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Understanding and Preventing Violence in the Workplace

Posted by Buffy on: Friday 7 December 2001

By Karin
In May of 1995, the Workplace Violence Research Institute (WVRI) released figures regarding violence in the workplace. The WVRI estimates that every workday 16,400 threats are made, 723 workers are attacked, and 43,800 are harassed. The National Institute for Occupational Health and Safety further postulates that an average of 20 workers are murdered each week and 1 million workers are assaulted annually in the United States.

INTRODUCTION


In May of 1995, the Workplace Violence Research Institute (WVRI) released figures regarding violence in the workplace. The WVRI estimates that every workday 16,400 threats are made, 723 workers are attacked, and 43,800 are harassed. The National Institute for Occupational Health and Safety further postulates that an average of 20 workers are murdered each week and 1 million workers are assaulted annually in the United States. The problem of violence in the workplace is one that employers and employees alike cannot afford to ignore. Violent acts occurring in the workplace are becoming more and more common, costing employers time, money and resources. Understanding and preventing workplace violence will avert needless catastrophes and save businesses billions of dollars.

In order to fully explore methods of preventing violence in the workplace, employers should consider three factors. First, what constitutes violence in the workplace and how big is this problem? Second, what are the ramifications of violence in the workplace? Third, how can employers prevent, diagnose, and respond to violence in the workplace?


DEFINITIONS

Workplace Violence and Domestic Violence

The first step in understanding workplace violence is to define workplace violence and domestic violence (as it relates to the workplace.) The National Institute for Occupational Safety and Health (NIOSH) is charged with the task of assuring safe and healthful working conditions for every working person and preserving human resources. (Occupational Safety and Health Act of 1975, Public Law 91-596) In a Current Intelligence Bulletin (CIB) issued by the NIOSH (CIB #557, July 1996), workplace violence is defined as “violent acts, including physical assaults and threats of assault, directed towards persons at work or on duty.” This includes, but is not limited to, bodily injury, and any language or behavior that is considered harassing or threatening that makes a person feel uncomfortable in the workplace. These acts can be as subtle as verbal intimidation or as shocking as homicide, and include domestic violence as it relates to the workplace. Domestic violence is defined as “all acts of physical and psychological violence, including harassing or intimidating behavior, that occur as part of personal relationships such as marriages or other intimate relationships.” This includes spousal abuse and abuse among interpersonal relationships, as well as sexual and physical abuse of children and/or the elderly or the infirm.

Workplace violence can result from domestic violence. An employee who is a victim of domestic violence will usually exhibit signs of domestic violence, which in turn may lead to a loss of productivity at work, absences from work and heightened anxiety levels at work. Domestic violence situations can often lead to violent acts committed against the employee at the employee’s workplace. This can cost employers time, money and resources when ignored, in addition to creating an unsafe environment at work for the employee. American society tends to look the other way when witnessing domestic violence or signs of domestic violence. Not only is this morally unacceptable, but it is also irresponsible. Employers who chose to ignore domestic violence affecting their employees are setting the stage for potential workplace violence, loss of productivity, lower employee morale, and financial losses.

Unfortunately, when an employee is involved in domestic violence, the victimizer can count on work being the one dependable place that the victim can be found. Typically, victims of domestic violence feel that they have little control over their lives and will often seek solace in the reliability of work. This creates a situation in which victims are more at risk while working. Franscescia La Rose was an employee at State Mutual Life Insurance when she was dealing with domestic violence issues with her ex-boyfriend. She took out a restraining order in an effort to protect herself, and informed her employers of her concerns and of her restraining order. Unfortunately, her employers failed to take the necessary security precautions, and her ex-boyfriend was able to enter her workplace and shoot her to death. La Rose’s family sued State Mutual Life Insurance for their lack of appropriate security. The case settled for $350,000. Had La Rose’s employers recognized the threat La Rose felt her ex-boyfriend posed, and taken proper security measures, her death could have been prevented.

A more widely publicized form of workplace violence occurs between employers and employees. Newspapers and television shows alike broadcast these events, leading to the misconception that these are the most common occurrences of workplace violence. “US Postal Service Employee Shoots and Kills Supervisor.” “Four Managers Killed at LA Business.” “Employee Kills Three, Injures Four at Manufacturing Plant.” All of these deaths could have been prevented had employers taken the time to educate themselves and their employees and institute security measures.

