Workplace Violence
Workplace violence is described as “violent acts directed at someone at work or
on duty. For example, physical assault, threats, harassment, intimidation, and bullying all
qualify” (Mathis & Jackson, 2011, p. 491). Out of all the types of workplace violence, the
most prevalent is when an employee is violent towards another employee.
Violence occurring between workers or perpetrated by one worker against
another is referred to as co-worker violence. While the majority of
aggressive and violent incidents on the job come from co-workers (34%),
customer or client violence is nearly as prevalent (28%), and domestic
violence accounts for almost a fourth of all on the job violence [18].
(Menendez & Dillon, 2012, p. 16).
I have seen on multiple occasions at the organization where I work where there is
violence between coworkers. Most of the time when it starts out as minor it is swept
under the rug and hushed up as ‘just a little disagreement’ or ‘not that big of a deal’. My
concern however is that left untreated; these little spats could become something much
worse.
Worker-on-Worker (Type III) exists when an employee or prior employee
attacks or threatens another employee or prior employee in the workplace.
This type of workplace violence often occurs when disputes arise in the
workplace between employees or between supervisors and subordinates.
Employees who have lost their jobs because of some type of altercation
with another person within the organization may come back and become
violent. This type of workplace violence appears to be the most prevalent
(Bruce & Nowlin, 2011, p. 5).
Dealing with these situations starts with Human Resources and then extends to
every member of the organization. The first step is prevention, which is making sure
there is a policy in force that everyone must abide by. “Policies can identify how
workplace violence is to be dealt with in conjunction with disciplinary actions and
referrals to EAPs. Training of managers and others is an important part of successful
practice” (Mathis & Jackson, 2011, p. 493). Creating a supportive work environment
where there are policies in place to show that violence is not tolerated shows all
employees that safety is the utmost concern for the organization. “Developing a strong
safety culture is one way to help prevent and cope with potentially violent situations.
Implementing and communicating zero-tolerance policies and reporting procedures can
help foster a safety culture” (Kelloway & Calnan, 2012, p.22). Security programs also
need to be in place that protects employees from not only internal risk but also external
risk. Just in case something does happen, a crises management plan needs to be in place
of how to deal with it.
Polices however, are nothing without enforcing them. The next step is to develop
managers that have a mutual respect for their employees so that they care for them. This
will make it easier for managers to not only recognize the signs of a troubled employee,
but also help resolve conflict in a peaceful manner. “At the first sign of agitation,
swearing or shouting, employees should make it clear that aggressive behavior will not be
tolerated. Consequences for unacceptable behavior should be communicated” (Kelloway
& Calnan, 2012, p.22). Once a troubled employee is noticed, it would be the duty of the
manger or coworkers to provide and ensure counseling is available.
Once the program is set up within the company each of us has a responsibility to
help keep the workplace safe. It is the duty of human resource managers to ensure that
all employees, starting with management, are familiar with the policies in place and not
be afraid to report violations when they occur. Employees should report suspicious
people to their supervisors, be alert and aware of their surroundings at all times.
“Training for both employees and managers is also important in establishing a culture of
non-violence. Teaching individuals when to invoke the policies and procedures is key”
(Kelloway & Calnan, 2012, p.22).
Unfortunately, workplace violence is increasing and employers must take
measurers to protect their organization and employees. Employers should recognize their
risk prior to an incident occurring, educate all employees on procedures and enforce all
policies to the letter.
References:
Bruce, M. D., & Nowlin, W. A. (2011, Winter). Workplace violence: awareness,
prevention, and response. Public Personnel Management, 40(4), 293+. Retrieved
from http://go.galegroup.com.ezproxy.liberty.edu:2048/ps/i.do?id=GALE
%7CA277344234&v=2.1&u=vic_liberty&it=r&p=AONE&sw=w&asid=c51b4c8
b6af83a319e2d51a43f81c17b
Kelloway, E. K., & Calnan, K. (2012, March). Workplace violence. Nova Scotia Business
Journal. p. 22.
Mathis, R. & Jackson, J. (2011). Human resource management. Mason, OH:
Thomson/South-western.
Menendez, C., & Dillon, B. L. (2012). Workplace violence: Impact, causes, and
prevention. Work, 42(1), 15-20.
