Developing Strategies For Preventing Workplace Violence/Managing The Aftermath Of Workplace Violence - Research Paper Example

?Running head: Workplace violence Developing strategies for preventing workplace violence/managing the aftermath of workplace violence Developing strategies for preventing workplace violence/managing the aftermath of workplace violence Introduction Workplace violence is one of the most common issues in the workplace. It comes in different forms – from the overtly violent to the covert non-verbal actions of workers against their colleagues. Workplace violence is considered “as violence or the threat of violence against workers” (OSHA, 2002, p. 1). It can be seen within or outside the workplace and can manifest as threats, verbal abuse, and physical attacks in the workplace between and among co-workers. Homicide in the workplace can also occur; this is actually the most common causes of job-related deaths (OSHA, 2002). In recent years, it has become a major concern within workplace, with workers unable to work well within a violent environment and with the quality of their work being compromised. There are about 200 million American workers who are victimized by workplace violence with each year. It can affect most workers; however, some workers seem to be at greater risk for workplace violence. These vulnerable workers may include those who exchange money with the public; those who deliver passengers, goods, or services; those who work alone and in small groups; those who work during late or early hours; or those who work in the community settings or in high crime areas (OSHA, 2002). Health workers, including visiting nurses; social workers, psychiatric evaluators, probation officers, gas and water utility workers, phone and cable installers, letter carriers, and taxi drivers are also at risk for workplace violence (OSHA, 2002). Based on this situation, this paper shall now discuss the different strategies which can be applied in order to prevent workplace violence and to manage the aftermath of workplace violence. This study is being carried out in order to establish a comprehensive and thorough discussion on workplace violence in the hope of understanding its current status and in order to conceptualize possible solutions to this issue. Discussion According to the United States Department of Agriculture, workplace violence is considered as “any act of physical violence, threats of physical violence, harassment, intimidation, or other threatening, disruptive behavior which occurs at the place of work” (ACES, 2002, p. 2). Based on the Workplace Violence Research Institute, it is any act against an employee which leads to a hostile workplace and which negatively impacts on an employee in the physical and the psychological sense. On any day, there are about 16,000 threats seen in the workplace, 700 workers are victims of attack, and 44,000 are often harassed in some way (ACES, 2002). Verbal assaults, threats and coercion are all considered acts of harassment on co-workers. The Ohio State University (2006) enumerates the following as types of workplace violence: 1. Assault. Includes the act of injuring a co-worker with one’s fists, feet, or with a weapon. 2. Criminal mischief. Involves the act of deliberately damaging a person’s property without any permission 3. Disorderly conduct. Includes fighting in the workplace; threatening co-workers; shouting abusively disturbing other co-workers; creating a dangerous condition in the workplace. 4. Harassment. Includes the act of deliberately hitting or pushing a co-worker; threatening to hit someone; stalking a co-worker; and acting in a way which implies danger 5. Larceny. Involves stealing someone’s possession without having to use force or intimidation 6. Menacing. Is about making someone feel like he would be hurt 7. Reckless endangerment. Is about acting in ways which puts other workers in danger 8. Robbery. Using physical force to get someone’s possessions 9. Sex offenses. Involves public lewdness, sexual abuse, sodomy, and rape. Workplace violence may also be classified as: third party intrusion into the workplace; disgruntled employees; and miscellaneous types of work violence. Third party intrusion is when a person who is not an employee of the business area enters the workplace and causes violence upon any employee therein. This may include a boyfriend or a husband who was divorced (Beverly PD, n.d). Disgruntled employees may also order or direct violent acts against their co-workers; the employee’s motive is usually revenge for something which was not given or was taken away from him, as in a promotion, a salary increase, or a transfer (Beverly PD, n.d). Miscellaneous types of workplace violence are those which are seen at a lesser frequency rate. This may be violence seen during the commission of a crime or during the commission of a terrorist attack (Beverly PD, n.d). Risk factors of workplace violence For managers and supervisors, it is also important for them to note that even the most peaceful and amiable work environment can go through instances of workplace violence. The workplace in some cases may not even be the trigger