According to the US Department of Justice, Bureau of Statistics, from 1992 until 1996, strangers committed 59.6% of all acts of workplace violence. People with whom the victim had a relationship committed 36.7% of workplace violence incidents. This demonstrates the need for employers to recognize both aspects of workplace violence, those committed by strangers and those committed by someone with whom the victim had a prior relationship, typically related to domestic violence outside the workplace.

Victim/Offender Relationship
of Victims of Workplace Violence

Intimate 0.90%
Other Relative 0.50%
Acquaintance 35.30%
Stranger 59.60%
Unknown 3.60%

US Department of Justice, Bureau of Statistics



DATA SECTION

Incidents of Workplace Violence

The table below shows the number of incidents of workplace violence for four years, from 1992 until 1996.

Approximate Number of Violent Victimisations 1992-96
table form adapted


Retail Sales 300,000
Law Enforcement 250,000
Teaching 150,000
Medical 150,000
Mental Health 75,000
Transportation 75,000
Private Security 50,000


This information includes only occupations with the highest number of assaults. In further analyzing this data, the persons most at risk within these occupations are as follows:

· Retail Sales – Convenience or liquor store employees
· Law Enforcement & Private Security – Police Officers
· Teachers – Junior High School Teachers
· Medical – Nurses
· Mental Health – Professionals
· Transportation – Bus Drivers

Of these incidents, simple assault was the most commonly occurring act of workplace violence, with a total of 1.5 million assaults per year. In addition, 51,000 rapes and sexual assaults and 84,000 robberies were also committed.

Legal and Moral Ramifications

Employers need to be concerned with the moral and legal ramifications of workplace violence. Inadequate security and negligent hiring, firing and supervision practices combine to create a legally and morally neglectful atmosphere for employees, opening doors to potential violence ending in litigation and public outcry leading to lost sales and lack of support for businesses. An employer who is educated on the proper methods of preventing workplace violence creates an atmosphere that is both safe and free from reprehension.

The Occupational Safety and Health Administration Standards require employers to “furnish to each of its employees, employment and a place of employment that are free from recognized hazards that are causing or are likely to cause death or serious physical harm.” Originally, these standards were not designed to cover the ramifications of workplace violence. However, the Occupational Safety and Health Administration is developing guidelines to deal with workplace violence. In addition, the General Duty Clause of Occupational Safety and Health Act of 1970, allows employers to be cited in violation of the law if there is a recognized hazard of workplace violence and employers do not prevent it. As in the case above, regarding Franscescia La Rose, failure to deal with recognized hazards can lead to violence resulting in costly litigation.

Financial Loss

In addition to the moral and legal obligations employers have to provide a safe environment for their employees, employers should be concerned with the issue of financial losses resulting from violent acts within their company. In 1994, the US Department of Justice, Bureau of Statistics estimated that workplace violence cost about a half million employees 1,751,100 days of work, resulting in over $55,000,000 in lost wages annually. In 1995, the WVRI released figures estimating an annual loss of $36 billion for American businesses. This calculation included lost productivity, loss of life, injuries, counseling, legal fees, court awards, and management time spent dealing with crisis. In 1998, Business Finance Magazine published the following list in an effort to help businesses assess and understand the many financial ramifications of workplace violence.

Calculating the Cost of Workplace Violence

1.Workers' compensation claims for both the injured and any other employees who witnessed or were traumatized by the violent incident.
2.Increase in medical claims for stress-related illnesses, as well as psychological counseling for all employees after a violent incident.
3.Management time taken up by managers' involvement in dealing with the press, meetings to help plan the company's reaction to a violent incident, meetings to help get the company back to normal, and other activities tied to a violent incident.
4.Lost time and absenteeism following a violent incident.
5.Loss of productivity in the wake of a violent incident.
6.Litigation costs.
7.Lost sales, which can occur if a company must close its site for a period of time after a violent incident and if customers cancel orders or postpone purchases in the wake of bad publicity.
8.Negative publicity, which is hard to quantify but can have a residual effect on the company.
9.The company's reactive mode. In the wake of a violent incident, companies tend to go overboard when putting in programs to prevent a recurrence of workplace violence. These costs can include consultants' time, training programs, enhanced security and improved safety procedures.

Considering the magnitude of this problem, employers should become proactive rather than reactive in dealing with violence in the workplace. Steps should be taken to decrease the risk of workplace violence, insuring the safety of all employees and reducing the financial losses resulting from workplace violence. Employers can successfully reduce workplace violence by implementing a prevention program and increasing security measures.


