The employee was constantly harassed and called names like ‘moron’, reveals Japan’s labour officials
Toyota Motor Corp. have been found responsible for causing an employee’s death in Japan.
Investigations by Japan’s labour officials revealed that the employee suicide was caused by constant workplace harassment, including verbal abuse by his boss.
The employee’s family plans to sue the auto giant, according to local media.
The family’s lawyer said the staffer had developed an adjustment disorder following constant bullying by his boss. He was called names like “moron” and told that he’s “better off dead”, reported Japan Times.
He took a leave of absence in July 2016 to deal with the disorder. He returned to work in October and was reassigned another role. However, his desk was located near the same manager.
The employee committed suicide in October 2017.
READ MORE: How HR should react to suicide in the workplace
The case’s conclusion comes when Japan finally passed laws to tackle workplace bullying. In May this year, Japan voted to force companies to take stricter action against workplace harassment, or locally known as ‘pawa hara’.
Despite being passed in 2019, the government had outlined plans to strengthen measures against pawa hara back in 2017.
The new anti-harassment law is scheduled to come into force in April 2020 for large firms and April 2022 for small and medium ones.
Over in Singapore, how can HR help prevent workplace bullying? The Ministry of Manpower (MOM) strongly encourages employers to consider the following practices:
- Develop a harassment prevention policy
- Provide information and training on workplace harassment
- Implement reporting and response procedures
Employers can also refer to guidelines in the Tripartite Advisory on Managing Workplace Harassment.
MOM added that employees have a right to report cases to TAFEP or the police and pursue it under Singapore’s Protection from Harassment Act.
An employment lawyer told HRD that if anything, HR leaders should “definitely” look into such matters and “the sooner the better”.
“From an HR perspective, that could be educating themselves and the mid-level management, by either getting an expert to give them training, or contacting and speaking to other people in HR to discuss the issue themselves,” she said.
READ MORE: How to handle a toxic boss
Another lawyer suggested that organisations work to set clear boundaries “at the outset” and implement procedures such as a complaints mechanism and other whistleblowing avenues as well as disciplinary measures.
And “given the negative reputational repercussions”, leaders should also take steps like informing employees on how to deal with such situations.
If you or someone you know needs support, please contact the following:
- Samaritans of Singapore: 1800 221 4444
- Singapore Association for Mental Health: 1800-283-7019
- CHAT @ *SCAPE: (+65) 6493 6500, (+65) 6493 6501
