................................................2
Literature review..............................................................................................................................2
Bullying at workplace and Victim...................................................................................................5
Law against Discrimination.............................................................................................................6
Data collection.................................................................................................................................9
Findings and Analysis......................................................................................................................9
awareness to Bullying and Prejudice in the workplace.............................................................11
Artwork..........................................................................................................................................11
Summary........................................................................................................................................13
Recommandations..........................................................................................................................13
References......................................................................................................................................15

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INTRODUCTION
Bullying refers to persistent criticism, derogatory remarks regarding one’s job or personality that
affect an employee’s emotional state even more than sexual assault. As such, bullying at work, as
well as sexual assault, has the potential to produce a derogatory impact, but even bullying at the
workplace has a far greater detrimental impact than sexual harassment. According to a study
carried out, workers who had experienced some sort of abuse in the work setting, such as
undermining remarks, transgressions, constant feedback and found themselves more likely to be
stressed, to have complicated inferiority, to have no work satisfaction and therefore quit their
employment than those who endured sexual assault. According to Gary and Ruth Namie,
“workplace bullying is repeated; injuries to the health, verbal abuses or actions are harmful,
degrading, sabotage or disruption that conflict with work or some mixture of these three.” Thus,
bullying in the workplace relates to humiliating comments, disapproval, emotional violence, fault
pointing and alienation (ALI, 2019).
DISCUSSION
LITERATURE REVIEW
The Workplace Bullying states that bullying in the workplace is motivated by the desire to
influence other persons and grows to affect other workers either on their own initiative or by
intimidation. Bullying in a workplace damages the goals of an organisation since the specific
goal of the abuser takes priority and is equivalent to domestic harassment. Bullying in the
workplace may take several forms that involve chattering and rumours or creating jokes that are
“obviously insulting” with spoken word or e-mail. Bullying is socially isolated or viewed
differently than all workers (Caravita and Ambrosini, 2020). It - entail accusing somebody
wrongly or questioning somebody’s beliefs. That may be accomplished by disrupting the
personal belonging or equipment of an entity or intervening with its privacy in other respects
(Chatters and Zalaquett, 2018).

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Supervisors can harass an individual by restricting or micromanaging his or her job
responsibilities or abilities via adjusting role norms or enforcing unrealistic orders, you. They
can delegate unfair workloads or don’t provide adequate work to anyone. They can withhold or
offer incorrect details. They may be bullied by preventing leaves, advertisements or training
applications. Corporate or systemic bullying applies to an organisation’s agreed and widely
known method of bullying in the workplace (Chatters and Zalaquett, 2018). Is it valid in your
place of work? Signs of intimidation culture are persistent inability to reach business targets,
elevated numbers of filings or lawsuits, demands for promotions or dismissal, high absenteeism
owing to sickness and a wide variety of administrative measures. The unrealistic demands, the
denial of workload or overwork grievances or the encouragement of complaints against other
staff with promises or menaces may be indicative of corporate bullying (Marco and Arcangeli,
2018).
The Workplace Discrimination Institute identifies the causes of why bullying is so widespread in
the workplace. It’s legitimate first of all. There is no statute that forbids violence and coercion, as
in the case of racial inequality or sexual assault. In reality, in many sectors, violence and
competition are prized. Secondly, there is a lot of intimidation owing to weak leadership. 72% of
abusers in the office became managers, and this is possible since they did not get adequate
experience in leadership. Most managers do not know how to cope with discrimination when it
comes to peer bullying. They may dislike disagreement or dispute or staff may not be considered
liable for this attitude by the atmosphere of the business (Marco and Arcangeli, 2018). Human
resources will define hospital abuse practise as an intrusion or ego disputes—finally, 40% of
people who are harassed never disclose their conduct. Complaints frequently contribute to
reprisals and retribution, so the documentation of the actions can sound like a losing statement.
The thing is that disclosing abuse relieves depression and may prompt policy improvements. It
also offers the goal a certain monitoring measure. When anyone is a victim, the Occupational
Discrimination Institute has found that they are 60% likely to lose their employment. They will
have the bully fired because you expose a bully, because then though they resign, willingly or
not, can quit with less disgrace and self-esteem (Chatters and Zalaquett, 2018).
People with superior nature will also see intimidating those at work. There are also two aspects
of ruling nature: constructive dominance, that is leadership and negative dominance, that is

