Harassment at work is a form of employee discrimination. There are many forms of workplace harassment with varying degrees of seriousness and legal implication. While it is a violation of the 1964 Civil Rights act, workplace harassment can often be difficult to prove in a court of law. This can lead to questions on sites like JustAnswer. Below are five of the most common questions that have been asked.
1.       What are some types of workplace harassment?
There are many forms of workplace harassment including sexual, racial, religious, and age-related harassment. The fear of losing a job keeps many employees from reporting harassment. Many employers have what is called an ‘at will’ employment. If you are an ‘at will’ employee, technically you can be terminated for no reason at all. Since this is usually your word vs. their word, it becomes difficult to prove. However, if you can prove the harassment — possibly with witnesses or pictures — this could be an important factor in your case.
2.       What is the difference between workplace harassment vs. a hostile working environment?
Workplace harassment is any type of unwelcome action taken by either one employee towards another, or by members of management to subordinates. Management includes supervisors, the boss/owner or any person in a position of authority. Any unwelcome action towards an employee that prohibits the employee from performing job duties or makes the employee feel violated or uneasy can be considered workplace harassment.
A hostile work environment is when an employee experiences acts that provoke fear of going to work. Often, these acts are offensive intimidation initiated by the harasser. Yelling, being rude, and creating an environment full of severe stress results in a hostile work environment. Usually, hostile work situations are created by a boss or manager to provoke an employee or employees to quit their job.
3.       Are verbal threats considered harassment?
Verbal threats are considered a form of workplace harassment in West Virginia and many other states. However, until the harasser actually acts on the threats, you would only have a civil recourse and it does not become a criminal offense. If you are facing verbal threats, and want to know more about the laws in your area, you can ask lawyers on JustAnswer.
4.       Is slander the same as harassment?
Depending on the situation, slander is often considered a form of workplace harassment, especially if it was sexually oriented. Heinous lies, verbal attacks and rumors can discredit a person and cause not only stress in the workplace, but in his or her personal life as well. The law for slander differs from state to state. However, if you can prove the accusations, you may also have a case.
5.       I have been accused of sexual harassment at work; can my employer reprimand me without an investigation?
Employers are bound by most states to show that some sort of investigation was made in the event that an employee was accused of sexual or any type of workplace harassment.  Employers can reprimand an employee through a verbal and written warning to be placed in the employee’s permanent record. Sexual harassment in the workplace is a serious situation and can have a lasting impact on your career.

The author is a staff writer at www.justanswer.com, a site that lets you ask experts and get answers quickly, easily and affordably. Ask your http://www.Justanswer.com/employment-law-topics-harassment/’%26gt;workplace harassment questions and get answers A.S.A.P when you Ask Experts at JustAnswer.

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Why are otherwise normal women, casually and senselessly mean to other women in public and in the workplace?

You have all seen some otherwise well adjusted women act in a clearly needlessly hostile, back biting, fashion to other women for no apparent reason, but not towards men as a rule. Some women claim real difficulty maintaining woman on woman friendships due to the depth and prevalence of these all too common intra gender rivalry’s. Why?

Answer
I hadn’t noticed that. But I have noticed that the younger groups of today or so self asbored and live with such an attitude that everything is owed to them that they dont’ care about anyone but themselves and will slice your throat in a heart beat so they can take what you have. Some how it makes them feel good and worthy.

Bullying in the workplace is a very common occurrence and highly difficult to tackle with also.  Groups of people or in certain cases just individuals alone make use of aggressive and unreasonable behavior with their subordinates or co-workers.  Very frequently bullying in the workplace can take different forms and it could be physical abuse, verbal or non-verbal, psychological, or just humiliation.

Childhood bullies could be tackled with easily with adult intervention and counseling given to the person involved in bullying. However, bullying in the workplace and finding a solution to the same is a daunting task. This habit has been perpetrated by the management and is found to be either covert or overt bullying.  
There are in fact different kinds of definitions in place of a single formal definition to explain bullying in the workplace. While a few opine that it is the behavior and actions of a harmful boss, a few others are of the opinion that it just is restricted to the immediate supervisor, boss or manager.  While bullying is going on, there is a strong combination of different malicious tactics and hostile communication that is used with the employee.
 
In some cases workplace bullying and mistreatment mar the health of the employee as the person that is bullying will use different styles like humiliating, intimidating, threatening or sabotaging the work that the subordinate is doing.

