Numerous difficult situations that can lead to psychological harassment, such as conflicts and clumsy management, could have been avoided or settled before they degenerated if preventive measures had been adopted.
The vignettes presented here illustrate four types of problematical situations that can arise in the workplace and the means that could have been implemented to resolve them.
To obtain additional information, please visit the In case of psychological harassment section, which provides information and advice on the prevention of psychological harassment. The psychological harassment information kit offers prevention guides and tools.
Organizational changes have created adjustment difficulties for Laurent. He believes that Mylène is abusing her authority and that he is the victim of psychological harassment. In this situation, Mylène’s managerial right is not abusive and does not constitute psychological harassment. The management of discipline, performance or absenteeism and the application of the punishment scale are, in this case, part of the legitimate exercising of managerial right.
This video capsules illustrates an instance of psychological harassment in the workplace where the employer intervenes. Bertrand, Marc’s supervisor, repeatedly makes humiliating comments about his age and his incompetence. He supervises Marc excessively and criticizes him for doing his work poorly. Marc feels wounded in his dignity and is tormented to the extent that he resigns.
This video capsules illustrates an instance of psychological harassment in the workplace where the employer does not intervene. Isabelle is a victim of vexatious conduct by Marylène. Repeated remarks and hostile behavior of the latter affect her psychological integrity. This situation made her working environment harmful.