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Sample # 1
Violence in the Workplace
Abstract
This paper
reviews a background on the issue of violence in the workplace,
which is a growing Human Resource concern for all organizations
today. The increasing magnitude of the problem indicates that
appropriate systems have to be developed in order to combat the
negative effects that are developed due to the increase and
prevalence of the problem. The paper also discusses the inadequacy
of such systems and provides basic guidelines for developing
appropriate programs and conducting pre-program implementation
assessments.
Violence in the Workplace
"Violence isn't limited to the
kinds of incidents that make headlines. It includes a range of
behavior from verbal abuse, threats, and unwanted sexual advances to
physical assault and at the extreme, homicide." Rogers 1999.
The workplace
has become a battleground for violence in society. With so much
violence in newspapers, on television, and in homes, the workplace
is not immune to this crisis. Employers will have to plan strategies
and implement programs that will protect employees from rising
violence on the job. Policies and procedures, crisis management
teams, security, and Employee Assistance Programs (EAP) will have to
be in place if incidents should occur Employers will have to modify
their hiring practices and transform the workplace into a virtual
fortress to protect employees. Security will now play a greater role
in crisis management than ever before. Zero-tolerance must be the
attitude of employers. Downsizing, firings, drug abuse, stress,
reduction in pay while working longer hours, and domestic violence
have attributed to workplace violence. Murder and physical assaults
to workers occur more frequently in the areas of health care and
social services than in any other occupation. Workers in retail
establishments, taxi drivers, public service offices, and law
enforcement also have high incidents of violence. 
Like a deadly
virus, crime in America is increasing at a tremendous rate. The
workplace is not immune to this deadly disease penetrating the daily
existence of human life. Upon entering the workplace each day, the
worker does not know if an offensive deadly act will occur. Violence
and assault may occur in any type of work setting regardless of the
occupation of the group. These incidents are rarely isolated. A
violent outburst is often the last stage in a series of actions that
have grown progressively worse. The perpetrator may be known or
unknown to employees (Chenier, 1998). Factors that may contribute to
the conduct of the assailants committing the violence are drug
abuse, downsizing of jobs, firings, jilted lover’s syndrome, and/or
mismanagement by the employer. Daily in the workplace, employees may
contend with acts of hostility, harassment, and intimidation by
other employees, supervisors, and customers. Employers have an
obligation to protect the employees in the workplace as regulated by
the Occupational Safety and Health Administration (OSHA) (OSHA
1996). Employers must scrutinize the hiring of employees, develop
awareness and training programs that will alert managers and
supervisors to any undesirable behavior, and educate employees about
workplace violence.
Murder and
physical assault to workers occur more frequently in the areas of
health care and social services than in any other occupation. Other
occupations that have high incidents of violence are taxi drivers,
retail establishments, public service offices, and law enforcement.
The economy has played a major role in escalating violence in the
workplace. Mike Deblieux, President of Mike Deblieux Consulting,
believes that “tension in today’s offices attributed to the economy,
the changing workforce, competition for full-time work, and a higher
emphasis on performance has stress levels reaching pressure cooker
proportion.” He also believes that “people are working longer,
harder, and getting paid less. Deadlines are shorter and there’s
more stress than there’s ever been. This has caused the relationship
between employers and employees to change. Loyalty has gone down and
you don’t have the trusting relationships you once had. People
honestly believe they are getting the shaft more times than not and
realize they won’t be at a particular job
"Violence does not just mean
physical violence, but verbal and emotional abuse as well as sexual
harassment." Rogers 1999
America’s
burgeoning problem with violence has officially become a major issue
in the workplace. In a recent survey, 50 percent of companies
reported some instance of workplace violence, up from 33 percent in
1988. Currently, one in every six violent crimes committed in the
United States happens at work. These numbers may actually be low.
The Department of Justice estimates that 58 percent of harassment
offenses, 43 percent of threats and 24 percent of attacks that occur
at work are not reported to management. Over all, workplace violence
is estimated to cost U.S. business and industry in excess of $36
billion each year in lost time, legal fees, reduced productivity and
increased workers’ compensation and medical expenses (John 1996).