There is a constant flow of aggressive communication that disturbs the person who is being bullied to no end. And there is also manipulation of work and actions that will degrade or humiliate the individual to no end. This will create a totally unhealthy working atmosphere for the target and as a result there is a crumbling down of the moral strength of the target.

Bullying in the workplace can occur in different forms and in different contexts too. you may identify this kind of an unruly behavior as bullying when there is a frequent repetition of this kind of humiliating behavior, is enduring, is constantly increasing in aggression and the target lacks the power to defend himself. As a result there is a great amount of job stress and dissatisfaction that overwhelms the person.  This in turn leads to lower levels of morale and a feeling of helplessness that at times might end up in dire consequences.

As presumed, it is more women when compared to men that fall victims to bullying targets in the workplace.  Cyber bullying is the latest type of bullying that is doing rounds on the internet circuits.

Brendan runs a website dealing with Bullying in the Workplace and what to do about it if you are the one being bullied. For More details Please visit www.bullyingintheworkplace.net

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Is This List True – AOL’s 10 Workplace Rights You Think You Have… but Don’t?

1. Wrongful Termination

You can be fired for any reason that the boss wants. Most of the time they don’t even have to give a reason.

2. Seeing Your File

No federal law requires private employees to see their own personal files.

Sometimes the only way is through a court order.

3. Break

No federal laws require employees to have breaks for any reason. Sometimes state law covers that.

4. Hostile Work Environment

A hostile workplace is not illegal.

Only harassment due to race, age, sex, religion, national origin, disability, color, taking Family and Medical Leave, whistle blowing, or some other legally-protected status is illegal.

5. First Amendment

Only gov’t employees have the first amendment right.

6. Invasion of Privacy

Your boss can inspect your office/work space, e-mails, and internent access whenever they want.

Workplace phone calls sometimes have restrictions that require a court order.

7. Right-to-Work State

All this means is that your boss can’t require you to join a union to work over there.

8. Retaliation

No laws prohibit employees from retaliating against another; as long as it doesn’t involve a legally protected category.

9. Discrimination

Only discrimination based on age, pregnancy, race, sex, religion, national origin, disability, color and genetic information are illegal.

10. Sueing the Boss

Most laws do not allow the company boss to be sued individually; except for wage and hour violations.

Answer
Yep, pretty much. The bit about age discrimination isn’t even entirely accurate because it only applies to people over 40. If you’re under 40 then your employer is totally allowed to discriminate on that basis too.

ADD: The article is also correct that sexual orientation is NOT a protected class. It might be in various cities or states but it is not true at a national level.

Nature of harassment

 

All western countries like the US %26 Europe, as well as many others in the rest of the world, have passed culturally relevant laws to protect victims of intentional workplace harassment by way of discrimination, persecution of an employee on the basis of race, color, religion, origin or gender wherein no employer can cause to suffer harassment of an employee when recruiting, interviewing, promoting, discharging, compensating, etc. If such factors lead to difficulty in performing assigned tasks the employee is justified to feel he or she is working in a hostile environment.

Legal provisions

 

Whenever a situation of such workplace harassment arises, its incidence is evaluated against certain parameters, the totality of which must justify any legally actionable cause of action. However to qualify as harassment from hostile work environment one underlying principle of justice needs to prevail, that of continuity or repetition, and its frequency, severity and pervasiveness, which implies that just one or isolated incidents will  not satisfy the burden of proof of the complainant for attracting legal provisions for protection. Another aspect of the complaint to be considered is whether the management was aware, if not being the cause, of the harassment of the employee, but refused, or ignored to act, in stopping the process. Further, the harassment caused would have to be caused within, or be carried into, the workplace and be of a kind that would be distressing for all others and not only to the victim’s own sensitivity.

Management stand

 

To make the process victim-friendly, currently employers have acknowledged the problem of vulnerability of productivity arising from employees suffering harassment from other employees and have instituted clear harassment recognition parameters along with reporting and evaluating systems that are designed to avoid incidents and entrap offenders. The more enlightened employers have even training programs to assist employees in understanding and accepting diverse foreign cultures and dispelling associated myths within the office environment. Unfortunately there is no scope of raising acceptability levels when it comes to plain prejudice and the ubiquitous drive of the hormones.

