By Amon Aruho, Head of Human Resources, Uganda Baati Limited
Imagine waking up every morning be terrified of not the work ahead but the people you will have to face at work, the manager who belittles you in meetings or the colleague who constantly undermines your contribution?
Workplace harassment and bullying remain a reality in many organisations, yet beyond earning a salary, workplaces are places where people build careers, form relationship and develop skills and in return contribute to organisational success.
The Constitution of Uganda,1995 (as amended), The Employment Act 2006, as amended, and the Occupational Safety and Health Act 2006, together with other international instruments, most notably the ILO Violence and Harassment Convention, 2019(No.190) places a duty on employers to ensure protection of workers from discrimination, harassment and unfair treatment in workplaces.
Harassment is not always as obvious to identify as many people think especially if it takes subtle forms like bullying; it sometimes takes a form of inappropriate comments, intimidation, exclusion, humiliation, verbal abuse, or persistent bullying. Harassment may also be indirect, for instance, when a senior colleague constantly dismisses a team member’s contribution during meetings, or where an employee becomes a subject of jokes that everyone laughs about leaving them embarrassed and isolated.
Such behaviours may not always make headlines, and in some organisations they have become work norms but it affects people in many ways. The 2022 report by the International Labour Organization indicates that more than one in five people in employment globally have experienced violence or harassment at workplace.
In Uganda, a study by Uganda Bureau of Statistics (UBOS) between 2020 and 2021 indicates that 8 out of 10 women in Uganda have experienced some form of violence at their places of work. According to the study report, the most common forms of violence were insults at 84%, physical harm at 21%, physical assaults and attacks at 17%.
Behind these statistics are individuals whose confidence, wellbeing, and productivity have been negatively affected by workplace experiences that should never have occurred. I recently took part in a panel discussion at the Labour Employment Law Conference where these matters were discussed, and it became evident that as people leaders there is a lot we ought to know and a lot of work we must do to safeguard the safety of workers.
But the effects of harassment at workplace are real, employees who once performed exceptionally suddenly become withdrawn, others lose motivation, avoid team interactions or begin considering opportunities everywhere (quite quitting).
While discussions about harassment often focus on policies, procedures, and disciplinary action, experience has shown that the most effective defence against workplace misconduct is a strong organisational culture.
Organisation culture is not a statement framed on a wall or set of values printed in employee handback. It is instead set of behaviors, procedures, and expectations that connect and guide interactions between all employees.
Every organisation has a culture but the question is whether that culture encourages respect and inclusion or whether it allows inappropriate behavior to flourish. In workplaces where harassment persist, warning sign are always visible before formal complaints emerge, and over time. On the other hand, organisations that prioritise respect create conditions where employees can perform at their best, people are willing to share ideas, challenge, and generally teamwork thrives.
In my over 15 years of experience of professional life, I have seen firsthand that employees pay attention to what leaders do rather than what policies say. For instance, if leaders consistently demonstrate respect, fairness and accountability, those behaviours become part of the organisation’s culture. If leaders ignore inappropriate conduct or treat some individuals differently from others, employees notice that too.
Creating a respectful workplace begins with setting the right example and requires organisations to create safe channels through which employees can raise concerns, have confidence that their complaints will be handled fairly, confidentiality and without fear of retaliation.
Equally important is the willingness by an organisation to act when concerns are substantiated, and there must ne no exceptions based on someone’s seniority, influence or performance.
At Uganda Baati, Safal Group we recognise that building a respectful workplace is not a onetime exercise but rather requires effort, regular engagement with employees and leadership commitment in reinforcing values that promote dignity. The policy framework to anchor culture must be proactive rather than reactive and punitive.
In a nutshell, today’s workplace is increasingly diverse, more aware, with employees coming from different backgrounds, generations, experiences and perspectives. Organisations that embrace this diversity create stronger teams and better outcomes. However, they can thrive where people feel respected and this fosters trust, mutual respect, and meaningful opportunities for growth while empowering individuals to thrive and organisations to succeed.
The author is the Head of Human Resources, Uganda Baati Limited