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tyranny. Thus, rulers are the ones who really bully at work (Chatters and Zalaquett, 2018). Often,
people harass when their inadequacy is concealed. In reality, bullying is not even one aspect of
management practice. It is an act of just certain people in a hurry to conceal their insufficient
ability (Marco and Arcangeli, 2018). Management is also an act of strong bosses, whereas
coercion is an act of the poor. Many people are bullying because:
 They try to conceal their insufficiency and also to pursue the solution to this
insufficiency.
 They deny the impact of their actions on the emotional state of other cultures.
 They don’t want to be found out as inept people lacking dignified ability.
 They don’t want the brightness on their incompetence.
The most ineffective and wasteful approach to run an organisation is occupational intimidation
since organisations in which such behaviour is possible often have space for workers to be
excessively dissatisfied, demoralised and demotivated, etc. contributing to a high workforce
turnover and lower level of employee efficiency and thereby adversely influencing the company
Those organisations will never survive (Caravita and Ambrosini, 2020). A bully is one in true
terms who:
 Can’t ever admit his wrongdoing
 Lives in the adult world but is not equipped to recognise living conditions in such a world
i.e. obligation recognition.
 Is unable to alter his actions.
 Is still looking for someone who can carry over his workload on his shoulders.
 Despite all the illusory predictions, bullies will still be recognised as possessing the least
trust and the strongest insecurity. They are still scared to be remembered for being
incapable of meeting their responsibilities.
 Bullying is derived primarily from incompetence, hostility, exclusion and anger.
 Bullies are seated in rage, bitterness, dislike and rage, and also have common stereotypes
as a way of pouring their wrath on others. Bullies are motivated by resentment and
jealousy. Another strong motivator of abuse is exclusion (which cannot be alleviated).
(Marco and Arcangeli, 2018).

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BULLYING AT WORKPLACE AND VICTIM
Bullying in a workplace is a continuing and aimless behaviour of a person in an organisation or
may be the actions of subordinates against an employee or communities of employees to threaten
harasses and pose a danger to employees’ health and safety, such that their job efficiency is
diminished. This will have clear and severe consequences on the mental skills of someone who is
victims, so they are terrified of the conflict. Bullying in the workplace is often an assault or
misuse of authority. Bullying involves actions that encourages victims to do incorrect stuff on
jobs, to degrade, insult and humiliate themselves by making errors every day because of the
perturbation generated by the bullies, and also to other workers in private to hit a person’s mental
wellbeing. No sense of identity, alienation, infringement of one’s rights and essentially causing
nuisance in working could included while bullied a person’s feeling (Domínguez and Robles,
2019). Bullying is not so different from criminal, the abuse could not be heard or noticed, but it
might make someone’s life too unbearable like a person who has been kidnapped or abducted.
The act of bullying will lead to extreme torture where the person cannot even rely on family life,
effectively undermining one’s own life and life structure. The act can consist of a single act, but
may become routine bullying, which typically continues frequently until the victim first accepts
the act, otherwise if the victim first makes intervention that may not be the second time it occurs.
Bullying includes repetitive assaults on the subject which produces an ongoing behaviour trend.
Angry or challenging managers are not inevitably abusers, as long as they are mainly driven to
produce the highest results by impossible activities. One study from the health and safety
department of (NIOSH) showed that one third of the 516 public and private enterprises found
several reports of bullying that year. What you say may evolve if anything is not done, and
eventually it becomes part of the culture of your business. This act happens nearly every day and
activities that are done in a company every day can be considered the tradition or part of the
environment of the organisation (NFOR, 2017).
Moreover, Organization that it is easy to accuse because if you argue again about the bullies, no-
one will believe them because they are elderly people. This is far better if a number of bullies are
involved, to bear testimony by speaking in defence of each other. This typically happens to those
who keep them apart from the outset, whether it happens because they are skilful and jealous.
This is typically because lobbies are built and people love to be in their comfort zone and don’t