Sexual harassment

 

As regards workplace harassment of a sexual character, the nomenclature may differ in place and culture but the universality of the underlying phenomenon prevails. The HR department should be the first point of reference in raising such issues. Crass lewdness and overt innuendo can both amount to harassment and both find credence in the list of offensive behavior, and confrontation can sometimes get immediate and amazing results.  Do not be daunted by the challenge of raising an issue because it is the offender whose behavior is inappropriate, not your confrontation.

Recourse

 

However let nobody forget that in the workplace, reality should form the basis of your actions. Be righteous by all means but do also remember that in history the righteous have suffered. Therefore when actually raising a workplace harassment issue, carefully weigh the seniority and corporate utility aspect of the offender because that would be prudent and, instead of relieving your problems, not add to them.

Stephen Hammond is an expert in the field of workplace harassment resources. He is the author of a number of articles on diversity training, workplace harassment and human rights harassment . He is associated with stephenhammond.ca for the past few years.

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I have this coworker who makes a hostile workplace….?

We are both supervisors but her job is threatened by me because I do my job correctly. She talks shit about every other employee to everyone. She is loud and takes over all the meeting time so no one else has a chance to speak. She makes people call out sick with migraines and makes the workplace stressful. No one wants to work wit her. She gives coworkers dirty looks and is rude to everyone. What would be the right thing to do? Go to superior and complain of harrassment?

Answer
Document, document, document. Keep a journal and log of everything you witness first hand of her behavior. Then when you have a decent amount of reaccuring themes and practices (i’d say 3-6 months). Go to a superior and just lay down what you have witnessed. It is possible that you won’t be the only one laying down complaints against her, but if you have documented backup that goes a long way.

Workplace coaching has been for the reserve of executives or individuals within organisations.  Now organisations realise that managers using coaching skills can provide direct performance and business benefits.

 More than 70% of organisations with any formal leadership development activities use coaching as an important part of that. The Chartered Institute of Personnel and Development (CIPD) states that line managers typically deliver 36% of the coaching to their reports, while HR and Training and Development specialists were delivering 30%.This suggests an expectation for line managers to deliver more coaching. 

 I will start with defining what is coaching in the workplace, and what it is not.  I will cover how it works as a development tool, the topic of the Manager as coach, their roles and responsibilities; the deliverables to the business and the pros and cons of delivering coaching.

I will cover how a manager can coach, who they will coach, and different styles and to conclude the issues that it may raise, how they can be recognised and some solutions.

How does it work?

Organisations realise they can improve the performance and motivation of their people through coaching. A coaching style of management is preferred to the traditional command and control approach.

Coaching is a more a management style rather than a tool. Application of coaching has many examples; delegating, problem solving, team building, planning and reviewing.

Coaching embraces 2 fundamental principles, that of awareness and responsibility.  Huge potential lies within all of us. What blocks that unleashed potential? Restrictive structures and company practices, the lack of encouragement and opportunities offered, and management style of the company. The most common internal block is self belief. Building self awareness, responsibility and self belief is the goal of a coach.

Awareness can be raised by focussed attention and by practice.  It is the clear perception of the relevant facts and information.  It helps in recognising when and how emotions or desires distort our own perception.

When we accept, choose or take responsibility for our own thoughts and actions, our levels of commitment increase, and so does our performance.  Performance is likely to improve if someone chooses to take action, rather than being told.

Effective questioning in conversation best generates awareness and responsibility.  Questions should be open beginning with words like what, when, how (much/many), and who.  Why is discouraged as it suggests criticism. Questioning will follow the coachee’s train of thought.  If they appear to be going way off track a simple interjection like ‘I notice we haven’t talked about’, helps bring things back on course. 

What should we ask, and in what sequence?  Several coaching models exist.  The most familiar is the (T) GROW model.  The G is for Goal, setting the agenda for the session as well as the long term aspiration. The R is for reality, exploring the current situation. The O follows for options or courses of action.  Finally W is for what is to be done, when, by whom (the way forward). 

Other coaching models exist, such at the SHOOTS model. Here they cover Seek to understand, Hone the goals, Objectives set, Options and action planning, Try it out, Success review.  One further coaching model the ‘Coaching path’, is another. 

The Manager as Coach the pros %26 cons

Can a manager coach and do their own day job?  With the demands placed on managers these days, adding one more task to their list of objectives in an ever demanding workplace.

