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Organisational culture addresses workplace harassment
Workplace harassment and bullying remain a reality in many organisations, yet beyond earning a salary, workplaces are places where people build careers, form relationships, develop skills, and in return contribute to general success.
Amon Aruho.
By: Admin ., Journalist @New Vision
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OPINION
By Amon Aruho
Imagine waking up every morning, being terrified of not the work ahead, but the people you will have to face at work, the manager who belittles you in meetings or the colleague who constantly undermines your contribution?
Workplace harassment and bullying remain a reality in many organisations, yet beyond earning a salary, workplaces are places where people build careers, form relationships, develop skills, and in return contribute to general success.
The Constitution of Uganda,1995 (as amended), The Employment Act 2006, as amended, and the Occupational Safety and Health Act 2006, together with other international instruments, most notably the International Labour Organisation (ILO) Violence and Harassment Convention, 2019(No.190), place a duty on employers to ensure protection of workers from discrimination, harassment and unfair treatment in workplaces.
Harassment is not always as obvious to identify as many people think, especially if it takes subtle forms like bullying; it sometimes takes the form of inappropriate comments, intimidation, exclusion, humiliation, verbal abuse, or persistent bullying. Harassment may also be indirect, for instance, when a senior colleague constantly dismisses a team member’s contribution during meetings, or when an employee becomes a subject of jokes that everyone laughs about, leaving them embarrassed and isolated.
Such behaviours may not always make headlines, and in some organisations they have become work norms affecting workers.
The 2022 report by the ILO indicates that more than one in five people in employment globally have experienced violence or harassment at the workplace.
In Uganda, a study by the Uganda Bureau of Statistics between 2020 and 2021 indicates that 8 out of 10 women in Uganda have experienced some form of violence at their places of work. According to the study report, the most common forms of violence were insults at 84%, physical harm at 21%, physical assaults and attacks at 17%.
The Constitution of Uganda,1995 (as amended), The Employment Act 2006, as amended, and the Occupational Safety and Health Act 2006, together with other international instruments, most notably the International Labour Organisation (ILO) Violence and Harassment Convention, 2019(No.190), place a duty on employers to ensure protection of workers from discrimination, harassment and unfair treatment in workplaces.
Harassment is not always as obvious to identify as many people think, especially if it takes subtle forms like bullying; it sometimes takes the form of inappropriate comments, intimidation, exclusion, humiliation, verbal abuse, or persistent bullying. Harassment may also be indirect, for instance, when a senior colleague constantly dismisses a team member’s contribution during meetings, or when an employee becomes a subject of jokes that everyone laughs about, leaving them embarrassed and isolated.
Such behaviours may not always make headlines, and in some organisations they have become work norms affecting workers.
The 2022 report by the ILO indicates that more than one in five people in employment globally have experienced violence or harassment at the workplace.
In Uganda, a study by the Uganda Bureau of Statistics between 2020 and 2021 indicates that 8 out of 10 women in Uganda have experienced some form of violence at their places of work. According to the study report, the most common forms of violence were insults at 84%, physical harm at 21%, physical assaults and attacks at 17%.
Behind these statistics are individuals whose confidence and productivity have been negatively affected by workplace experiences that should never have occurred. I recently took part in a panel discussion at the Labour Employment Law Conference, where these matters were discussed, and it became evident that as people leaders, there is a lot we ought to know and a lot of work we must do to safeguard the safety of workers. But the effects of harassment in the workplace are real.
Employees who once performed exceptionally suddenly become withdrawn, others lose motivation, avoid team interactions or begin considering opportunities elsewhere, thus quietly quitting.
While discussions about harassment often focus on policies, procedures and disciplinary action, experience has shown that the most effective defence against workplace misconduct is a strong organisational culture. This is not a statement framed on a wall or set of values printed in an employee handbook. It is, instead a set of behaviours, procedures, and expectations that connect and guide interactions between all employees.
Every organisation has a culture, but the question is whether that culture encourages respect and inclusion or whether it allows inappropriate behaviour to flourish. In workplaces where harassment persists, warning signs are always visible before formal complaints.
On the other hand, organisations that prioritise respect create conditions where employees are willing to share ideas, challenge and generally teamwork thrives. In my over 15 years of professional life, I have seen firsthand that employees pay attention to what leaders do rather than what policies say. For instance, if leaders consistently demonstrate respect, fairness and accountability, that becomes part of the organisation’s culture. But if leaders treat some individuals differently, employees notice that too.
Creating a respectful workplace begins with setting the right example and requires organisations to create safe channels through which employees can raise concerns, have confidence that their complaints will be handled fairly, and without fear of retaliation. Equally important is the willingness by an organisation to act when concerns are substantiated, and there must be no exceptions based on someone’s seniority, influence or performance.
At Uganda Baati, Safal Group, we recognise that building a respectful workplace is not a one-time exercise but rather requires effort, regular engagement with employees and leadership commitment in reinforcing values that promote dignity.
The policy framework to anchor culture must be proactive rather than reactive and punitive.
In a nutshell, today’s workplace is increasingly diverse, more aware, with employees coming from different backgrounds, generations, experiences and perspectives. Organisations that embrace this diversity create stronger teams and better outcomes.
However, they can thrive where people feel respected, and this fosters trust, mutual respect and meaningful opportunities for growth while empowering individuals to thrive and organisations to succeed.
The writer is the head of Human Resources, Uganda Baati Limited
Employees who once performed exceptionally suddenly become withdrawn, others lose motivation, avoid team interactions or begin considering opportunities elsewhere, thus quietly quitting.
While discussions about harassment often focus on policies, procedures and disciplinary action, experience has shown that the most effective defence against workplace misconduct is a strong organisational culture. This is not a statement framed on a wall or set of values printed in an employee handbook. It is, instead a set of behaviours, procedures, and expectations that connect and guide interactions between all employees.
Every organisation has a culture, but the question is whether that culture encourages respect and inclusion or whether it allows inappropriate behaviour to flourish. In workplaces where harassment persists, warning signs are always visible before formal complaints.
On the other hand, organisations that prioritise respect create conditions where employees are willing to share ideas, challenge and generally teamwork thrives. In my over 15 years of professional life, I have seen firsthand that employees pay attention to what leaders do rather than what policies say. For instance, if leaders consistently demonstrate respect, fairness and accountability, that becomes part of the organisation’s culture. But if leaders treat some individuals differently, employees notice that too.
Creating a respectful workplace begins with setting the right example and requires organisations to create safe channels through which employees can raise concerns, have confidence that their complaints will be handled fairly, and without fear of retaliation. Equally important is the willingness by an organisation to act when concerns are substantiated, and there must be no exceptions based on someone’s seniority, influence or performance.
At Uganda Baati, Safal Group, we recognise that building a respectful workplace is not a one-time exercise but rather requires effort, regular engagement with employees and leadership commitment in reinforcing values that promote dignity.
The policy framework to anchor culture must be proactive rather than reactive and punitive.
In a nutshell, today’s workplace is increasingly diverse, more aware, with employees coming from different backgrounds, generations, experiences and perspectives. Organisations that embrace this diversity create stronger teams and better outcomes.
However, they can thrive where people feel respected, and this fosters trust, mutual respect and meaningful opportunities for growth while empowering individuals to thrive and organisations to succeed.
The writer is the head of Human Resources, Uganda Baati Limited