PREVENTION

The first step in decreasing workplace violence is to institute a prevention program. First and foremost, employers must assess current conditions. Are employees properly screened when hired? What firing practices are in place? Do employees have access to confidential help when needed? Is there a crisis response plan for dealing with incidents? By looking at these questions, employers can determine what they need to do to help prevent workplace violence.

Hiring

Appropriate hiring practices can eliminate the potential for workplace violence. When hiring an employee, proper screening is mandatory. Before hiring someone, be sure to verify all information given on resumes and employment applications. Another option for employers is to run background checks to search for previous criminal convictions. Many employers require two on-site interviews when screening applicants, allowing interviewers the opportunity to ask open-ended questions about previous jobs and experiences. If an applicant has lied on their resume or employment application, this is a good opportunity to verify the given information. Applicants who have lied on their application or resume will oftentimes have difficulty answering questions regarding that information. Also, inform all potential employees that random drug tests and background investigations are mandatory. Once hired, employees should be made familiar with company guidelines and policy. Policies should be in place emphasizing zero tolerance of threats, harassment, intimidation and possession of weapons on premises. Many employers fail to state consequences for improper behavior. Making consequences clear to all employees sends the message to them that the company is serious about upholding their guidelines and policies, often eliminating inappropriate behavior.

Firing

The most common catalyst of workplace violence in employees is the termination process. It is important to make the employee feel that he or she is still in control. Employers can do this by offering written separation agreements to the employee eliminating concerns regarding the reason for termination. If possible, the Human Resources department should speak to the employee regarding termination, and opportunities for the employee to discuss and understand their termination should be made available. Involving the employee in the termination process allows them to feel some control over the situation, reducing the risk of workplace violence resulting from poor termination processes.

Employee Assistance Programs

Another step employers can take to reduce workplace violence is to implement a confidential employee assistance program. This type of program should be offered to all employees free of cost and should be confidential. Employees are typically uncomfortable talking to the human resource department for fear of lack of confidentiality. Employees who have confidential resources available to them will be more likely to use them when dealing with problems such as drug or alcohol abuse, domestic violence, concerns about co-workers behavior, or issues with their employer. Giving employees an outlet for discussing their problems or concerns, and offering other resources to them such as domestic violence prevention organizations, drug or alcohol rehabilitation and conflict resolution, can often prevent problems from escalating.

Training

The last step in preventing workplace violence is to implement training programs and crisis response plans. All employees should be required to attend a workplace violence prevention seminar. Materials for this are available online through the United States Department of Health and Human Services. There are also many reputable companies available for hire that offer these seminars. Typically, workplace violence prevention seminars include the following information:

1) Facts about workplace violence
2) Definitions and examples of workplace violence
3) How to recognize and address the problem of workplace violence


In addition to educating employees, companies need to implement crisis response plans. Employees should know what to do if they witness or are a victim of workplace violence. Emergency numbers should be clearly posted, including local domestic violence organizations, police and fire departments, security personnel contacts and supervisor information. Often companies simply add to the emergency plans already in effect for natural disasters. However, the best laid plan is not effective if it is not practiced and updated as needed. Employers should make every effort to keep numbers updated and practice emergency procedures on a regular basis with their employees. Familiarity with crisis plans will eliminate confusion if a crisis occurs.

CONCLUSION

Summary of Findings

Workplace violence is too great an issue to ignore. The threat of violence at work is widespread. Incidents of workplace violence create an unhealthy working atmosphere and threaten financial stability. Companies who fail to recognize the need for workplace violence prevention programs and neglect to implement proper strategies for coping with workplace violence face public outcry, litigation, and financial losses. With an estimated annual loss of over $36 billion, companies can no longer afford to look the other way. Morally, legally and financially, companies face disaster when ignoring workplace violence.

Recommendations

In assessing the current situation nationwide regarding the growing number of incidents of workplace violence, it is unwise for businesses to continue ignoring the problem. Proper prevention strategies must be implemented to not only save lives, but also insure the continued financial success of employers. Free materials are available through the United States Department of Health and Human Services to educate employers and employees on how to recognize and avert workplace violence. There are also many companies nation-wide who specialize in workplace violence prevention seminars. Proper training, appropriate company policies and adequate security will all help to eliminate workplace violence. There is no excuse for employers to ignore this problem, and every reason for them to institute programs and policies to prevent acts of violence in the workplace.





APPENDIX


Workplace Violence

An Employees Guide to
Understanding and Preventing
Violence in the Workplace

An Overview

· Definitions
· Types
· Examples
· Recognizing
· What to do
· After the fact

What IS Workplace Violence?