of violent acts (Northwestern National Life Insurance, 1993). An employee may be going through some emotional issues or may be under the influence of drugs or alcohol; he may also have a romantic obsession for a fellow worker; or he may just be feeling some rage over some workplace incident. These are all incidents which may trigger workplace violence (Northwestern National Life Insurance, 1993). It is important to identify the stages of workplace violence in order to ensure that a timely intervention for at-risk employees can be carried out. Employees must have the knowledge of these stages in order for them to inform the management of possible incidents which may occur in the workplace and to secure early intervention for these at-risk employees (Northwestern National Life Insurance, 1993). Indicators of possible breakout of violence may first be signaled by the following incidents: sudden and persistent complaining; blaming others for personal issues; sudden change in behavior; statement about wanting something bad to happen to a manager or a co-worker; paranoia; sudden and escalating absenteeism; sexually harassing co-workers; alcohol or drug abuse; talking to oneself; instability in family relationships; financial issues; history of violent behavior; carrying a concealed weapon; sullenness; refusal to accept criticism; depression; mood swings; refusal to comply with rules and to perform duties; outbursts of rage; and slamming doors (Northwestern National Life Insurance, 1993). When these incidents are seen, the manager or work supervisor must be informed and the latter must then enter the employee in an Employee Assistance Program for counseling. Preventing workplace violence In order to prevent workplace violence, various methods to prevent it may be applied. In order to prevent the intrusion of a third party into the workplace, the employees being intimidated and his colleagues must be encouraged to notify the authorities and their work supervisors if they are experiencing any domestic violence involving their partners and significant others (Beverly PD, n.d). In so doing, the supervisors can prepare for the possibility of the domestic violence also manifesting in the workplace. In some instances, the supervisor may also be prompted to carry out a risk assessment and evaluation of the worker’s situation and possibility of workplace intrusion and violence. The company’s security department also needs to be notified. This is especially so in instances when an employee has secured a protection order against a spouse or a significant other. The security needs to be made aware of the employee’s situation and to be prepared for the possibility that the employee’s husband or boyfriend may carry out violent acts against the employee; if possible, escorts may be provided for the employee who is subject of threats or intimidation (Beverly PD, n.d). Duress alarms may also be installed in different areas in the workplace in order to inform the security of possible threats to the employees’ lives. In order to address the dangers posed by disgruntled employees, a non-harassment policy can be written clearly as a company policy (Beverly PD, n.d). This policy can be prepared by the security and the human resources department; each employee must read it; and a copy of the policy must be available and accessible to all employees for easy referral (Beverly PD, n.d). Zero tolerance for weapons can also be implemented. Companies must impose a zero-tolerance for weapons within the work premises; those violating must be accorded the appropriate sanction which may include dismissal (Beverly PD, n.d). Incidents of harassment from disgruntled employees must also be reported to the superiors. Employees must also be trained on how to recognize red flags among fellow workers which may lead to workplace violence. Employment procedures must also be reviewed in order to ensure that thorough checks of employees reveal criminal background or other character details which would later lead to workplace violence (Beverly PD, n.d). Counseling services can also be recommended for employees who are disgruntled. The workplace must make these services available to their employees. Healthy work environments can also work well for employees—these workplaces are benevolent, not authoritarian and must give value for each employee based on work demands and requirements (Beverly PD, n.d). In this regard, workplace stress must also be minimized. This can be ensured through the minimization of labor/management disputes, under staffing, unsafe work conditions, and excessive demands for output (Beverly PD, n.d). These remedies would work well in keeping the employees satisfied and secure in their work; preventing any dissatisfaction and disgruntlement in their work. In order to prevent workplace violence, the possible sources of violence must first be identified in the workplace (Jacobs, 2000). The businesses and corporations can ensure that workplaces are safe by installing alarms, issuing cellular phones to their employees, and arranging furniture to ensure safe exit of workers. Managerial workplace controls impact on the way work is carried out