Organisations realise they can improve both the performance and motivation of their associates through coaching.  Focussing on encouraging people to think for themselves, a coach provides support, challenge, feedback and guidance, but rarely answers.

A survey conducted by the Chartered Institute of Personnel and Development (CIPD) suggests managers who have been trained in coaching can also self coach. While operational coaching carried out by line managers will help to improve performance, it is dedicated internal coaches who will bring about long-lasting behavioural change that can really add value. 

Dedicated internal coaches within an organisation must raise the question of value for money and cost effectiveness.  My own observations of cost-cutting programmes, flatter organisations, and the need to demonstrate value for money leave little room for a coach to exist as a dedicated resource. 

There are some additional pros and cons for coaching a team  From the perspective of the coach is a successor could be created, avoiding team members being ‘off the job’ to develop skills, and could be cost effective. The downside to this is that they (the manager) feel their own job may be jeopardised, it can be time consuming, and giving people responsibility may encourage them to dispute the coach’s authority. The manager in coaching may  develop a lack of confidence if the coaching experience does not go well.

For the team the benefits are that they will be coached by someone who knows them and their development needs.  Development is part of the job and is therefore directly relevant and useful, and it makes work more challenging and interesting.  The downside could be if coaching isn’t taken seriously.

Coaching may not always be appropriate.  A manager may have to switch from a coaching role to a directing role and then back again.   As long as this is explained to the team this should not cause an issue.  If not then the behaviour can be seen as ambiguous.

For the manager to be successful he needs to build rapport with the people he is coaching.  Without this coaching will have limited benefits.  The relationship will often be one to one, however in the case of a development or performance focus; the manager may have to report to a sponsor to give feedback.  All parties will need to know this from the start.  

How can a Manager Coach?

Organisations need to decide how coaching will be deployed, who will do the training (internal/external) and how many managers are to be trained. This would usually be led by the HR function, supported by senior management.  This could be built into the organisations objectives and targets. By the creation of a ‘coaching culture’ coaching will be more readily accepted.

Various coaching models are available for the manager as coach. The most common is (T)GROW. Used effectively it’s relatively simple to use (previously discussed). Regardless of which model the coach chooses to take, it will give them a repeatable model to use.  One disadvantage of having many managers coaching in organisations is standardisation, a model will help.

Assuming the manager has received coaching training, and is now armed with a repeatable model to follow, what next? There are several dimensions in the coaching relationship to consider.  One is between the coach and the coachee (team or individual). 

A third dimension which is the manager to the organisation. This may mean reporting upwards on progress and developments of a coaching relationship.

A manager can coach in various ways; coaching downwards, meaning coaching individuals who report directly. Coaching upwards, meaning the relatively unusual situation of coaching ones superior. This can be dangerous as a senior manager may ask for honest feedback, but does not want to hear the truth!  I would advise extreme caution in this situation.

Coaching sideways, meaning coaching colleagues peers or equals in the organisation. This occurs in different areas and can benefit the coach, coachee and the organisation with an exchange of views and knowledge. It allows challenging questions to be asked, which might not necessarily be raised if one had expert knowledge of the functional area. 

Team Coaching, is another dynamic where a manager can apply his coaching skills.  For a team there are times when coaching intervention will be effective. These are the beginning, midpoint and ends. The beginning helps establish boundaries, identifies what to do regarding tasks and timings. This helps the group to have a good launch, and can significantly enhance member’s commitment to the team and the task. At the midpoint failures and successes can be shared, as well as experiences. Teams are able to review how they have worked together and will be open for some coaching intervention. The end of a task or performance should be time for lessons learnt for future project work. 

These 3 coaching interactions can be summarised as motivational in the beginning, consultative at the midpoint, and educational at the end. Evidence suggests that coaching a team in between these points in the cycle may have small beneficial effects.

What issues does it raise?

There are three angles, the coach (manager) the coachee (individual and team) and the organisation.

In all organisations politics have their place.  It is important to remember that as a coach your role is non-judgemental.  The manager needs to recognise when there is a conflict of interests and flag at the earliest opportunity.  By finding themselves ‘in the middle’, this is potential for stress. Managers should be aware and take early action to avoid this situation.

In commercial organisations, Return on Investment (ROI) or at least a clear measure of how coaching will impact the organisation is required.  Few initiatives will be approved or deployed unless there is a clear measurement system.  This is where a ‘coaching culture’ may support the initiative. Being incorporated into the organisations missions, and values as well as one of the organisations corporate objectives will support success and adoption.

