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Office rudeness is on the rise. Catcalls, disparaging remarks whispered behind closed doors, and raging e-mails are testaments to the fact that many of us are overworked and stressed out. While much has been written about violence in the workplace, it is often the small and subtle egregious acts, the little incivilities, that take the largest toll. Rudeness is at the low end of the continuum of workplace abuse; workplace rudeness isn't violence or harassment or even open conflict, although it can build up to any of those things. Links between the work environment and indicators of employee loyalty, commitment, and productivity show this is not a "fluff" issue. In addition, a recent study on workplace incivility reveals that rude employees and managers can cost a company millions of dollars a year. This paper will give some background on rudeness at work, identify the kinds and causes of poor behavior, enumerate the costs to organizations, and discuss what employers can do to reduce rudeness at work.

There is an age-old business adage that says "85 percent of a manager's success comes from the ability to deal with people." While dealing with a department full of different personalities is an on-going challenge, the changing nature of work has made working with people a much more complex problem. Some companies are fraught with stress, tension, anxiety, and low morale. Those factors can foster employees' feelings of helplessness, rage, despair, and anger. As a result, workers act out in a myriad of ways. Unresolved behavioral problems can turn into financial losses when angry employees turn into litigious employees. This paper will discuss the background leading to these problems, characteristics of disruptive employees, the changing nature of the law, employment practices liability insurance, and what employers can do to help.

Domestic violence is no longer confined to the home; it is creeping into the workplace. Whether it is harassing telephone calls to an employee, a stalker in the parking lot, or an angry spouse who attacks a partner while he or she is at work, domestic violence is a problem that leaders cannot afford to ignore. Predictably, people suffering from family violence may quickly become problems in the workplace. And, many of these "problem employees" who have difficulty getting to work on time, focusing on tasks, or who are frequently absent from work, may, in fact, be victims of domestic violence. In addition, the National Safe Workplace Institute estimates that domestic violence affects employers in a number of ways, e.g., decreased productivity, increased legal liability, increased absenteeism, and increased health care costs. In fact, it is estimated that domestic violence costs organizations $5 billion a year. This article gives a definition of domestic violence, outlines the numerous costs of domestic violence to employers, and suggests steps employers can take to assist domestically abused employees.

In Alice in Wonderland, as the Queen of Hearts is shouting "Off with her head!" Alice says to the Cheshire Cat: "I don't think they play at all fairly, and they all quarrel so dreadfully one can't hear oneself speak—and they don't seem to have any rules in particular; at least, if there are, nobody attends to them—and you've no idea how confusing it all is…"1

Looks at how we bring the trauma of our childhood into the
workplace, considering our "family" at work, and probes more
deeply into traits which abused adults carry with them daily. Finally,
explores the long‐lasting effects with regard to communication patterns
in the workplace as they appear in conflict resolution, performance
appraisals, relationships with authority figures and co‐workers, and
suggests what employee assistance programmes can do to help adults who
have been abused as children.

Workplace violence has become an important issue in the nineties. Bosses, co-workers, spouses, and supervisors are being killed at work at an alarming rate. Stress, drugs, and layoffs are just a few of the factors that prompt such crisis events. This paper examines what leads to workplace violence. It also addresses the tangible and intangible costs of this violence. And finally, the paper discusses what public personnel managers can do to legally protect themselves.