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let other people join their party often (Ryan and Gardner, 2019). Lobbying is the source of an
organisation’s gossip and grapevine. When lobbies and associations are active, citizens protect
and endorse their own groups and attack one another without justification. The critique then
becomes ugly and takes place on a regular basis before severe concerns occur. Often it is
triggered by a community of people against a particular individual because they feel annoyed by
their performance. People realise that when they are humiliated before visitors, the egos are
wounded. The bullies like to do this because of a clear notion of demolishing their faith. They
even use something to attract the guest’s focus to themselves and make the other person like an
amateur who does not know what he/she does (Smith and Thompson, 2017). They are the worst
kind of bullies’ behaviour. They are the worst because the victims believe like they are viewed as
high school students lacking self-esteem because they don’t think that they’re valued. Prank may
include robbing files and other items that are significant, such as tossing aircraft on papers and
other things. Other form of jokes that are very unwelcome in a work setting can be involved.
This is accomplished by managers who, when it comes to tracking persons, can often get
overboard, which may really make people nervous. Some people don’t enjoy being watched at
least and the burden cannot be exerted because some people have to be fixed all the time because
the surveillance is beneficial for them. Monitoring is fine but constant monitoring destroys the
working environment and people can’t offer anything to work because they are more concerned
with the supervisor’s happiness (Smith, 2019).
LAW AGAINST DISCRIMINATION
Following the issuance on 15 July 2015 of Law 2 of 2015 Against Bigotry and Hate (the ‘Law’),
the United Arab Emirates and States has now adopted federal laws that expressly forbid
discrimination of some manner dependent on belief, faith, sect, religion, ethnicity, colour or
ethnic status (all of them ‘Safe Feature’ (Vishwakarma and Kumar, 2018). The legislation
describes “religion” as “heavenly faiths – Islam, Christianity and Jewry,” and thus it does not
extend in any other religion to racist behaviours towards a human. The legislation is drawn up
broadly so as to include any racist actions (e.g. speech, writing, painting, photography,
performing, acting or miming), regardless of the means/channels through which it is conveyed
(e.g. online, by phone or video, and whether written or oral). In fact, Clause 17 of the Legislation

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specifies that a representative, the manager or agent of an organisation shall be prosecuted (by
the same penalty as if the offence itself has been committed) if either of the workers of that
enterprise perform a criminal act which has been prohibited by the law on their behalf and on
purpose, as long as the agent, manager or agent has observed the crime. In addition, Article 6 of
the Law stipulates that a person who is discriminated against is liable to imprisonment of up to
five years and/or a fine between AED 500,000 and AED 1000,000. The same penalty can be
levied if a racist act is “pursued by or due to a public worker” (Article 9). The Anti-
Discrimination Statute, by way of this clause, explicitly ties the ban against discrimination in the
field of jobs, although the reference to ‘public staff’ tends to say that this Article is restricted to
government employees only. While Article 9 only refers to government personnel, the
widespread prohibition of discrimination in Article 6 of the Law has the ability to be enforced in
a broader spectrum, whether in a job sense or elsewhere, even within the private sector (Younis,
2020). Furthermore the statute prohibits:
 producing, promoting or marketing any substance or content that contains, or retains such
material to be eligible for distribution or exhibition, any statement of religious disdain,
bigotry, or speech of hatred;
 Establishing, maintaining or engaging in some culture or entity for reasons of religious
disdain, bigotry or hate speech;
 Organise or engage in a conference or meeting to demonstrate theological disdain,
bigotry or hate;
 Providing, demanding, obtaining, or providing, explicitly or indirectly, money or material
assistance for the intent of performing any act forbidden by statute. (NFOR, 2017).
Federal law has been implemented for the first time in the UAE to better safeguard all people in
the UAE from Prejudice on the basis of a protected characteristic. While the Legislation is
specifically designed to deter and criminalise hate crimes and incitation to hate, especially in
view of recent global events, the Law often aims to prevent more systemic bigotry and may have
fluid implications in a jobs sense (Younis, 2020).
Taking into consideration Article 17 of the Legislation, UAE businesses shall ensure that
adequate internal policies and protocols are developed (including the upgrading of existing
policies) to increase knowledge and an appreciation by personnel of the sort of actions

