Counterproductive workplace behaviours - psychopaths

There are an increasing number of discussions regarding counterproductive workplace behaviours including workplace bullying and harassment. In addition, the harmonisation of work health and safety laws across Australia are seeing increased discussions on due diligence and other key issues including psychological health.

Despite the existence of proactive policies and procedures regarding the prevention, detection and resolution of workplace bullying and harassment, there could still remain an issue regarding the management of the alleged bully, particularly if they are either perceived to a psychopath or have been professionally diagnosed.

Against this background, it is important to ask the question - What are the health and safety implications for organisations who do not take action against psychopaths?

Whilst there is some data in existence indicating the prevalence rate of employees who can be professionally diagnosed as a psychopath, a 'lay person' may have a different understanding as to what constitutes the term.

Providing an effective response and the development of appropriate and relevant strategies to address the issue of workplace psychopaths requires considerable professional advice to determine the existence of such employees. Understanding the level of risk exposure can be difficult when there is no data to support or refute perceptions.

What happens then when a psychopath is identified? It could well be dangerous for all parties involved to communicate that knowledge across the organisation. Issues such as natural justice and procedural fairness have to come into play. That said, the real issue is then about how to manage the person. Options could involve performance management through to termination of employment. However, each option has positives and negatives. Firstly, termination of employment is well governed by employment laws so this has to be carefully considered prior to action be taken.

Performance management is a vexed issue and whilst there maybe some flaws with systems and processes, this process might be one of the first steps that are required to be taken if termination is to be considered an option. Performance management requires commitment on the part of the organisation, the line manager/supervisors and the support network e.g. HR, discipline areas. It is important that even psychopaths be treated with respect and dignity during all phases.

Educating all officers and workers about what is and what is not a psychopath is also beneficial. There is a risk that inappropriate information or understanding might result in 'finger pointing' giving rise to increased perceptions about the number that actually exist in the particular organisation or workplace.

Given the rise of focus on both physical and psychological well being, it is important to develop a risk management strategy to address the issue of workplace psychopaths. If a psychopath is identified and professionally assessed, proactive strategies need to be implemented to address the behaviours. Educative strategies for the general workplace need to be developed and implemented. Performance management processes need to be applied.

It seems that given the current changes with the harmonisation of work health and safety laws, officers will need to be able to demonstrate that they have met their due diligence requirements. If it can be shown that an organisation failed to address a risk exposure or hazard, it is possible that a range of penalty options could be applied.

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