Clearly, workplace violence is a major business issue, one that
companies are going to have to face, sooner or later. But most
companies have the same question: How do we get started? The best
way to begin addressing workplace violence is to understand that not
all incidents are created equal. Experts agree that violence at work
falls into three categories: Type I is a violent act where the
perpetrator has no business relationship with the victim. Robberies
and bomb threats are examples of this type of violence.
Type II
violence is typically perpetrated by a current or former client,
customer or patient. Threats, verbal abuse, physical attacks,
assaults and sometimes even homicides are classic examples of
Type II violence. Type III is a much more widespread category of
violence. Perpetrators include current and former employees, current
or former spouses and relatives and friends of current and former
employees. This type of violence includes domestic and romantic
disputes that spill over into the workplace, fights and physical
attacks, threats and verbal abuse, as well as homicides. Companies
need to know for what types of violence they are most at risk. Here,
again, the categories are useful. Type I incidents typically take
place at gas stations, jewelry stores, convenience stores, liquor
stores, drinking establishments and small hotels. Type II violence
is most likely to affect healthcare providers, teachers, flight
attendants, law firms, police and security guards and financial
services offices. Type III violence can happen in any company in any
industry, and is easily the most widespread.
Homicides are
the worst possible type of workplace violence, and the one that most
often makes headlines. The threat is real: the U.S. Department of
Labor recorded 912 workplace homicides in 1996 (McGovern 1999).
Workplace homicide is the number-one cause of on-the-job death for
women, but the vast majority of workplace homicides more than 80
percent occur during robberies. In reality, an organization is
much more likely to encounter less-catastrophic, but no less
damaging, workplace violence, such as physical assault, threatening
behavior, verbal abuse, harassment and fist-fights.
Psychological
violence, which includes bullying, hollering, threats and
unrelenting criticism, is a very common occurrence in companies.
According to statistics compiled by the U.S. Bureau of Justice,
nearly 1 million workers each year will be involved in this type of
violence. Attacks and threats are the fastest growing forms, with an
average of 18,000 workers assaulted every week (McGovern 1999).
Nonfatal incidents of workplace violence on the job are every bit as
damaging to a company’s bottom line. For example, the average
employee who has been bitten in the workplace takes two days off
work to recover. Victims of squeezing and pushing require three days
of recuperation. Fifty-three percent of the victims of psychological
violence have lost work time worrying about future encounters with
the perpetrator, 28 percent have lost work time in an effort to
avoid the instigator, 46 percent have considered changing jobs, 12
percent actually have changed jobs, and 37 percent believed their
commitment to the organization had changed because of what they had
encountered. (McGovern 1999)
Table1- Workplace
homicides in the United States, 1980–92
Source: NIOSH 1995
Figure 1. Leading causes of
occupational injury deaths—United States, 1980-1992.
Source: Jenkins [1996].
Figure 2.
Work-related homicides by method and year.
Source: NIOSH [1995]
What Exactly is Workplace Violence?
Most people
think of violence as a physical assault. However, workplace violence
is a much broader problem. It is any act in which a person is
abused, threatened, intimidated or assaulted in his or her
employment. Workplace violence includes:
·
Threatening
behavior
- such as shaking fists, destroying property or throwing objects.
·
Verbal or
written threats
- any expression of an intent to inflict harm.
·
Harassment
- any behaviour that demeans, embarrasses, humiliates, annoys,
alarms or verbally abuses a person and that is known or would be
expected to be unwelcome. This includes words, gestures,
intimidation, bullying, or other inappropriate activities.
·
Verbal abuse
- swearing, insults or condescending language.
·
Physical
attacks
- hitting, shoving, pushing or kicking.
Rumors,
swearing, verbal abuse, pranks, arguments, property damage,
vandalism, sabotage, pushing, theft, physical assaults,
psychological trauma, anger-related incidents, rape, arson and
murder are all examples of workplace violence. Workplace violence is
not limited to incidents that occur within a traditional workplace.
Work-related violence can occur at off-site business-related
functions (conferences, trade shows), at social events related to
work, in clients' homes or away from work but resulting from work (a
threatening telephone call to your home from a client).
What work-related factors increase the risk of violence?
·
Certain work
factors, processes, and interactions can put people at increased
risk from
workplace violence. Examples include:
·
Working with
the public.
