The focus is on supervisor bullying, which is defined as a management style that uses "repeated aggressive behavior that deliberately causes physical or psychological torment." One study reported that 38 percent of employees surveyed had experienced one or more types of bullying, and 42 percent had witnessed the bullying of others. Another study reported that 66 percent of all respondents had experienced or witnessed workplace bullying. Some 83 percent of those doing the bullying were in management positions. The effects of such bullying pertain to employee turnover, retention, recruiting, and succession; employee health; reduced productivity; counterproductive behavior; and legal countermeasures by employees. It is the responsibility of a company's human resources department to address the problem of the "bully boss." The first step is to identify the "bully boss." This can be done by examining employee turnover records for all supervisors; creating an environment in which employees are encouraged to speak up about the bullying; monitoring grievances; and conducting interviews with employees who are quitting their jobs. After the "bully boss" is identified, he/she should be offered supervisory training to improve social and interpersonal management skills. The "bully boss'" behavior should then be monitored to determine whether appropriate behavioral changes have occurred. If all rehabilitative efforts fail, the "bully boss" should be terminated. 80 notes