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potentially capable of constituting a criminal offence under the Law. This could minimise the
likelihood that an employee who breaks the legislation is responsible for such a violation and the
delegate, boss or department. This corporate policy should cover the usage of public sites and
social networking where certain commentaries or viewpoints that an employee shares online are
perceived as biassed towards a protected function (Younis, 2020). The law does not conflict with
any other UAE law offering special (although limited security for specific classes in society.
This ensures that the legislation would not impinge on any clause of UAE Federal Law No 8 of
1980 (UAE Labour Law) that grants UAE nationals unique legal rights. Under the UAE Labor
Act, employers shall favour UAE nationals above all other nationalities when hiring in the UAE
(followed by Arab nationals). Consequently, an individual will not be allowed to make unfair
charges under the law against its boss in cases when a colleague of the employee is more
favourably handled and/or enjoys special protection under the UAE Labour Act (Vishwakarma
and Kumar, 2018).
If an individual in the UAE may rely on the legislation to make a lawsuit against their employer
remains to be seen. For instance, it is not clear yet how the UAE Court would address
claims/disputes if an employee believes that less advantageous care was offered by their
employer (for example, by getting lower pay raises than their workers or missing promotion) on
the grounds of one of the employee’s Protected Features. Similarly, it can therefore be decided
that the employee on the rejection stage may be in a position to file a labour claim against his
employer according to the UAE Labour Act, and a specific job claim pursuant to the statute,
whether he believes that he or she has been dismissed by default of the Covered Trait (Smith,
2019). Finally, it needs to be seen if the criminal penalties set out under the anti-discrimination
statute will be applied, in particular when the actions or decisions of an employer were not
necessarily readily attributed to a such party in conjunction with a conflict between an individual
and his or her employer. While the functional impact of the UAE Legislation on employers and
workers remain, the new law explicitly promotes tolerance and acceptance in the UAE, whatever
the religion, creed, sect, culture, creed , colour or ethnicity of the person. This is especially
relevant in a multicultural nation such as the UAE, where citizens from all over the world come
together to live and function. It will be prudent for businesses working in the UAE to ensure that
internal procedures and protocols are enforced (and that current policies are updated) such that

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all workers are mindful of the expected actions under the new regulation (Smith and Thompson,
2017).
DATA COLLECTION
For this research following research questions were designed:
 Have you been bullied directly or indirectly?
 Have you ever been racially prejudiced?
 What has bullying or Prejudice shaped you to be?
 Which gender has experienced the most racism?
 How can we bring awareness to Bullying and Prejudice in the workplace?
 Can we stop the act of Prejudice and bullying in the workplace?
FINDINGS AND ANALYSIS
Yes
44%
No
31%
Not Remember
25%
Participants
Figure 1 | Have you been bullied directly or indirectly?
Based on the online survey when asked individual about if they have faced the bullying in their
professional life directly or indirectly the 70% of the individual said yes (44%) because they

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believe that their superior in the work or people who had the conflict with them has face bullying
and sarcastic comments on the job and mostly this have happened with the people who are not
native to UAE. 20% said no because they are on the superior level of the management and
certain people do not remember if they have experienced bullying. But mostly around 80% to
90% on the global scale the people have face bullying in their professional career.
The second question was based on being prejudiced in the professional career because in the
personal life’s as human we have tendency to be Prejudice and be judgmental about other
without better observation and experiencing which is due to the lack of empathy, and mostly
people who are have narcissistic tendencies in professional life which is known as functional
narcissim are the main cause of being Prejudice about other.
Male
50%
Female
50%
Gender
Figure 2|Which gender has experienced the most racism?
Based on the survey and gender question the UAE work environment is strict and racism based
on the gender or misconduct with the female colleagues if complain can create serious and legal
issues for the individual because of the Islamic values. Therefore, the answer of this is equal.
Both genders have on certain level have face the factor of racism and more the racism is not
based on the gender but on the ethnicity in the UAE.