·
Handling
money, valuables or prescription drugs (e.g. cashiers, pharmacists).
·
Carrying out
inspection or enforcement duties (e.g. government employees).
·
Providing
service, care, advice or education (e.g. health care staff,
teachers).
·
Working with
unstable or volatile persons (e.g. social services, or criminal
justice system employees).
·
Working in
premises where alcohol is served (e.g. food and beverage staff).
·
Working alone,
in small numbers (e.g. store clerks, real estate agents), or in
isolated or low traffic areas (e.g. washrooms, storage areas,
utility rooms).
·
Working in
community-based settings (e.g. nurses, social workers and other home
visitors).
·
Having a
mobile workplace (e.g. taxicab).
·
Working during
periods of intense organizational change (e.g. strikes, downsizing).
Risk of
violence may be greater at certain times of the day, night or year;
for example,
·
Late hours of
the night or early hours of the morning,
·
Tax return
season,
·
Overdue
utility bill cut-off dates,
·
Christmas,
·
Pay days,
·
Report cards
or parent interviews, and
·
Performance
appraisals.
Risk of
violence may increase depending on the geographic location of the
workplace; for example,
·
Near buildings
or businesses that are at risk of violent crime (e.g. bars, banks).
·
In areas
isolated from other buildings or structures.
Estimated Magnitude of the Problem
A number of
recent estimates have been made of the current magnitude of nonfatal
assaults in U.S. workplaces. The first comes from the BLS Annual
Survey of Occupational Injuries and Illnesses (ASOII). The ASOII is
an annual survey of approximately 250,000 private establishments.
This survey excludes the self- employed, small farmers, and
government workers. These data indicate that 22,400 workplace
assaults occurred in 1992; these represented 1% of all cases
involving days away from work [BLS 1994]. Unlike homicides, nonfatal
workplace assaults are distributed almost equally between men (44%)
and women (56%). The majority of the nonfatal assaults reported in
the ASOII occurred in the service (64%) and retail trade (21%)
industries. Of those in services, 27% occurred in nursing homes, 13%
in social services, and 11% in hospitals. In retail trade, 6%
occurred in grocery stores, and another 5% occurred in eating and
drinking places. The source of injury in 45% of the cases was a
health care patient, with another 31% described as other person
and 6% as coworker or former coworker. The BLS coding
system requires that the object or substance that directly inflicted
the injury be coded as the source of the injury; thus 5% of the
assaults are coded as structures and surfaces (these are
likely events where workers were pushed into walls or to floors),
and another 4% are categorized as tools (these include events
in which knives or other weapons were used). Nearly half (47%) of
the workplace assaults were described as incidents involving
hitting, kicking, or beating; there were also cases of squeezing,
pinching, scratching, biting, stabbing, and shooting, as well as
rapes and threats of violence. The median days away from work as the
result of an assault was 5, but this figure varied by type of
assault.
When the
Bureau of Justice Statistics (BJS) analyzed the relationship of the
victim to the offender for these events by sex, female workers
appeared to be most likely to be attacked by someone they knew,
although only 5% of victimizations were attributed to an intimate
(defined as a husband, ex-husband, boyfriend, or ex-boyfriend).
Probably a customer, client, or patient with whom the victim had an
ongoing professional relationship would have been coded to the
acquaintance or well-known categories, so these findings
by sex may be misleading and may reflect the distribution of the
workforce in service sectors more than real sex differences in
victimization.
These
statistics adequately define the magnitude of the problem that
exists in regards to workplace violence. It is thus evident that
something or systems need to be developed to prevent the problem.
Prevention Systems
In order to
lessen the likelihood that workplace violence will occur in
organizations, it is crucial to be proactive by creating a violence
prevention program. Surprisingly, the implementation of such a
program doesn’t have to be a big expenditure. However in spite of
that fact there are many organizations that do not take the issue
seriously and undermine its magnitude or are not even aware that the
problem may exist to a level where it can directly hamper the
organizations flow and productivity.
