What is reasonable behaviour at work?

Workplace behaviour

We all want to work in an environment where we feel safe and respected. Sadly, some individuals and/or groups of people do not benefit from such a setting and are subject to various forms of unreasonable behaviour. Such behaviour can have a deeply unpleasant and stressful effect on employees. It can also greatly reduce employee motivation and morale, and leave the employer liable to Tribunal claims.

To begin this weeks session, well look at an example of how unreasonable behaviour in the workplace can affect the employer as well as the employees.

Unreasonable behaviour and mutual trust and confidence

A key implied term for all employment contracts is that of mutual trust and confidence and we examined this briefly in Week 2 of this unit.

In essence, the principle is that a successful employment relationship cannot exist between an employer and an employee without trust and confidence. Unreasonable behaviour, such as bullying and harassment, can cause serious damage to the employment relationship and breach mutual trust and confidence. One case that illustrates this is Isle of Wight Tourist Board vs Coombes (1976).

Read the case summary below and then consider the questions that follow to start thinking about what constitutes reasonable behaviour in the workplace.

Now take a look at the three scenarios below and consider points for later discussion with your peers in the forum:

Do you think the behaviours described are lawful?

Has the implied term of mutual trust and confidence been breached in any of the situations?

Does the idea of what constitutes unreasonable behaviour change according to the environment or sector?

Where does robust management end and unreasonable behaviour towards an employee start?

Scenario 1

One Monday morning, two mechanics, Brian and Dave, are discussing a TV show they both watched the preceding weekend as their other colleagues arrive at work. They are joined by their supervisor, Michael, who shouts Stop gossiping and do some work! We dont pay you to stand about chatting all day! He swears and throws a car washing sponge at Brian and Dave before going to make a cup of tea.

Scenario 2

Paul is a manager in an investment bank. Vikram has recently started work as part of Pauls team. Paul believes Vikram has tried to infiltrate one of Pauls client relationships in order to benefit from the commission himself, at Pauls expense. Paul marches over to Vikram one afternoon, grabs him by the collar and punches him.

Scenario 3

Zoe is the head of client services at an advertising agency. She is allocating the weeks activities and calls over one of her junior account executives, Salma, to brief her on a task that needs completing that day. Salma begins to ask a question to clarify the task when Zoe interrupts, sighing heavily, and says Ugh, dont worry, I might as well do it myself if you cant even follow simple instructions. You can spend today photocopying instead IF that isnt too challenging for you. Salma leaves, looking glum. She believes that Zoe never allows her to do anything of note. Salma makes an appointment to see HR but the HR advisor is away and the temp who is covering says she isnt sure what Salma wants and that she needs to concentrate on proving herself to Zoe.

Now discuss the following points related to the scenarios you have just read about:

Do you think the behaviours described are lawful?

Has the implied term of mutual trust and confidence been breached in any of the situations?

Does the idea of what constitutes unreasonable behaviour change according to the environment or sector?

Where does robust management end and unreasonable behaviour towards an employee start?