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When Domestic Violence Turns into Workplace Violence: Organizational Impact and Response

JUDY M. VERSOLA-RUSSO State of Maryland Department of Health and Mental Hygiene, Baltimore, Maryland, USA

FRANK RUSSO Trappe, Maryland, USA

The purpose of this article is to briefly examine the literature on domestic violence entering the workplace. The crossing over of domestic violence into the workplace can make it difficult for law enforcement agencies to address and prevent violence in general. When everyone is impacted in some way, the respon- sibility to improve safety and well-being is shared among all. The success of that effort will depend on the actions managers and employees within the workplace take in establishing and enforcing workplace-violence training, policies, and programs in coordination with law enforcement agencies. Operational definitions will be reviewed. Workplace implications will also be discussed. In possible upcoming supplements to this article, vignettes and implications for future research may be presented.

KEYWORDS Domestic violence, intimate-partner violence, work- place violence, law enforcement, employment

Domestic violence, like many other acts of violence, takes place in a variety of settings. The violence does not end in the home. It often spills over into the workplace, compromising the safety of both victims and coworkers and results in lost productivity, increased absenteeism, and increased attrition. As the violence shifts settings, like all violent crime, workplace violence then sends shock waves that go beyond a particular victim. It damages trust, community, and the sense of security every worker has a right to feel while at work. This invasion can make it difficult for law enforcement agencies to address and prevent violence in general.

Address correspondence to Judy Versola-Russo, 29635 Ferry Point Drive, Trappe, MD 21673. E-mail: j [email protected]

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Essentially, everyone loses when a violent act takes place. When ev- eryone is impacted in some way, the responsibility to improve safety and well-being is shared among all. The success of that effort will depend on the actions managers and employees within the workplace take in establishing and enforcing workplace-violence training, policies, and programs in coor- dination with law enforcement agencies. This paper will discuss domestic violence in the workplace. Current operational definitions will be presented, and current literature will be reviewed. In possible upcoming supplements to this article, vignettes and implications for future research will be discussed.

DEFINITIONS

For purposes of this discussion, the following terms will be defined as fol- lows.

Abuser: A person who perpetrates a pattern of coercive tactics, which can include physical, psychological, sexual, economic, and emotional abuse against an adult intimate partner, with the goal of establishing and maintain- ing power and control over the victim.

Domestic Violence: A pattern of coercive tactics, which can include phys- ical, psychological, sexual, economic, and emotional abuse perpetrated by one person against an adult intimate partner, with the goal of establishing and maintaining power and control over the victim; abusive behavior in which a person intends to establish and maintain power and control over another person with whom he or she has, or has had, a significant personal relationship. Power and control are exerted through physical, sexual, psy- chological, and or economic means. Examples of domestic violence include, but are not limited to:

• intimidation, • threats to cause harm, • verbal harassment, • disorderly conduct, • crimes against property, • violation of an ex parte or protective order, • display or discussion of weapons, • homicide, • assault, • rape, and • stalking.

Intimate-partner violence (IPV): Includes persons legally married to one another; persons formerly married to one another; persons who have a child in common, regardless of whether such persons are married or have lived

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together at any time; couples who live together or have lived together; or persons who are dating or who have dated in the past, including same-sex couples.

Victim: The person against whom an abuser directs coercive and/or violent acts.

Workplace Violence: Any physical assault, threatening behavior, or ver- bal abuse that occurs in the work setting. This may be where an employee performs any work-related duty, either permanent or temporary.

INTERFERENCE AT WORK

Job interference tactics identified in the literature reviewed fall into two pri- mary categories: work disruption and work-related stalking. Raphael (1995, 1996) asserted that work disruption consists of tactics employed by the abuser primarily in an effort to prevent the victim from reaching the work- place either on time or at all. Particularly, results from a national 12-site welfare-to-work quantitative evaluation revealed several abusers’ methods used such as: sleep deprivation; refusing to care for children while par- ticipant went to work; hiding or destroying clothing, books, or car keys; assaulting the victim prior to work; turning off the alarm clock; cutting off participant’s hair; or preventing the victim from going to work.