Senior
management combined with the Human resource function of the
organization are responsible to instigate and implement a system
that offers protection to those in their organizations that have
fallen victims to those inflicting violence or abuse as well as
prevents the influx of people that have the potential to become
violent or may already have a tendency towards violence. This
requires the design of an effective screening procedure as part of
the overall recruitment system. And once in the organization a
scanning system to enhance protection against violence.
Most
organizations however only adhere to the prevention system to the
extent that they develop policies for handling the violence after
the act has been committed. Sexual harassment policies offer
protection after the harassment, and their existence rarely deters
the harasser from infringing on another person. Similarly policies
for the management of workplace violence are insufficient and do not
really offer a great deal of protection to the victims. However they
do have some advantages as preventive systems. A written policy will
inform employees about what behaviour (e.g., violence, intimidation,
bullying, harassment, etc.) that management considers inappropriate
and unacceptable in the workplace, what to do when incidents covered
by the policy occur, and contacts for reporting any incidents. It
will also encourage employees to report such incidents and will show
that management is committed to dealing with incidents involving
violence, harassment and other unacceptable behaviour. Some
employers caring to exceed "minimum" requirements in legislation
include "personal harassment" in their anti-harassment policies.
Personal harassment does fall under the definition of harassment -
unwelcome behaviour that demeans, embarrasses, or humiliates a
person; however, it is not covered by human rights legislation
dealing with harassment related to race, ethnic origin, religion,
sex, etc.
Basics of a Violence Prevention Program
1. Secure Management Commitment.
Management must communicate a zero tolerance policy for violence.
This commitment is backed up by educating employers and supervisors
and by making changes to the workplace to ensure safety. Management
should also encourage employees to report any concerns, including
threats, harassment and physical attacks to their supervisors. All
reports should be taken seriously, and thoroughly investigated.
2. Prepare and Distribute a
Written Policy. A written policy communicates to employees that no
violent acts, including threats and verbal abuse, will be tolerated.
It should also encourage victims of workplace violence to promptly
report all incidents and to reassure employees that they will not
experience negative repercussions for reporting incidents involving
either themselves or coworkers.
3. Expand Pre-Employment
Screening. One of the best ways to avoid workplace violence is to
not hire potentially violent people. Furthermore, employers may be
found negligent in their hiring practices if they fail to properly
investigate applicants.
4. Train Supervisors and
Employees. To effectively communicate the company’s zero tolerance
policy, appropriate training should occur at all levels in the
company.
5. Review Existing Safety and
Security Measures. By evaluating the workplace and making necessary
changes, employers can reduce the likelihood of violence. These may
include adequate lighting in the parking lots, separate restrooms
for employees and customers, badges and sign-in procedures for
guests and visitors. Other measures should also be considered in
companies that are prone to robberies.
Once the
organization has implemented the basics of a violence prevention
plan, the focus can be shifted to more specialized activities. These
involve profiling employees to determine who may be more prone to
violence and addressing the fastest-growing cause of workplace
violence: the termination process.
Profiling
Employees
While there is
no exact method to predict which persons will become violent, there
are warning signs. According to guidelines prepared by the U.S.
Department of Justice, these include:
·
An
employee who has irrational beliefs and ideas.
·
One who is experiencing exceptional stress away from work, such as a
divorce or financial difficulties.
·
An employee who is fascinated with weapons.
·
A person who displays unwarranted anger.
·
A person who is unable to take criticism.
·
An employee who expresses a lack of concern for the safety of
others.
·
A
person who has an obsession with his or her job.
·
A
person who shows little involvement with coworkers.
Rarely will a
single employee display all of these warning signs. Indeed, if an
employee exhibits any of them, it should trigger concern (Chavez,
1998)
Managing the
Termination Process
The
termination process is one of the most common occasions in which
workplace violence occurs. According to the Bureau of Labor
Statistics (BLS 1994b), a growing number of workers are killed by
colleagues or former colleagues who are seeking revenge for
perceived grievances, including termination. It is important for
employers to realize that few things compare with the humiliation
and anger that comes with being fired. The often-volatile
termination process can lead to incidents of workplace violence,
ranging from threats to assaults to the worst-case scenario:
homicides. While the termination process should be an obvious
flashpoint for violence in the workplace, companies are often caught
unprepared. However, companies can do two things to lessen the
chance of a violent incident as the result of a termination: train
supervisors and managers in the proper technique of terminating an
employee, and increase security after a termination is completed.
