Respect at Work: Recognising Bullying, Harassment and Unhealthy Workplace Behaviour
Most people expect workplaces to involve pressure, feedback, disagreement and the occasional difficult conversation. Respect does not mean everyone has to agree, avoid accountability or speak in perfectly polished language. It means people can do their work without being repeatedly humiliated, intimidated, excluded, harassed or placed at unnecessary psychological risk.
Workplace behaviour matters because interactions are part of the work environment. Safe Work Australia identifies bullying, harassment, conflict and poor workplace relationships as psychosocial hazards that can contribute to psychological harm when risks are not properly managed.
What workplace bullying actually means
The Fair Work Ombudsman explains that workplace bullying occurs when a person or group repeatedly behaves unreasonably towards a worker or group of workers and the behaviour creates a risk to health and safety.
Examples can include:
- aggressive, insulting or humiliating communication
- repeatedly belittling a person in front of others
- unreasonable or deliberately impossible work demands
- pressuring someone to behave inappropriately
- excluding someone from work-related activities or information they need to perform their role
- repeated practical jokes or teasing that becomes harmful
- using power or status to intimidate, undermine or isolate someone
Not every unpleasant interaction is bullying. A single disagreement, a reasonable performance conversation or reasonable management action carried out in a reasonable way is not automatically bullying. That distinction matters because respectful workplaces still require feedback, standards and accountability.
Harassment is not the same thing as bullying
Different legal frameworks apply to different harmful behaviours. Workplace sexual harassment, for example, does not need to be repeated. The Fair Work Ombudsman states that it can involve an unwelcome sexual advance, request for sexual favours or other unwelcome sexual conduct where a reasonable person would anticipate the possibility of the person being offended, humiliated or intimidated.
Harassment can occur in person, online, during work travel, training, functions or other situations connected with work. Intent is not the only issue; the impact and circumstances matter.
This article is general education, not legal advice. People dealing with a specific incident should consider their workplace procedures and, where appropriate, obtain advice from the relevant regulator, union, legal service or professional support service.
“We were only joking” does not automatically make behaviour respectful. A healthy workplace pays attention to impact, power, repetition, context and whether people feel safe to speak up.
When “banter” becomes a warning sign
Many teams use humour to connect. The problem begins when humour consistently has a target, continues after discomfort is obvious, relies on identity-based comments, humiliates a person in front of others or creates pressure to laugh along to avoid becoming the next target.
A useful question is not simply, “Was it intended as a joke?” Ask instead:
- Who has the power in this interaction?
- Is the behaviour repeated?
- Can the person safely say they do not like it?
- Would the same comment be made in front of a senior leader or client?
- Is someone being excluded, stereotyped or publicly diminished?
Bystanders influence workplace culture
People often imagine that addressing harmful behaviour requires a dramatic confrontation. In reality, bystanders have a range of options depending on safety and context.
Direct
Calmly challenge the behaviour: “That comment isn’t appropriate,” or redirect the discussion back to work.
Distract
Interrupt the dynamic, change the subject, invite the targeted person away from the situation or create a practical reason to pause.
Delegate
Raise the concern with a manager, HR, health and safety representative or another appropriate person.
Delay
Check in privately afterwards. A simple “I noticed what happened. Are you okay?” can reduce isolation and help someone consider their options.
Documenting a pattern can help create clarity
If conduct is ongoing, keeping factual notes may help a person explain what has occurred. Record dates, times, locations, what was said or done, who was present, relevant messages or emails, and how the behaviour affected work or safety. Keep records securely and follow workplace policies about confidentiality and information handling.
Documentation should focus on observable behaviour rather than assumptions about motive. “Manager shouted, ‘You are useless,’ in front of the team at 10:15am” is clearer than “Manager hates me.”
What managers can do differently
Respectful workplace systems are more than posters and policies. Managers influence culture through what they model, what they challenge and what they ignore.
Useful practices include:
- setting clear behavioural expectations during induction and team meetings
- addressing inappropriate conduct early rather than waiting for a formal complaint
- separating performance feedback from personal attacks
- providing multiple safe reporting pathways
- responding consistently, confidentially and fairly
- checking for psychosocial hazards such as excessive workload, poor support and conflict
- training managers in difficult conversations, disclosures and documentation
Support matters even while a workplace process is underway
Bullying, harassment and prolonged workplace conflict can affect sleep, confidence, concentration and emotional wellbeing. Counselling can provide a separate confidential space to process the impact, clarify boundaries and plan how to communicate without replacing formal workplace or legal processes.
Backing U offers wellbeing counselling and workplace and wellbeing education. You can also contact Backing U to discuss available support.
This article provides general information only and is not legal advice. Workplace laws and complaint pathways can vary depending on circumstances and jurisdiction.