These statistics appear to be consistent with the growing body of research available at this time. Other studies in the US however such as those by Loreigh Keashley of Wayne State University, Detroit and an on line study by Gary Ruth Namie of Bully Busters have found higher ratios of such harassment. Harassment can take the form of physical, verbal or non verbal conduct which is unwanted by the individual target. Conduct which makes the individual feel harassed is harassment even though that may not have been the intention of the harasser. In certain circumstances, harassment can be unlawful and can result in legal proceedings being taken against the harasser and often the employer as well who will be vicariously liable for the actions of any employee who is acting in the course of his or her employment.
Bullying is slightly different as it is intentional.
Each incident may not seem significant to the objective observer when taken in isolation however it is important to recognize that there is a cumulative effect and each incident is in effect building on the last. Bullying can be defined as the persistent use of offensive behavior which gradually undermines a persons self esteem and confidence. Whilst bullying does not include constructive criticism of behavior or performance by line managers or supervisors upwards, it should be recognized that such criticism can often be used as a way to further undermine the confidence of a person who is already under the cumulative effect of harassment and that such poor performance may well be a direct result of that harassment. The Common Myth in Industrial Relations. There is a popular myth in the business world to the effect that employees are inherently lazy and need a supervisor behind them cracking the whip in order to increase production and thereby increase profits.