Tracking success of coaching can pose a headache. Process tools %26 guidelines will help with this. For example specifying how long the coaching will last for, the assessment instruments and agreement as part of the contracting phase.

One issues a manager may face when coaching in an organisation is that of standardisation. For example coaching models, how information is recorded, and how coaching sessions are conducted. 

A barrier to coaching is the perception the time to do it. Small companies and some owner managers are likely to complain that they don’t have the time to do everything. Smaller companies tend to have fewer dedicated resources.  However it is accepted that some smaller businesses fail as a consequence because they had not adequately developed their key staff.

Managers as coaches may well come across the international dimension and are an aspect that the manager as a coach needs to be aware of, even within a single organisation. This is particularly relevant in a more diverse workforce.

Managers ought to understand how development impacts on people in the organisation. Managers need genuine interest; otherwise they may only pay lip service to the ‘coaching culture’ or their organisations ‘strategy and vision’. In hostile environments (such as fast paced manufacturing) with aggressive attitudes and styles, change needs to happen quickly, and coaching is not automatically chosen.

Autocratic environments where management ‘tell’ their associates display language and behaviour in direct conflict to the coaching style.  If managers have to ‘tell’ their associates, they handle and remove any ambiguity in their role as coach. As long as this is explained to associates this should not cause an issue.

If time is upmost then telling will be the fastest way. If the quality of the result is upmost, then coaching for high awareness and responsibility is likely to deliver. If maximising learning is upmost, coaching will optimise learning and retention.

Coaching is a tool for people development.  What if there is nowhere for the people to develop to?  Organisations adopting flatter and leaner structures, particularly in the light of current economic situations there may leave little scope for individuals to move unless someone leaves. Succession planning helps here but people may have to ‘stand still’ for some time.

As a consequence of downsizing individuals find them with even higher workloads than before.  Organisations typically shed jobs and restructure with little thought as to how the business processes and people are affected.

Other organisational barriers to coaching success are lack of time, where the managers did not feel that they had the time; they want things done now so revert back to ‘command and control’.

Fear of skills coaching used, for managers who can’t or won’t coach will oppose its use.  They may feel weakness in their ability. Fear from the associate’s side their mangers are not confident in their role as coach, and some associates may be better than them. From the manager’s side there is the fear of the coach, that the coach can perform better than them and perceive it as a threat.  There is the fear of risk, that if it does not bring the results that are expected (whether reasonable or not) that it would be a waste of money (externally provided), or resources and time (internally provided).

Coaching is not a ‘catch all’ for everything and everyone and the manager needs to recognise when coaching is not appropriate. As a guide but by no means exhaustive, when faced with the following situations, a manager may question if coaching is appropriate. If a criminal act is committed, serious health or emotional problems, stress, and substance abuse. 

Conclusion

Coaching has been recognised as adding value in the workplace, not only for high achievers and executives. Responsibility for delivering the coaching still rests largely with the line management team in an organisation ( 70%). 

Coaching is applied in a non-directional, non-judgemental way.  Before improving performance awareness and responsibility need to be raised. Coaching models exist to aid the manager the most common being   (T)GROW.

Coaching may appear an additional task on f the manager’s already heavy workload. Done correctly, it allows the manager more time on core tasks such as long-term planning and objective setting.  In developing staff it avoids them being ‘off the job’ to develop skills. There are occasions where a manager will have to ‘tell’ staff and needs to be handled by them appropriately.

Coaching can be done at various levels within an organisation, team, individuals, peers, superiors or themselves. It is important for the manager to recognise when coaching is not appropriate and seek assistance.

The manager needs to be aware of any conflicts of interest, particularly in the area of values and beliefs. A demonstrable measurement system will support the coaching approach. The standard of training and ongoing support to coaches is important to ensure that a coach does not have a negative effect on the workforce. Cultural and diversity dimension also needs to be considered.  

Coaching is clearly not a ‘catch all’ or a sticking plaster for a manager to heal over their areas of responsibility. It is extremely powerful when used as a management style, supported by a strong and visible coaching culture within an organisation. 

The final question I would raise to any organisation not using, or considering using coaching is why would they not want to benefit from the overriding benefits that it can yield?

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Hostile workplace question?