The second tactic of job interference often used is stalking. Stalking is generally defined as the unwelcome and repeated harassing or threatening behavior directed at one individual (Tjaden & Thoennes, 1997; Westrum & Fremouw, 1998). Cupach and Spitzberg (2004) further noted that stalking may involve limited and indirect contact in the form of repeated harassing or threatening behavior. Additionally, stalking may involve more direct and physical contact.

When batterers exert control over victims’ employment or job opportu- nities, this is a form of victimization to intimidate their partners (McMillan & Gartner, 1999). The abuser may expand his violent behavior toward other employees even after the victim has resigned (Felblinger & Gates, 2008). It is possible that the abuser is trying to control the situation and anyone even remotely connected with the victim.

Most people are exposed to at least one violent incident or life- threatening situation during the course of their lives (Ozer, Best, Lipsey, & Weiss, 2003). Not everyone copes with these events in the same way. Some people have found that they suffer from acute distress and are unable to recover.

A violent event at work can have long-lasting effects. An act of violence can, undoubtedly, be very traumatic for the employees who are directly involved in the incident. The victim may be absent from work, or may be assigned to different responsibilities, and other coworkers must take on those

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duties, while offering assistance to the victim. While the victim may look to his or her coworkers for emotional support, the effects of that incident are still felt by those helping (Versola-Russo, 2005, 2006).

Swanberg, Logan, and Macke (2005) determined that there are four types of organizational costs associated with intimate-partner violence: production, medical, administrative, and liability costs. If an organization overlooks the impact associated with intimate-partner violence, it can cost the employer a substantial amount of money. In contrast various authors have asserted that when the social issue is addressed as a workplace issue, the social and economic costs can be significantly reduced (Friedman, Tucker, Neville, & Imperial, 1996; Pereira, 1995; Petty & Kosch, 2001).

Previous research points to lowered productivity as a result of intimate- partner violence. Subsequently, lowered productivity at the individual level results in an overall lowered productivity of the company, involving a lowered quality and/or quantity of organizational output (Zachary, 2000; Brownell, 1996; Chenier, 1998; Johnson & Indvik, 1999). IPV at the work- place does not just increase rates of absenteeism, but inflates medical costs. Bell, Moe, and Schweinle (2002) stated that the second prominent cost in- crease experienced by organizations because of partner violence occurs in the area of medical expenses. As a result, the physical and mental health ef- fects faced by intimate-partner-violence victims result in increased employee benefit costs, increased health-insurance premiums, and increased sick-leave expenditures.

McFarlane et al. (2000) advised that poor work performance, tardiness, and absenteeism may indicate an employee is experiencing IPV. Employers, including managers, supervisors, and occupational health workers, need to be aware of signs and symptoms of IPV. Additionally, educational programs and screening assessment for alerting staff to IPV (McFarlane et al., 2000) should be offered.

This improved awareness of indicators of IPV is helping to shape current policy to now intervene and prevent workplace domestic violence. A flexible and empathetic work environment that recognizes and strives to prevent IPV also fosters employees’ disclosure of IPV. Disclosure of IPV is the first step toward ending the violence. Once an employee discloses violence, a plan of care and safety can be made. The following information describes safety and worksite care plans for victims of IPV:

• Referrals to health-care providers if the injuries sustained from the IPV are too serious to treat at the worksite.

• Referrals to the Employee Assistance Program (EAP) or mental health providers specializing in IPV care.

• Referrals to the criminal justice system to assist employees in filing assault charges against the abuser and/or apply for a protection order.

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• Referrals to community agencies that assist victims of IPV (i.e., battered women’s shelters, women’s centers).

• Referral to the human resources department to assist employees in securing their financial status in the event abusers attempt to jeopardize benefits such as health-care insurance coverage or electronic banking.

