Compliance & case law | Page 201 (2,192 items)

Do all organisations need a distinct bullying policy? What should an employer do when a worker wants to withdraw a complaint? How should employers deal with the fallout from a bullying investigation? A specialist answers these questions and more.

Three workers who spent time congregating and socialising when they should have been working were unfairly dismissed, a commission has found in laying some of the blame with management.

A raft of new tribunal decisions are instructive for employers on how to manage bullying complaints and handle disciplinary action following employee misconduct.

Employers can't rely on any general principle to dismiss employees for reputational damage, so those without an explicit policy requiring workers to act consistently with their good reputation could be taking a significant risk, a lawyer warns.

An employer has been ordered to pay a psychologically injured employee $435k in damages, after a court of appeal found it was vicariously liable for a manager's belittling and harassing workplace behaviour.

The Fair Work Commission has rejected the findings of an HR manager's misconduct investigation after hearing she failed to interview key witnesses, including the accused employee.

In a case that reinforces the importance of role clarity and training, a tribunal has awarded workers' compensation to a psychologically injured employee who was "overworked, undertrained and mishandled by her managers".

The Fair Work Commission has slammed an employer's investigation and dismissal of an employee for leaking "confidential HR information", describing the process as a "very regrettable display of incompetence".

Employers with training and policies on domestic violence must go a step further and address the workplace practices that perpetuate gender inequality, or remain part of the problem, warns an expert.