To prevent
violence in the workplace, employers should also consider the
following issues:
·
Who should conduct the termination? When planning the termination
meeting, consider having the employee terminated by someone other
than his immediate supervisor. Employees often blame the person to
whom they report for their performance problems.
·
Where should
the termination take place? In the average office, the exit is
typically blocked by furniture. Instead, arrange the office so the
employer is close to the door in case the termination becomes
violent and the employer needs to escape quickly. Also, put security
staff on notice.
·
How should the
meeting be conducted? Keep the actual meeting brief and to the
point. There is no good way to deliver bad news. Explain the
decision, while acknowledging the employee’s strengths and
contributions. Keep in mind that, for many people, their job is a
large part of their identity.
·
What should
the exit interview comprise? The terminated employee should be given
the opportunity to ask questions and express resentment or feelings
of disappointment. Listen for threats or hints of threats. If a
statement such as “I’m going to get even” or similar is made, it
should be taken seriously.
Employers must
recognize that the threat of workplace violence is everywhere, and
that no company is immune. A cursory
reading of any newspaper should be enough to provide a factual basis
for concern, yet one report found that 64 percent of organizations
surveyed offered no training program related to violence (Toscano
1995). Creating and implementing a violence prevention
plan usually requires but a small expenditure. The dividends this
plan can pay will be enormous, particularly when it protects worker
safety.
Violence Prevention as Part of the Corporate Culture
Most experts
on occupational violence agree that the success of a workplace
violence prevention program depends to a large extent on the
executive committee set up to establish and oversee the program. The
primary function of this committee, which includes the heads of all
critical departments as well as labor representatives, is to
formulate policies and implement and administer the workplace
violence program. But first the committee must assess every facet of
the organization’s existing workplace environment, operations, and
strategies. The assessment can be conducted by qualified in-house
staff or by outside consultants, as long as management ensures that
the review is thorough and unbiased. An experienced, independent
consulting team may be the better choice if management suspects that
an in-house team will find it difficult to pass judgment on
coworkers. The assessment should address the following categories:
risk identification; existing policies, procedures, and regulations;
management climate; stress and the work environment; competence of
supervisors and managers; training programs; trends; and security
and safety measures (Mattman 1998).
Risk
Identification
Persons who
commit acts of violence in the workplace fall into three distinct
categories; a particular occupation or workplace may be subject to
more than one type.
Type I. The
offender has no legitimate relationship to the workplace or the
victim and enters the workplace to commit a criminal act, such as a
robbery. Likely victims of these offenders are taxi drivers and
employees of small, late-night restaurants, convenience stores,
liquor stores, and gas stations. More than half of the workers
killed die at the hand of these offenders. Type II. This
perpetrator is either the recipient or the object of a service
provided by the affected workplace or victim, such as a current or
former patient or customer. Type III. The offender has an
employment-related involvement with the workplace. This relationship
may be direct or indirect. It usually involves a current or former
employee, supervisor, manager, or executive; or a current or former
spouse, lover, relative, or friend.
Existing
Policies
In determining
the appropriateness of workplace-violence-related policies,
procedures, and regulations, the assessment team should review how
the company handles incidents. Is there a policy manual? If so, the
assessment team should review it. It should compare those procedures
to what actually occurs in each office or department. Is the policy
rational and enforceable? If it is not being followed, is it because
the procedures are not well conceived or because employees have not
been trained? Other issues to be addressed regarding the review of
policies and procedures include the following:
Is there an
overall policy that commits the company or agency to provide its
employees with a safe and secure work environment, free of violence,
threats, intimidation, and any form of harassment? What is the head
of security’s position within the management structure? Management’s
view of security is of critical importance since the employees’
attitude towards security staff members is a clear reflection of
management’s attitude.
The assessment
team should focus primarily on security and safety measures that
relate to the prevention or reduction of attacks on company
personnel by insiders or outsiders. However, occupational hazards
should not be overlooked since they often contribute to workplace
stress, which in turn has been found to be a contributor to
workplace violence.
