Gerry McMahon is an acknowledged national expert in People Management. He has over 35 years’ experience - as a workplace investigator (on bullying/harassment/ disciplinary/dismissal/grievance issues), trainer, negotiator, facilitator, mediator, arbitrator and team builder - across a wide range of employment sectors. He is the M.D. of the H.R. training and advisory company Productive Personnel Ltd.
Gerry has also had an extensive range of books and articles published and been a columnist with the Industrial Relations News, Irish Times, Sunday Business Post, and Irish Independent and expert commentator on H.R./Employee Relations for R.T.E. and TV3/Virgin. He has also served on numerous Legal Island and C.I.P.D. judging panels and is a Council member of the Irish Association for Industrial Relations.
Contact: Tel. 087-2471415; E-Mail: ppl1gerry@gmail.com
An important objective of any manager’s job is to ensure that they get ‘a fair day’s work for a fair day’s pay’. However, for many managers, team leaders and supervisors, ensuring that their management style doesn’t give rise to bullying or harassment complaints is a constant concern. Their dilemma is that some interventions with some employees can provoke such accusations. In this article the distinction between performance management and bullying/harassment is explained. This explanation is reliant upon the provisions in the new Code of Practice on the subject, together with key pertinent decisions from the Circuit Court, the High Court and the Supreme Court.
New Code ⚓︎
For starters, the new Code is clear that behaviours associated with the
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