in the workplace. Changes made in the workplace and in the work practices can help ensure that workplace violence is avoided; such changes include reporting to authorities about the incidents of assaults or threats and establishing clear links to police stations and authorities (Jacobs, 2000). This would ensure that the police would have adequate time to respond to emergency threats within the workplace. Safety in the workplace can also be ensured through: the management of violent behavior (counseling); zero tolerance for sexual harassment and substance abuse; and reporting and evaluating incidents and threats of violence (Jacobs, 2000). A post-incidence evaluation must also be carried out in order to evaluate the presence or absence of essential components in the management of the violence seen in the workplace. Such evaluation would also help identify gaps in the management of such workplace violence. All workplace violence management activities and plans must conceptualize a comprehensive treatment for employees who are often victimized by the violent acts (Jacobs, 2000). A crisis-response team deployed within 24 hours of the incident is a crucial first step in the management of the workplace violence. Medical and/or psychological help may also be needed and must be offered to employees affected directly or indirectly by the violent incident. The necessary post-incident debriefings must also be carried out within the workplace in order to reduce the psychological and emotional impact of the violent incident (Jacobs, 2000). Such debriefings help ensure that affected workers are able to healthily deal with their emotional trauma. On a more comprehensive discussion on training, Jacobs (2000) discusses that in a violence prevention program, the organization or corporation must guarantee that all workers are aware of the possible security hazards and how to protect themselves from such hazards. Proper instruction on the specific hazards related to each employee’s job and on the prevention of workplace violence should be offered as a formal training within the workplace; such training must be provided on a consistent basis for all employees (Jacobs, 2000). The other education programs must also include recognizing the assault or the violent behavior, defusing anger, training on safety, training on assault response, and training on personal safety in the workplace (Jacobs, 2000). A consistent means of management must be implemented in the organization. Such training and education can help ensure that the workers would know how to deal with workplace violence as it happens and therefore, they are also able to reduce its impact to them and to the workplace in general. The prevention of workplace violence must always begin with the planning stage. Moreover, as is common with other risks, it seems easier to convince managers to highlight the problem after violent acts have taken place, rather than to get these individuals to act even before something has happened (Rugala and Isaacs, 2002). The decision to make advance plans is actually more complicated to carry out; however it is more rational. This is because the managers and supervisors would be able to identify the potential dangers in the workplace and to prevent them from actually occurring; in effect, a better crisis management can be implemented if the supervisors have planned for it ahead of time (Rugala and Isaacs, 2002). In conceptualizing an effective workplace violence plan, important principles must be considered: support from the higher authorities; no one-size fits all strategy in the situation; plan must be proactive; plan must consider workplace culture, atmosphere, and management styles which exist in the workplace; planning requires expertise from different perspectives; manager must be more active in transmitting workplace violence policies to employees; and plan must be practiced in order to ensure easy implementation (Rugala and Isaacs, 2002). Such plan would then be used as basis for implementing the preventive measures for workplace violence. Security survey and measures can also be carried out on employees in order to determine their ideas on the prevalence of and threat of violence in their workplace; such questionnaire can then be used to identify needs in the workplace, more particularly in the management of violence (Rugala and Isaacs, 2002). These surveys can be carried out regularly or when there are changes in operations; they may also be carried out after an incident or incidents of workplace violence has been seen. Such surveys would help identify possible threats or risks of violence in the workplace; it can also identify areas where the risk may be highest (Rugala and Isaacs, 2002). These surveys would also give employees a chance to voice out their issues to the administration and to the managers, albeit indirectly. Security personnel must able be trained in the different ways they can manage violent acts or other incidents without such incidents escalating to more dangerous levels of violence (Rugala and Isaacs, 2002). Supervisors must also have an updated list of their employees at all times – as well as their behavior