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Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
Bullying And Workplace Violence
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Bullying And Workplace Violence

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Bullying in the workplace is interpersonal aggression and is a major social problem which can lead to more violent acts such as assault and homicide. Bullying also is a form of emotional or …

Bullying in the workplace is interpersonal aggression and is a major social problem which can lead to more violent acts such as assault and homicide. Bullying also is a form of emotional or psychological harassment that can cause long term mental health problems for the targeted employee.

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  • Parents may not be fully aware of the kind of problems that a child can suffer as a result of bullying, so it is important that they become involved and keep their children safe as possible.As a way of helping everyone especially the parents, who still find it quite hard to manage issues like this, I found this great application which featured a safety app which gets me connected to a Safety Network or escalate my call to the nearest 911 when needed, it has other cool features that are helpful for your kids with just a press of a Panic Button. #SafekidZone, Check it here:http://bit.ly/1026trz
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  • I am Dr. Janet Parker DVM, and I am the creator of this slide show. Please do not use this slide show it has been compromised by a computer hacker. Please instead download from my slideshare site. There are also supporting documents and other newsletters and brochures.

    http://www.slideshare.net/MedicalWhistleblower

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  • [Bureau of Justice Statistics 2001]. Liberty Mutual,in its annual Workplace Safety Index, cites“assaults and violent acts” as the 10th leadingcause of nonfatal occupational injury in 2002,representing about 1% of all workplace injuriesand a cost of $400 million [Liberty Mutual 2004]. During the 13-year period from 1992to 2004, an average of 807 workplace homicidesoccurred annually in the United States,
  • Today more than 5 million U.S. hospital workers from many occupations perform a wide variety of duties. They are exposed to many safety and health hazards, including violence. Recent data indicate that hospital workers are at high risk for experiencing violence in the workplace. According to estimates of the Bureau of Labor Statistics (BLS), 2,637 nonfatal assaults on hospital workers occurred in 1999-a rate of 8.3 assaults per 10,000 workers. This rate is much higher than the rate of nonfatal assaults for all private-sector industries, which is 2 per 10,000 workers. Workplace violence ranges from offensive or threatening language to homicide. NIOSH defines workplace violence as violent acts (including physical assaults and threats of assaults) directed toward persons at work or on duty. These circumstances of hospital violence differ from the circumstances of workplace violence in general. In other workplaces such as convenience stores and taxicabs, violence most often relates to robbery. Violence in hospitals usually results from patients and occasionally from their family members who feel frustrated, vulnerable, and out of control.
  • Violence may also have negative organizational outcomes such as low worker morale, increased job stress, increased worker turnover, reduced trust of management and coworkers, and a hostile working environment.
  • Criminal Intent - The perpetrator has no legitimate relationship to the business or its employee,and is usually committing a crime in conjunction with the violence.These crimes can include robbery, shoplifting, trespassing, and terrorism.The vast majority of workplace homicides (85%) fall into this category.II: Customer/client The perpetrator has a legitimate relationship with the business and becomesviolent while being served by the business. This category includescustomers, clients, patients, students, inmates, and any other group forwhich the business provides services. It is believed that a large portionof customer/client incidents occur in the health care industry, in settingssuch as nursing homes or psychiatric facilities; the victims are often patientcaregivers. Police officers, prison staff, flight attendants, and teachersare some other examples of workers who may be exposed to this kind ofWPV, which accounts for approximately 3% of all workplace homicides.III: Worker-on-worker The perpetrator is an employee or past employee of the business who attacksor threatens another employee(s) or past employee(s) in the workplace.Worker-on-worker fatalities account for approximately 7% of allworkplace homicides.IV: Personal relationship The perpetrator usually does not have a relationship with the business buthas a personal relationship with the intended victim. This category includesvictims of domestic violence assaulted or threatened while at work,and accounts for about 5% of all workplace
  • Transcript

