BUS-500 DB2


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INTRODUCTION A business problem in the workplace is workplace bullying. Examples of this behavior include yelling or screaming, use of derogatory names, aggressive eye contact, explosive outbursts of anger, and ridiculing someone in front of others. In businesses or schools, such bullying is an inefficient way of working that is both costly and preventable (Wiedmer, 2010). Wiedmer (2010) stated that bullying is four times more prevalent than illegal forms of job harassment. Thirty-seven percent of U.S. workforce members report being bullied at work; this amounts to an estimated 54 million Americans, which translates to nearly the entire population of the states of Washington, Oregon, California, Nevada, Arizona, and Utah (Namie, 2007). 72 percent of bullies in the workplace are supervisors (Namie, 2007). The statistics are based on the August 2007 responses of 7,740 participants in the online WBI-Zogby U.S. Workplace Bullying Survey (Namie, 2007). Employers have a moral and social responsibility to protect employees from bullying and to safeguard those who comprise their workforce (Wiedmer, 2010). Employees need to be aware of bullying practices and knowledgeable about their rights and responsibilities, but ultimately managers and supervisors are the key players who are responsible for building and maintaining health and bully-free work culture (Wiedmer, 2010). ATTRIBUTION THEORY
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This note was uploaded on 01/05/2012 for the course BUS 561 taught by Professor Jackbower during the Spring '11 term at Liberty.

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