I work in an ICF/MR. (nursing home for mentally retarded adults). The administrator has a habit of cussing out some of his employees…I got mine today. There are also a few people on the payroll who are not actually working there but still draw a full-time paycheck. One is the wife of the facility RN, the other is his sister-in-law. Neither of these women have actual positions. Going to the owner is fruitless. Anytime anyone has, nothing happens and within a month these people also find themselves fired for some minor reason that makes no difference, it’s just a “reason”. This facility is funded by the state of Oklahoma and the clients who live there pay with their Social Security and any other state as individuals they may receive. Is this Medicare fraud? It seems like it to me. What can be done? Who do we report it to?

Answer
I have worked in facilities like that before icf/MR’s in Indiana, missouri and Florida. They are all similar in that management tends to be overly anxious and sometimes mean to staff which is why there is such a big turnover at those facilities.

How the money works: Those individuals are not getting Medicare (for the most part, unless they are drawing it from a parent) because they did not work 10 years. They are largely drawing Medicaid. Medicaid is paying for their ‘services’ that means YOU, the bathing, dressing, feeding, transportation etc. The client is paying for their ‘room and board’ via their social security check (which is usually $674 for most of them). The room and board is simply their rent, food, clothing cost etc.

Most of these Icf/DD’s are privately owned. Nothing you can do about an owner paying non existing employees. Regardless of what business he is running, it’s his profits to do with as he pleases. Those people that he is paying could be the ones that helped him start the business or have some other stake in the company that you don’t know about.

Nothing that you stated is reportable. Reportable is if something is going on that can hurt a resident. Unfortunately, nothing you said is happening to the residents. Best you can do is report them to better business bureau

Many things can trigger it, but when you’re at work, the culprits are often stress, overwork, insecurity and work in a hostile environment. If this sounds familiar, it is important that you learn to cope with triggers of your anxiety attacks. .. Here are some things you can do. ..

First, identify the triggers: Understand what triggers your anxiety attacks, such as fear of public speaking, fear of rejection or fear of failure, or exposure to certain situations or certain people. This is essential to manage your anxiety.

Adjust what you can set: If the trigger is the hostile work environment, start by arranging your work environment. Talk to your boss problems that make your work environment hostile or file a complaint with your union if you have one. Problems such as fear of public speaking can be managed by taking courses or going to a seminar where you can gain experience in public speaking.

Relax! Anxiety is a by-product of stress and compiled a way to cope at work is to take a few moments in your day to leave work and concentrate on relaxing. Try to meditate, take a stroll or even take a nap in your car.

Take control of your reactions: Recognize when you’re having an anxiety attack at work and learn to control your response to triggers. When you start to feel anxious, close your eyes and count down or take a deep breath to try to refocus your emotional state to something more positive.

Focus on what matters: the anxiety is often triggered by the fact that you let yourself be overwhelmed by all your responsibilities at work and at home. Try to prioritize your responsibilities and focus on completing what is important. Then, if time permits, you can concentrate on the rest. You can also try to delegate responsibilities to others at work to help you achieve the projects to be finished without being overwhelmed.

If your anxiety persists after numerous attempts to cope with stress, ask your doctor about generic valium. Generic Valium, or diazepam is used to treat a wide range of conditions such as anxiety, insomnia, muscle spasms, and alcohol withdrawal and is one of the most frequently prescribed drugs worldwide last 40 years. Synthesized for the first time by Dr. Leo Sternbach, Valium was the best selling pharmaceuticals in the United States between 1969 and 1982 and continues to be a top-seller today. Benzodiazepines quickly and effectively balance brain chemicals that cause anxiety. Diazepam and other benzodiazepines act on the brain by enhancing the effects of gamma-aminobutyric acid (GABA) neurotransmitter (a chemical that nerve cells use to communicate with each other) that inhibits activity in the brain.

Daniel is an SEO content writer you can view more of his works at SEO and he enjoys his time developing forex trading systems and writing tutorials and articles about Forex and many other niches.

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How to combat a hostile workplace?

My daughter works for a mother and daughter team in an investment firm as their Office Assistant, and the daughter is verbally abusing my daughter not just with sarcasm, but with foul language. Things have escalated to the point where my daughter hates her job, but she’s been there for a year. What are her rights? How does she deal with this?

Answer
She needs to report them to HR, and if that doesn’t work, she should remind them that knowing a workplace has a hostile environment, and not doing anything about it is illegal. They could be sued.