• Alerting coworkers and security personnel about the potential for stalking and harassment by the abuser so appropriate reports can be made. (This is especially important if the woman has a protection or restraining order against the intimate partner.)

• Allowing an abused employee time off to attend to the referrals listed above.

Additionally, company-wide educational efforts are essential to alert all employees to the signs of domestic violence. Routine articles in the com- pany newsletter, brown bag luncheons, and readily available brochures and referral information can provide a climate of awareness. Making employees aware of company policies and procedures if violence occurs is an essential part of employee emotional well-being (McFarlane et al., 2000).

According to the Corporate Alliance to End Partner Violence (2005), when companies prominently display workplace safety information, hold safety classes, and regularly include safety information in meetings and em- ployee newsletters pertaining to intimate-partner violence, employers may experience increased reporting of such situations, leading to a safer work- place. By providing a sanctuary through visibly demonstrating employers care about employees and the issue of domestic violence, employers pro- vide emotional safety for abused employees (Katula, 2006). Katula noted that the following guidelines should be used when asking employees about the existence of a domestic violence situation:

• Provide a safe and private place. • Ask questions without judging. • Listen and believe. • Express concern for safety. • Reassure victims it is not their fault. • Offer continued support, as leaving these situations takes time. • Express admiration for their courage.

CREATING A TASK FORCE

A workplace domestic-violence task force can implement the suggested initiatives through key members of the organization. The team members can include personnel from the human resources division, employee assistance, and quite possibly a domestic-violence survivor who can provide further

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insight. The task force must address education, workplace policies, federal and state laws, local resources, and the best ways to disseminate information.

TRAINING AND EDUCATION

Training needs to address the basic dynamics of domestic violence so that employees are not retraumatized by inappropriate interventions. Employee assistance personnel should receive more extensive training than front-line managers. Managers should be educated to the signs of abuse, approach- ing employees with concerns while maintaining a professional boundary, and providing referrals. Employees should be given proactive and reactive information. Such information should be presented to the victim in a safe environment when they are ready to receive it.

WORKPLACE POLICIES

According to the Corporate Alliance to End Partner Violence (2005), only 5% of U.S. companies have domestic violence policies. The remaining 95% are vulnerable to lack of direction, legal issues, and employee-team problems related to domestic violence. Workplace-violence policies and procedures provide clear direction to managers, security personnel, and others involved in intervening with employees who are involved in intimate-partner vio- lence. Domestic-violence policies and procedures should comply with local, state, and federal laws and maintain confidentiality as well as a safe work environment.

Overall, domestic violence is a very well-documented workplace con- cern. The current knowledge about employers’ responses to intimate-partner violence is widening. This increase in awareness and efforts to improve the workplace setting can help to decrease the occurrence of intimate-partner violence. Administration can participate in the development and implementa- tion of policies and procedures in an effort to raise awareness and the impact that it has on the organizational structure, as well as on other employees.

FINAL NOTES AND FUTURE DIRECTIONS

While organizational policies are now underway to help support the victim as well as to prevent intimate-partner violence in the workplace, there are still new directions to pursue. Do some states offer some type of financial protection such as unemployment insurance if job loss is associated with partner violence, or require employers to educate supervisors and managers about intimate-partner violence, as it relates to the workplace? Do some

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states have the provision that allows employees to file a domestic-violence order that prevents the perpetrator from entering the workplace? How will these affect law enforcement policies and procedures? Future research that investigates how victims can be protected in some capacity would be ben- eficial. Additionally, organizations in general need to become familiar with and incorporate law enforcement protocol into their fundamental workplace practices for employee safety.

REFERENCES

Bell, M., Moe, A., & Schweinle, W. (2002). Partner violence and work: Not just a domestic issue. Academy of Management Best Papers Proceedings, pp. 1–27.

Brownell, P. (1996). Domestic violence in the workplace: An emergent issue. Crisis Intervention, 3, 129–141.