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AWARENESS TO BULLYING AND PREJUDICE IN THE WORKPLACE
The abuser or victim might have a struggle with mental wellbeing, but there is no reason for
maintaining the bullying behaviour. Before starting a disciplinary procedure, it is necessary to
remove the condition as the cause of the conduct. Ask the employee if there is a health condition
that may impair their job conduct. If so, you can need to weigh housing before or rather than
discipline. This should not mean that the actions can proceed. For more guidance about handling
someone that has a mental health condition in a manner that is healthy for you and for the
employee, relate to Defining Workplace Problems. (Ryan and Gardner, 2019) If the abuser
suffers with his or her mental health, he or she must make it known which conduct is not
adequate. The obligation to help an impaired individual should not require permitting conduct
that damages people. When they cannot achieve, they cannot afford to have a detrimental effect
on those at work and they will have to seek leave to manage a mental condition. About their
integrity and well-being, this is almost as much about others who are negative. Try updating and
exchanging corporate and neighbourhood services accessible to the employee (NFOR, 2017).
ARTWORK

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Figure 3
From longer period of time the superiority complex has been the part of human society and
devaluing others on the basis of gender, race, color and even body size has been the major issue
in the human society. this art work explains that humans comes all shapes and sizes and different

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colours just like animals but have anyone ever seen that elephant is bullying the Giraffe, or
Donkey is being Prejudice about zebra. In the Wild where different animals can live according
to their natural instincts, when they have no senses like humans why cannot human be accepting
like animals and be kind and generous towards other human beings by understanding. In present
society, humans are becoming more advance but they are lacking empathy the factor of empathy
create compassion and understanding but human lacks empathy they just become evil shell that
just operate for their own validation.
SUMMARY
Hence in the conclusion, As described above, violence and assault in the workplace may be quite
harmful to the welfare and wellbeing of workers. Bullying and abuse can not only make you feel
humiliated and nervous, it can also contribute to resentment and rage that you cannot deal with
or control the current situation. It is also important for managers to improve workers’ awareness
and knowledge of personal intimidation and abuse where they can detect indicators, e.g.
grievances and absenteeism that may take place in the workplace. Employers have a moral
responsibility to guarantee the welfare and wellbeing of their staff at work. Following are the few
recommendations for the managers and workers about how they can prevent Prejudice and
bullying at work place. (Al Antali, 2018).
RECOMMENDATIONS
 Establish an advanced and airtight anti-intimidation strategy. The legislation should
explicitly describe what bullying behaviour, the roles of staff and supervisors and how
bullying is to be treated. Make sure the strategy is revised and enforced periodically if
required.
 Train administrators to recognise bullying behaviour or the signs of bullying an employee.
Offer the managers the tools/skills to hold tough talks around bullying. While a single
instance of irrational conduct is not a bullying in the office, it will propagate and should not
be overlooked.
 Talk to the team. Proactively articulate expected conduct expectations. Open dialogues will
assist you in finding possible areas of interest.

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 Keep a door policy available. Be available, efficient, and let your workers know that you are
willing to support.
 Encourage positive and cooperative working ties. Create a positive work community in
which all are handled with integrity and fairness, no one is taken advantage of and all work
as a team.
 Early detection and calling of bullying activities. For one, make it clear that there is no
enjoying or tolerating racial, sexist or offensive jokes. Identify and model the habits the team
wants. This allows you to build a respect-based work atmosphere that does not accept
bullying.
 Look out for the team. It is also necessary to identify and respond to early signs that are
pressured and assisted by an employee to pursue assistance. Such staff including casual staff,
foreign employees, interns and ethnic groups are most likely to be harassed.
 Provide reviews frequently and with appreciation. Managers track the process and offer job
and results reviews in order to help staff in enhancing efficiency. Focus then on good quality,
respectful and frequent reviews on results to avoid the view of performance management as
bullying.
 Manage pressures and threats in the workplace. Conflicts of responsibilities and confusion
may trigger bullying because of the burden on workers. Ensure workers respect their
responsibilities and have the expertise to do their work and reduce the possibility of
employee behaviour or management activity being viewed as intimidation.
 Follow the company policy and procedures whether planned conduct expectations are not
met or if a discrimination allegation is dealt with. When bullying happens, it is important to
identify and respond early on this behaviour. Ensure that the appeals procedure is equitable,
prompt and legislative. (Al Antali, 2018).

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