· A verbal, written or physically aggressive action which is intended to control or cause, or is capable of causing, death or serious bodily injury to oneself or others, or damage to property.

· Workplace violence includes abuse of authority, intimidating or harassing behavior or threats.

Categories of Workplace Violence

· Employer Directed Violence
· An employee displays violence towards a co-worker, manager, or employer.

· Domestic Related Violence
· An employee is a victim of domestic violence that can potentially cause him or her harm at work.

· Property Directed Violence
· An employee intentionally destroys company property.

· Commercial Directed Violence
· An employee perpetrates a theft of money or property, involving violence in the theft.

Examples of Workplace Violence

· Bombings
· Shootings
· Hitting
· Fighting
· Screaming
· Threats
· Harassing
· Stalking
· Equipment or Building Sabotage

Recognizing Workplace Violence

· Early Warning Signs

· Refusal to cooperate
· Argumentative
· Belligerent
· Unwanted sexual advances

· Escalation of Situation

· Verbalizes desire to hurt self or others
· Sends threatening or overly sexual mail
· Feels victimized by employer or co-workers

· Danger Level

· Displays intense anger
· Recurrent threats of suicide
· Physical fights
· Displays or brags about weapons

What To Do When You Are Concerned!

· Observe and document incidents or concerns

Workplace Violence Incident Report



Date: _____ Type of Incident __ Verbal __ Written __ Property __

Concern

Subjects Name: ____________________ Position: ___________________

Contact information for subject ___________________________________

Where did the incident take place? _________________________________

Describe the incident: _____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________

Others involved in incident: _____________________________________________________________
_____________________________________________________________

Contact information for others involved: _____________________________________________________________
_____________________________________________________________

Do you wish to be contacted regarding resolution to or actions taken regarding this incident? __ Yes __ No

How may we contact you? _______________________________________





What To Do When You Are Concerned!

· Observe and document incidents and concerns
· Report incidents and concerns to your supervisor or workplace violence contact


What To Do When You Are A Witness To Workplace Violence!

· Immediately contact emergency officials
· Secure your safety and the safety of those around you
· If possible, leave the area

What To Do When You Are Involved In Workplace Violence!

· Set ground rules with person who is
· exhibiting violent behavior
· Get others away from person, and avoid an audience
· Remain calm, speak slowly and softly
· Ask the person questions, such as:

· “What can I do to help you?”

· Offer the person choices to improve the situation that is angering them

After the Fact – What You Can Expect to Feel After a Violent Incident

· Shock
· Intense emotions such as anger, terror or grief
· Closure

· Understanding the situation
· Reconciliation of emotions
· Ability to function

What You Have Learned

· Workplace violence is any act that is violent or threatening to yourself or others
· There are many different types of workplace violence

· Violence towards a person
· Violence towards property



· Document any and all incidents of workplace violence
· Contact emergency personnel and supervisors
· Insure safety of yourself and others
· Help to diffuse situations
· Workplace violence incidents are traumatic.
· Expect to have some psychological reactions.
· Seek help in dealing with these feelings if necessary.

Where to Get More Information

· United States Department of Health and Human Services
· Workplace Violence Research Institute
· Local Domestic Violence Organizations






-------------------------
References

Business Finance. Calculating the Cost of Workplace Violence. June 1998.

Gatekeeper Safety: How to Deal With Unwanted Visits, Calls & Letters. Safeco Corporation and Threat Assessment Group, Inc., March 1999.

_______________ Personal Interview. January 2000.

Rosenberg, Karen. “Job Security? Combating domestic violence in the workplace.” Metropolitan Living Oct. 1999: 22-25

State of Washington. King County District Court. Law Enforcement Information. Washington: June 1998.

- - - . Petition for an Order for Anti-Harassment. Washington: June 1998

- - - . Order for Anti-harassment. Washington: February 1991.

- - - . Temporary Anti-harassment Order and Notice of Hearing. Washington: June 1998.

United States. Department of Health and Human Services. Current Intelligence Bulletin 557: Violence in the Workplace. July 1996.

- - - . Understanding and Responding to Violence in the Workplace. March 1997.

- - - . Understanding and Responding to Violence in Workplace – The Action Guide.
October 1998.

United States. Department of Justice, Bureau of Statistics. Workplace Violence 1992 – 1996. July 1998.

United States. National Institute for Occupational Safety and Health. Violence in the Workplace. July 1996. < http://www.cdc.gov/niosh/homepage.html>

Workplace Violence Research Institute. Articles. 1998.





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