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Over the years, from November 2013 to 2016, I worked as Quality Management/Program Analyst for DLA ENERGY-AMERICA EAST (collectively, DOD). Continued and repeated I have being subject to function in a hostile work environment and constantly harassed at work by management such as Colonel Ronald Ross, LTC Chris Oldani, and etc.
a. They have created an intimidating, hostile, and offensive work environment and one occasion, alleged Colonel Ross, assaulted me by coming up behind my back and aggressively touching my shoulder repeatedly and blocking me in a corner. When I turned around, he was within inches away from my face like a drill sergeant in a very hostile manner accusing me of deliberately refusing to open the door to let them in a security
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Now day after day they are taking away my job duties and responsibilities (reassigned to another person) or added other duties without a job description, step increase, incentive of promotion. LTC Oldani (RMO), (retired) assigned me to perform GS-7 administrative duties and responsibilities of a commander’s secretary in addition to my duties and responsibilities as a GS-11 Quality Analyst without consideration of promotion potential, although the additional duties entailed added to my job qualification points. I was called into a meeting with Jason Exum, LTC Oldani and Mike Van Dongen to inform me of my enhanced responsibilities, but the meeting was prefaced by entertaining first the issues of EEO complaints I had addressing false allegations of DeAndrea Nguyen and Colonel Ross’s unfair labor practices of taking my duties and assigning to Pete Martinez to enhance or justify his promotion potential. I refused to discuss the EEO issues with ought representation.
Jason Exum informed me that I would report directly to him instead of Mike Van Dongen and would assume additional duties and responsibilities of a Commander’s secretary.
On December 2, 2013 fleet manager were reassigned: Pete Martinez was assigned to take over the fleet management duties as dispatcher for the GOV vehicle. where he and I worked. I questioned the change once I was notified along with office staff via an office email form Mr. Martinez. Mr. Martinez explained to me that he was only doing as he was told and if she had any questions that she could speak with Colonel
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
Consequently, Jones reported she suffered adverse employment action by her superiors, who “treated her rudely and changed her job responsibilities” (Motos, 1998).
Schmitt, Eric, Mark Mazzetti, and Thom Shanker. "Admiral Seeks Freer Hand in Deployment of Elite Forces." Www.nytimes.com. 12 Feb. 2012. The New York Times. 11 Feb. 2014 .
They are currently on Administrative leave. Their termination is pending the verdict of this legal matter. I feel they will not be able to work the streets after these videotaped violations of procedure. Based on those violations limited duty is off the table.
The leadership at the time of my situation was split. The Commanding Officer wanted to do Non-Judicial Punishment the Sergeant Major came to my defense which allowed me to shine. The understanding, and willingness to help rather than punish me and push me off to the side were the model that I adopted in my own path. As a leader, I have to adjust my style to the abilities of those that work for me. Yes, my clerks will get in trouble but it is my responsibility to help them as much as possible to show what they did was wrong and how to fix
... of the problem or coming to the attention of the toxic leader? In truth he does not, keeping documentation of personal experience is about all he can do, it will require many courageous officers doing this same thing, and coming forward as a group, to hope to affect any positive impact upon the situation. Moreover, such actions will, given the distrust engendered in a toxic working environment, likely be perceived by the receiving authority as ‘mutinous,’ or, equally ironic, as placing individual interests ahead of those of the agency.
...olving officers, officer transfers, disciplinary actions against officers, and various civil and criminal claims against individual officers or against the police department as a whole.
abused at work a countless amount of times; and until 2002, none of the abusers had ever faced
In the 10 years Mazey had been employed with Hudson, he was observed throwing things which barely missed employees, yelling at subordinates “in a rage” and making “derogatory and demeaning remarks” possibly regarding ethnicity or origin, among other inappropriate behavior (Yemen & Clawson, 2007). Mazey can be considered as a workplace bully. Hocker and Wilmot (2011) define bullying as “repeated and persistent patterns of negative workplace behavior that is ongoing for six months or longer in duration” (p. 175). The excessive bullying behavior Mazey displayed created interpersonal tension that affected productivity. Hudson associates were hesitant, or refused to work with Mazey due to prior...
As stated earlier, many officers continue to abuse their authority by showing a behavior that is
Harassment has been an issue in the work force and in many other fields for decades, leading all the way back up to 1964. The United States Congress passed Title VII of the Civil Rights Act, prohibiting discrimination at work on the basis of race, color, religion, national origin and sex. There are many different types of harassment that many do not even know that they can be accused for. Through out my research I will be naming every type of harassment and presenting an article for each topic.
Along with creating steps which will lead me towards my ultimate career goal, the creation of a specific five-year plan for myself was key. In five years I will be in school, hopefully in my final year of my Masters degree; a plan which seems so simple to achieve, however requires an extensive amount of hard work and dedication. Being so far in my academic career already, I will hopefully have worked in summer internships or been employed during the year by a speech-language pathologist or various health institutions to gain experience in the profession and potentially become full time employed by one of these institutions post-graduation. Within the five years, I will have as well established networks and built relationships with multiple
In the case study, Reardon wants to clean up the department and provide better results to the citizens. Nevertheless, given the continuous misconduct from managers prior to her arrival, many of her employees were quite frustrated. In order to bring about change within her organization, Reardon focused her attention on the continuous improvement approach. As Al Gore did in the National Performance Review, Reardon sought out information internally from rank and file employees about the possible allegations and solutions to their internal problems. According to Brock (1996a, p. 3), “For Reardon, looking the other way was not a sufficient response…In this instance, she felt, from some visits she had made to the troops, that the line employees also wanted more objective standards applied to everyone’s work assignments.” To be more responsible as a whole organization,
Sexual harassment cases can be very unfair when being put under a microscope by judges, managers and supervisors. It can be a potential serious consequence to bo...
First, there is respect, just because you have the rank and status of an officer doesn’t mean those below you in your command are going to respect you. A lot of people are going into the army as officers thinking everyone owes them something and that they have to do what they say. All I can say to that is, you’re in for a rude awakening. As officers we should respect those below us and talk to them as a leader should not a boss especially our NCOS and PSG. I believe that they are the best asset a young officer has at his disposal due to their knowledge and