Workplace violence is a phenomenon that can be experienced in many organizations. Every worker can be vulnerable to a kind or more of workplace violence. Employers have a role to protect employees from workplace violence before it happens and to make discussions with workers after any workplace violent incident. There must be some practices to ensure security in the workplace against violence.
The document discusses risk factors for violence in the workplace. It identifies individual risk factors like a history of violence or substance abuse issues. Environmental risk factors include hostile work environments and lack of employee input. Social factors include economic stress, perceived unfair treatment, and certain job characteristics like handling guns. Occupations at higher risk of violence are listed as healthcare workers, correctional officers, social workers, retail employees, and those with frequent public contact or who handle money.
The document summarizes workplace violence, including its causes, prevalence, and prevention. It discusses that an estimated 1 million Americans are victims of workplace violence each year, making it a serious problem. Common types of workplace violence include criminal acts, customer/client violence, and disputes between co-workers. The document outlines risk factors and warning signs of potential violence to help organizations address threats and ensure safety.
The document discusses various challenges faced by nurses in the workplace including workplace violence, staffing shortages, long working hours, and a lack of recognition. It also provides solutions to address these issues such as implementing positive work environments, improving teamwork, balancing workloads, and recruiting and retaining more staff. The document also outlines Indian laws related to occupational health and safety for nurses, including the National Policy on Safety, Health and Environment at Workplace from 2009 and various labor acts.
This document provides guidelines for developing a workplace violence prevention program, including defining workplace violence, recognizing risk factors, and outlining key elements of an effective program. It recommends conducting a risk assessment, implementing engineering and administrative controls, establishing an incident reporting system, providing education and training to all employees, and regularly evaluating the program. The goal is to help organizations reduce hazards and prevent workplace violence.
1) Workplace violence is a serious issue, with nearly 2 million Americans reporting being victims each year. It can take various forms, including criminal acts, violence by customers, violence by coworkers, and domestic violence incidents brought into the workplace.
2) There are several risk factors that can help identify potentially violent individuals, such as threats, past violent behavior, substance abuse issues, paranoid beliefs, obsession with weapons, and inability to handle criticism. Domestic violence is also a major workplace issue, with 1 in 4 female homicides at work committed by domestic partners.
3) Employers should adopt comprehensive workplace violence prevention programs, including clear zero-tolerance policies, emergency response plans, manager and employee training,
1. Workplace violence is any physical assault, threatening behavior, or verbal abuse occurring in the workplace and can include aggravated assault, sexual assault, product tampering, sabotage, and homicide.
2. The Center for Disease Control considers workplace violence to have reached epidemic proportions, with around 111,000 violent incidents and 50-1,000 homicides occurring in workplaces each year. It is the second leading cause of workplace deaths overall and the leading cause for female workers.
3. Potential causes of violent acts include disgruntled employees, domestic disturbances spilling into the workplace, and delusional persons who perceive some wrong against their organization. There is no set profile for perpetrators.
The document discusses workplace violence, defining it as physical assaults, threats, or verbal abuse occurring in any work setting. It states that workplace violence has reached epidemic proportions according to the CDC, with over 111,000 violent incidents and 750-1000 homicides annually. Common perpetrators are disgruntled employees or those dealing with domestic disputes or delusions. There are no definitive profiles but some potential indicators are laid out. The document recommends organizations prepare employees, implement humane policies, provide counseling and training, and develop response plans to address workplace violence.
This document provides information on workplace violence prevention and domestic violence. It defines workplace violence and discusses how domestic violence can impact the workplace. Statistics are presented showing domestic violence costs businesses billions annually due to issues like absenteeism and decreased productivity. The document outlines OSHA guidelines for preventing workplace violence and discusses an employer's legal responsibilities to provide a safe work environment. It emphasizes that violence is often predictable and stresses the importance of management being prepared through policies, training and providing resources to help victims of domestic violence.
The document discusses risk factors for violence in the workplace. It identifies individual risk factors like a history of violence or substance abuse issues. Environmental risk factors include hostile work environments and lack of employee input. Social factors include economic stress, perceived unfair treatment, and certain job characteristics like handling guns. Occupations at higher risk of violence are listed as healthcare workers, correctional officers, social workers, retail employees, and those with frequent public contact or who handle money.
The document summarizes workplace violence, including its causes, prevalence, and prevention. It discusses that an estimated 1 million Americans are victims of workplace violence each year, making it a serious problem. Common types of workplace violence include criminal acts, customer/client violence, and disputes between co-workers. The document outlines risk factors and warning signs of potential violence to help organizations address threats and ensure safety.
The document discusses various challenges faced by nurses in the workplace including workplace violence, staffing shortages, long working hours, and a lack of recognition. It also provides solutions to address these issues such as implementing positive work environments, improving teamwork, balancing workloads, and recruiting and retaining more staff. The document also outlines Indian laws related to occupational health and safety for nurses, including the National Policy on Safety, Health and Environment at Workplace from 2009 and various labor acts.
This document provides guidelines for developing a workplace violence prevention program, including defining workplace violence, recognizing risk factors, and outlining key elements of an effective program. It recommends conducting a risk assessment, implementing engineering and administrative controls, establishing an incident reporting system, providing education and training to all employees, and regularly evaluating the program. The goal is to help organizations reduce hazards and prevent workplace violence.