Management
Climate
Management’s
commitment to specific programs and its attitude towards a variety
of related issues has a great impact on the effectiveness of the
workplace violence prevention program and the degree of
participation and involvement by the organization’s employees. It
is, therefore, important to identify, evaluate, and promote the
commitments and attitudes. At a minimum, the following issues should
be addressed during the work site assessment:
Management
Style
Organizational
roles and responsibilities with regard to the workplace violence
prevention program if one already exists Management’s attitude and
involvement regarding employee assistance programs and employee
training. Management’s approach to performance evaluations,
promotions, and rewards Management’s philosophy regarding teamwork -
does management set itself apart from the work force? To what extent
to company policies treat all employees the same? What is the
company’s experience and management’s attitude regarding
interdepartmental cooperation? Lateral and vertical communications?
Stress
Stress,
whether caused by on-the-job or external factors, is a major
contributor to workplace violence. Naturally, the causes of stress
vary greatly among organizations. Following is a list of stress
related issues the assessment team should review (Ivancevich and
Matterson 1996). Does the work environment emphasize common goals
and cooperation or competition? When employees must carry out
tedious and boring tasks, does management address the effect the
repetition of this type of work may have on morale? Does the company
offer employee-friendly schedules, such as flexible days off? Are
employees well suited to the job and adequately compensated for
their skill level and market segment? Are they treated
professionally? Do employees have reasonable work accommodations or
must they tolerate noise, bad air, cramped quarters, poor equipment,
and other irritants? Do employees have concerns about job security?
Are they given support through programs such as employee assistance,
counseling, and stress management programs? (Sewell 1996)
Supervisory
Competence
In most of
America’s large and mid-sized companies, a promotion to supervisor
or manager involves hours of training in subjects such as
interpersonal relations, conflict resolution, stress management, and
communications. Unfortunately, many more employees assume
supervisory positions without the benefit of such training. This
situation is particularly true in operations that require minimal
skills, such as fast-food establishments, warehousing, packaging and
distribution, and nontechnical assembly lines. Assessors should
identify these deficiencies. For example, do they have communication
and conflict resolution skills? Is there a clear chain of
communication in the event of a problem; for example, is there an
800 number an employee can call to report workplace concerns? The
following are some issues that require examination:
Communications
skills including the ability to speak the language of the supervised
employees, Awareness of cultural and ethnic differences, Competence
in stress management, Competence in effective conflict resolution,
Ability to carry out objective performance evaluations.
Training and
Trends
Task-related
training improves productivity and employee job satisfaction. The
complexity of today’s working environment requires a host of
employment-related instructions. Employees have to have at least a
working knowledge of many of the laws affecting the organization or
industry. What is and what is not permissible is frequently a
mystery to employees and only clarification in the classroom will
remedy the situation.
Trends are
frequently important indicators of how well or how poorly a company
manages its work force. Trends in absenteeism, tardiness, accident
rates, volunteerism, and attendance at company functions identify
strengths or weaknesses in employee morale, loyalty, and job
satisfaction. The assessor should not only compare the
organization’s current performance to its past performance but also
the organization’s own performance to that of other businesses of
similar type, size and employee demographics. Among the indicators
that should be examined are productivity; employee turnover
(including reasons given by the employees); terminations for cause,
suspensions, and other disciplinary actions; absenteeism and the
reasons given; on-the-job accidents and their causes; other security
and safety issues; employee complaints about working conditions;
lawsuits filed against the company by employees, clients, and others
(and reasons).
Conclusion
Workplace
violence is a growing and very severe concern and problem that is
prevalent in not just the United States but globally. It is an issue
that also stems from domestic violence and can be the aggravated
form of sexual harassment on many occasions. It is a problem that
needs to be curtailed and controlled and is a major concern of human
resources today. Developing systems and prevention programs that not
just offer protection to victims, but also serve to prevent the
problem are requirements of the corporate philosophy of any
organization. However there are still organizations that do not heed
the concerns and the magnitude of the problem and thus do not have
sufficient systems in place in order to prevent workplace violence.
Therefore it is imperative that awareness about the issue and the
connotations that it has on the lives of employees as well as the
overall productivity of the people and the organization
be enhanced and that systems to prevent violence be put in place in
all organizations.
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