    • 1. Bullying and Workplace Violence<br />Janet Parker, D.V.M.<br />Medical Whistleblower<br />P.O. Box C<br />Lawrence , KS 66044<br />MedicalWhistleblower@gmail.com<br />
    • 2. Bureau of Justice Statistics 2001 <br />1.7 million workers are injured<br /> each year during workplace assaults<br />Violent workplace incidents account for<br />18% of all violent crime in the United States<br />Each year 807 workplace homicides<br />
    • 3. 5 million U.S. hospital workers <br />Hospital workers - High Risk<br />2,637 nonfatal assaults on hospital workers occurred in 1999-a rate of 8.3 assaults per 10,000 workers. <br />Bureau of Labor Statistics (BLS)<br />
    • 4. Effects of Violence <br />Range in intensity and include the following:<br />Minor physical injuries<br />Serious physical injuries<br />Temporary and permanent physical disability<br />Psychological trauma<br />Death<br />
    • 5. Risk Factors<br />Volatile people - the influence of drugs or alcohol <br />History of violence or certain psychotic diagnoses<br />Working when understaffed-especially during meal times and visiting hours<br />
    • 6. Hospital Risk Factors<br />Long waits for service<br />Overcrowded, uncomfortable waiting rooms<br />Working alone<br />Inadequate security<br />Lack of staff training and policies for preventing and managing crises with potentially volatile patients<br />Drug and alcohol abuse<br />Access to firearms<br />Unrestricted movement of the public<br />Poorly lit corridors, rooms, parking lots, and other areas<br />
    • 7. Watch for signals<br />Verbally expressed anger and frustration<br />Body language such as threatening gestures<br />Signs of drug or alcohol use<br />Presence of a weapon<br />Evaluate each situation for potential violence when you enter a room or begin to relate to a patient or visitor.<br />
    • 8. Help Diffuse Anger<br />Present a calm, caring attitude.<br />Don&amp;apos;t match the threats. Don&amp;apos;t give orders.<br />Acknowledge the person&amp;apos;s feelings (for example, &amp;quot;I know you are frustrated&amp;quot;).<br />Avoid any behavior that may be interpreted as aggressive (for example, moving rapidly, getting too close, touching, or speaking loudly). <br />
    • 9. Typology of violence<br />I: Criminal intent85% of all homicides<br />II: Customer/client 3% of all homicides<br />III: Worker-on-worker - Worker-on-worker fatalities account for approximately 7% of all workplace homicides.<br />IV: Personal relationship - 5% of all workplace homicides<br />
    • 10. Barriers to Prevention <br />Denial, Lack of Teamwork<br />Lack of incentives or disincentives<br />Lack of Worker Empowerment<br />Lack of Awareness &amp; Policy<br />Lack of Information/Lack of Reporting<br />Lack of Communication/Training<br />Lack of Resources<br />
    • 11. How can people be so cruel?<br /> Across the land, away from the spotlight, a different kind of suffering goes on unnoticed - in homes, workplaces, schools, and universities. I am talking about intentional cruelty against other human beings, such as physical and emotional abuse, bullying, oppression and exploitation...<br />
    • 12. Workplace Bullying <br />Bullying is: <br />Persistent , unwelcome<br />Intrusive behavior of one or more individuals whose actions prevent others from fulfilling their duties<br />Hierarchical and can be traced to the top or near the top<br />Denial is the most common strategy employed by toxic managements<br />
    • 13. Purpose of Bullying <br />To hide the inadequacy of the bully <br />Has nothing to do with &amp;quot;management&amp;quot; or the achievement of tasks <br />Projection of Bully’s inadequacies onto others to distract and divert attention away from himself/herself<br />
    • 14. Tip of Iceberg <br />Misappropriation of budgets<br />Harassment<br />Discrimination<br />Breaches of rules, regulations, professional codes of conduct and health and safety practices<br />
    • 15. Common Denominator <br />The common denominator of harassment, discrimination, stalking and abuse<br />A harasser or discriminator focuses on race or gender or disability<br />Bullies focus on competence and popularity<br />
    • 16. Emotionally Immature<br />Seethe with Resentment and Anger <br />Jealousy and Envy <br />Pick on employees who are good at their job and popular with people<br />Crave attention and become resentful when others get more attention for their competence and achievements<br />
    • 17. Profile of a Bully<br />Compulsive lying<br />Dr. Jekyll and Hyde nature<br />High verbal facility<br />Charming <br />Capacity to deceive<br />Arrested level of emotional development<br />Compulsive need to control<br />
    • 18. Typical Outcomes for Target<br />Target is at least average, probably above average in job performance and yet……<br />Forced resignation<br />Unfair dismissal<br />Early or ill- health retirement whilst the bully is promoted<br />
    • 19. Tim Field’s Study in UK <br />12-50% of the workforce experience bullying <br /> 20% of cases from the education sector<br />12% are from healthcare <br />10% are from social services <br />6% from the voluntary / charity / not-for-profit sector.<br />
    • 20. Direct Costs<br />US $7-17 billion – even $44 billion<br />However 20% of employers still do not regard stress as a health and safety issue, instead preferring to see it as malingering.<br />
    • 21. Indirect Costs <br />Higher-than average staff turnover <br />Increased Absenteeism<br />Increased costs of staff cover <br />Increased administration costs<br />Loss of production and reduced productivity<br />
    • 22. Spreads like Cancer <br />Subtle in nature, bullying <br />Difficult to recognize <br />Excessive workloads <br />Lack of support <br />Climate of fear <br />High levels of insecurity<br />
    • 23. Psychological Trauma <br />Bullying is a form of psychological and emotional rape because of its intrusive and violational nature<br />Prolonged Bullying can cause Complex Post Traumatic Stress Syndrome<br />
    • 24. For Additional Information<br />The Workplace Bullying Institute, WBIFounded by Dr. Ruth Namie and Dr. Gary Namie<br />Bully on Line – Tim Fields website<br />
    • 25. Contact us <br />Dr. Janet Parker, D.V.M.<br />Medical Whistleblower<br />P.O. Box C<br />Lawrence , KS 66044<br />MedicalWhistleblower@gmail.com<br />

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