Chenier, E. (1998). The workplace: A battleground for violence. Public Personnel Management, 27(3), 557–568.

Corporate Alliance to End Partner Violence. (2005). Workplace statistics. Re- trieved February 27, 2009, from: http://www.caepv.org/getinfo/facts stats. php?factsec=3

Cupach, W., & Spitzberg, B. (2004). The dark side of relationship pursuit: From attraction to obsession to stalking. Mahwah, NJ: Lawrence Erlbaum.

Felblinger, D. M., & Gates, D. (2008). Domestic violence screening and treatment in the workplace. AAOHN Journal, 56(4), 143–150.

Friedman, L. N., Tucker, S. B., Neville, P. R., & Imperial, M. (1996). The impact of domestic violence on the workplace. In G. R. VandenBos & E. Q. Bulatao (Eds.), Violence on the job: Identifying risks and developing solutions (pp. 153–161). Washington, DC: American Psychological Association.

Johnson, P. R., & Indvik, J. (1999). The organizational benefits of assisting domesti- cally abused employees. Public Personnel Management, 28(3), 365–373.

Katula, S. (2006). Domestic violence in the workplace—Part II: Employers’ response. Professional Practice, 54(8), 341–344.

McFarlane, J., Malecha, A., Gist, J., Schultz, P., Willson, P., & Fredland, N. (2000). In- dicators of intimate partner violence in women’s employment. AAOHN Journal, 48(5), 215–220.

McMillan, R., & Gartner, R. (1999). When she brings home the bacon: Labor-force participation and the risk of spousal violence against women. Journal of Mar- riage and the Family, 61, 947–958.

Ozer, E. J., Best, S. R., Lipsey, T. L., & Weiss, D. S. (2003). A cognitive model to explain gender differences in rate of PTSD diagnosis. Brief Treatment and Crisis Intervention, 5(3), 290–299.

Pereira, J. (1995, March 2). Employers confront domestic abuse. Wall Street Journal, p. B1.

Petty, R. A., & Kosch, L. M. (2001). Workplace violence and unwanted pursuit: From an employer’s perspective. In J. A. Davis (Ed.), Stalking crimes and victim protection (pp. 459–485). Washington, DC: CRC Press.

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Raphael, J. (1995). Domestic violence: Telling the untold welfare-to-work story. Chicago: Taylor Institute.

Raphael, J. (1996). Prisoners of abuse: Domestic violence and welfare receipt. Chicago: Taylor Institute.

Swanberg, J. E., Logan, T. K., & Macke, C. (2005). Intimate-partner violence, em- ployment, and the workplace. Trauma, Violence, & Abuse, 6(4), 286–312.

Tjaden, P., & Thoennes, N. (1997). Stalking in America: Findings from the National Violence Against Women Survey. Denver, CO: Center for Policy Research.

Versola-Russo, J. M. (2005). Vicarious victims of trauma: A literature review. Journal of Police Crisis Negotiations, 5(2), 59–80.

Versola-Russo, J. M. (2006). Workplace violence: Vicarious trauma in the psychiatric setting. Journal of Police Crisis Negotiations, 6(2), 79–103.

Westrum, D., & Fremouw, W. J. (1998). Stalking behavior: A literature review and suggested functional analytic assessment technology. Aggression and Violence Behavior, 3(3), 255–274.

Zachary, M. K. (2000). Labor law for supervisors: Domestic violence as a workplace issue. Supervision, 61(4), 23–26.

AUTHORS NOTE

Judy M. Versola-Russo, PsyD, is a psychologist in the Maryland Department of Health and Mental Hygiene. She has worked in the forensic mental health field for over ten years. She has also published several articles on workplace violence and vicarious trauma.

Frank Russo is an 18-year law enforcement veteran in the state of Mary- land and a graduate of Seton Hall University. He has focused on domestic family violence and the needs of its victims throughout his career.