08 Sep The unjust manager: refuse to be confused

I want to talk about the unjust manager.

But before I do that, I want to establish that I am not talking about managers who consistently manage their staff fairly, and transparently in line with their organisational processes and fair employment practice. The online English Oxford Living Dictionary defines fairness as ‘impartial and just treatment or behaviour without favouritism or discrimination.’

What is an unjust manager?

An unjust manager is someone who deliberately chooses to depart from the foundational principle of fairness. 

Their modus operandi

Unjust managers go beyond the scope of their managerial authority by operating outside of agreed organisational processes. To compound matters, they are often carelessly unfamiliar with the detail or spirit of them. Instead, they are more concerned with obtaining their preferred outcome in a manner that best suits them.  

Typically this manifests itself as an officious and disproportionate application of process(es) based on questionable motives. Ironically, the unjust manager ends up breaching the very process(es) they zealously apply to their employee. For example, they may suspend the employee under the guise of a ‘neutral act’ to enable a disciplinary investigation to take place; however, their real intent is to punish the employee.

When confronted with their actions, they actively resist any notion that their actions are out of line with process, unfair, disproportionate, or even untruthful. 

The challenges of dealing with a wrong and strong manager

There is no doubt whatsoever that the conduct of unjust managers are deeply frustrating, painful and, confusing to deal with primarily because their behaviour is counter-intuitive to everything right — consequently, employees struggle with feelings of confusion, unfairness and, injustice. Sadly, many employees get stuck here and stay here, instead of strategising a legitimate way forward.

Clarity over confusion

The most effective responses I have observed regarding the actions of an unjust manager is when the employee:

1. Manages their emotions and conduct well (including what they say and how they say it).
2. Refuses to allow difficulties and challenges to diminish them.
3. Chooses to surround themselves with a support team of trusted advisors, including medical professionals.
4. Sticks with the truth despite persistent attempts to alter it.
5. Remains professional even when mistreated.
6. Demonstrates in-depth knowledge of their organisation’s processes.
7. Asserts their employee rights consistently and persistently.

Staging an intervention 

Some organisations deploy swift countermeasures to address the acts of an unjust manager by staging an intervention. For example, a manager persistently refused to accept a flexible working application as a reasonable adjustment based solely on their preference for employees to work 9-5 in the office. Following senior management intervention, the manager approved the flexible working request after it was made clear to them that the organisation would not tolerate discriminatory acts.

When the issue is systemic

Even when unjust management practice is systemic, employees in-depth knowledge of policies and procedures combined with the assertion of their employee rights remains one of the most effective responses. Additionally, some employees choose to:

• Raise a grievance.
• Leave the organisation.
• Submit an employment tribunal claim.

All of these options should be thought through clearly with appropriate advice. I recommended reading Ryan Clement’s post regarding the third point.

https://hopeplace.co.uk/what-factors-should-an-employee-consider-before-submitting-a-tribunal-claim-by-ryan-clement/

Does the unjust manager have redeeming qualities?

Absolutely, in the same way, they choose to depart from fairness, they can choose to embrace it. However, until they do so, they remain a risk to the employees they manage and, the organisation that employs them. In the meantime, refuse to be confused.

© Dawn H Jones is an HR Specialist.

Initially published 3 December 2018 under the title of ‘The wrong and strong manager; refused to be confused’; revised 8 September 2020.

Please note that this post does not constitute specific HR or employment law advice if you require help please contact an appropriately qualified professional or email info@hopeplace.co.uk