and their activities. This would help identify trends in their behavior which may imply possible manifestation of possible violence in the future (Rugala and Isaacs, 2002). Doing so would also help ensure that these employees are also all accounted for. Regular liaising with police authorities must be done by the security director in order to help ensure timely response to possible violent incidents in the workplace. Moreover, the physical layout of the workplace must be reviewed. Easier entrance and exits must be secured and the paths for the different employees must be mapped. In this layout, the following factors must be considered in order to ensure effective management of violence in the workplace: visibility; alarm signals or emergency phones; control of access; arrangement of work spaces; and adequate and marked escape routes (Rugala and Isaacs, 2002). A plan for evacuation must also be conceptualized and rehearsed with employees. This evacuation plan would include plans on how to get workers out of a building or office; it would also include plans on how to determine who has gone out or who is still left in the building or office; it would also include how and where these workers would assemble; and it would also include remedies in ensuring that the disabled (wheelchair bound, deaf-mute, blind) would be able to exit the premises safely (Rugala and Isaacs, 2002). These evacuation plans would help ensure that workers would be able to leave the building or the office immediately and safely in instances of workplace violence. It would also help ensure the safety of other workers who may not the direct recipient of the violent act or behavior. More often than not, violent acts come after threats are issued. These threats may have been explicit or they may sometimes be implicit or vague. In other instances, such threats may be observed by other individuals – implying possible breakout of violence in the near future (Rugala and Isaacs, 2002). However, they may be an off-handed remark of an employee which seems to imply threats to another co-worker. It is important for workers and for work supervisors to be able to detect such threatening and intimidating behavior – to evaluate them and to find ways to address them (Rugala and Isaacs, 2002). All measures to manage workplace violence must also include means to assess and manage threats in the workplace. Such measures would help ensure that the workers would know how to protect themselves while other plans are being implemented to manage the violence. It gives the worker a chance to reduce the impact of the violence as he waits for the appropriate remedies to be set in place. Conclusion The above discussion exemplifies the issue of workplace violence. This workplace violence has increased in the past several years and this trend is set to increase further in the years to come. These workplace violence incidents include harassment, intimidation, bullying, kicking, pushing, and similar violent acts. It may be committed by co-workers or it may also be committed by a third party within the work premises of an employee. There are various remedies to workplace violence which starts off with the planning stage. Such stage conceptualizes a plan for the management of workplace violence. This plan would be based on the possible risks of violence in the workplace. Other remedies include education and training of workers, clearing a path for exits in the workplace, establishing clear links with the police authorities, establishing anti-violence policies in the workplace, planning evacuation measures for workers, learning how to identify risky behaviors, securing counseling sessions for at-risk employees and for those already affected by workplace violence, and creating a safe and healthy working environment, among others. All these remedies help ensure that workplace violence is manageable and are adequately resolved before they escalate and before they reduce the quality of work within the corporation. Works Cited Alabama Cooperative Extension System. (2002). Understanding Workplace Violence: The Types. Retrieved 14 April 2011 from http://www.aces.edu/crd/workforce/publications/01-15-02-TypesofWorkplaceViolence.pdf Beverly Police Department (n.d). Preventing Workplace Violence. Retrieved 14 April 2011 from http://beverlypd.org/pdf/PRIVATE%20BUSINESS%20SAFETY%20TOPICS/PREVENTING%20WORKPLACE%20VIOLENCE.pdf Jacobs, J. (2000). Preventing Workplace Violence. Surgical Services Management, volume 6(5), pp. 42-46 Northwestern National Life Insurance (1993). Fear and Violence in the Workplace: A Survey Documenting the Experience of American Workers. Occupational Safety and Health Administration. (2002). What is Workplace Violence. Retrieved 14 April 2011 from http://www.osha.gov/OshDoc/data_General_Facts/factsheet-workplace-violence.pdf Ohio State University. (2006). Workplace Violence. Retrieved 14 April 2011 from http://ohioline.osu.edu/aex-fact/192/pdf/0192_1_86.pdf Rugala, E & Isaacs, A. (2002). Workplace violence: Issues in Response. Federal Bureau of Investigation. Retrieved 14 April 2011 from http://www.fbi.gov/stats-services/publications/workplace-violence Read More