1) Workplace violence is a serious issue, with nearly 2 million Americans reporting being victims each year. It can take various forms, including criminal acts, violence by customers, violence by coworkers, and domestic violence incidents brought into the workplace.
2) There are several risk factors that can help identify potentially violent individuals, such as threats, past violent behavior, substance abuse issues, paranoid beliefs, obsession with weapons, and inability to handle criticism. Domestic violence is also a major workplace issue, with 1 in 4 female homicides at work committed by domestic partners.
3) Employers should adopt comprehensive workplace violence prevention programs, including clear zero-tolerance policies, emergency response plans, manager and employee training,
1. Workplace violence is any physical assault, threatening behavior, or verbal abuse occurring in the workplace and can include aggravated assault, sexual assault, product tampering, sabotage, and homicide.
2. The Center for Disease Control considers workplace violence to have reached epidemic proportions, with around 111,000 violent incidents and 50-1,000 homicides occurring in workplaces each year. It is the second leading cause of workplace deaths overall and the leading cause for female workers.
3. Potential causes of violent acts include disgruntled employees, domestic disturbances spilling into the workplace, and delusional persons who perceive some wrong against their organization. There is no set profile for perpetrators.
The document discusses workplace violence, defining it as physical assaults, threats, or verbal abuse occurring in any work setting. It states that workplace violence has reached epidemic proportions according to the CDC, with over 111,000 violent incidents and 750-1000 homicides annually. Common perpetrators are disgruntled employees or those dealing with domestic disputes or delusions. There are no definitive profiles but some potential indicators are laid out. The document recommends organizations prepare employees, implement humane policies, provide counseling and training, and develop response plans to address workplace violence.
This document provides information on workplace violence prevention and domestic violence. It defines workplace violence and discusses how domestic violence can impact the workplace. Statistics are presented showing domestic violence costs businesses billions annually due to issues like absenteeism and decreased productivity. The document outlines OSHA guidelines for preventing workplace violence and discusses an employer's legal responsibilities to provide a safe work environment. It emphasizes that violence is often predictable and stresses the importance of management being prepared through policies, training and providing resources to help victims of domestic violence.
Workplace Violence in America- By Richard GarrityRichard Garrity
Workplace violence has been a growing problem in America since the late 1980s. It includes physical assaults, threats, harassment, and other abusive behaviors that occur in work settings. The CDC collects statistics on workplace homicides and nonfatal assaults from sources like the Bureau of Labor Statistics. From 1992 to 2012, there were over 14,000 workplace homicide victims in the US, averaging over 700 per year. Nonfatal workplace violence also results in over 100,000 emergency room visits annually. While affecting all industries, certain occupations like sales, protective services, and transportation face higher risks.
This document outlines steps for establishing a workplace violence prevention program, including recognizing warning signs, establishing policies and plans, and providing training. It discusses the four types of workplace violence (criminals, customers, employees, and personal relations), common warning signs for each type, and strategies for prevention, reporting, and response policies and procedures. The overall goal is to create a safe and prepared work environment through hazard analysis, security practices, open communication, and addressing potential warning signs before violence occurs.
This document provides information about workplace violence in 3 paragraphs:
1) It begins by sharing statistics on workplace violence, including that 15-40% of people report abusive or bad behavior at work, and between 1-2 million violent crimes occur annually at US workplaces. 80% are aware of victims and 20% feel daily fear. There were over 600 workplace homicides in 2007.
2) It then discusses potential perpetrators, with co-workers responsible for 44% of incidents, customers 24%, strangers 20%, managers/supervisors 7%, and former employees only 3%.
3) Causes of workplace violence are discussed, such as breakdown of personal support systems, personal factors like substance abuse or aggression,
This document provides information and training on preventing violence in the workplace, including identifying early warning signs in employees' behavior, personality traits, and communication. It outlines types of workplace violence, risk factors, and safety tips, as well as conducting a pre-test, post-test, and definitions. The goal is to help managers recognize signs of potential violence and take appropriate actions to ensure safety.
The document discusses workplace violence and security. It notes that workplace violence is the second leading cause of death in the workplace overall and the leading cause of death for females. It provides profiles of potential perpetrators of workplace violence such as problem employees with a history of violence, substance abuse issues, or an obsession with guns. The document recommends steps organizations can take to prevent workplace violence such as developing threat assessment and response plans, providing employee assistance programs, and educating employees to report any suspicious behavior.
This document provides information on how to prevent workplace violence. It defines workplace violence and outlines statistics on its prevalence. It discusses causes of workplace violence and an employer's obligations to address it. The document recommends assessing risk factors, planning actions, educating employees, and responding to violent incidents. Specifically, it suggests establishing anti-harassment policies, performing background checks, training supervisors to recognize warning signs, assessing security, and developing an emergency plan.
This document discusses workplace violence prevention. It defines workplace violence and outlines four types: violence by strangers, customers/clients, coworkers, and personal relations. It identifies ten risk factors such as contact with the public, working alone at night, and handling money. Warning signs of potential violence are discussed, like personal problems, aggressive behavior, and weapon references. Engineering and administrative controls are recommended, as well as post-incident support for victims. OSHA has issued guidelines for high-risk industries like healthcare and retail.
Workplace violence can take many forms and have serious negative consequences. Employers should implement comprehensive violence prevention programs that include policies, training, physical security measures, and protocols for responding to threats and dangerous situations. Early intervention is key to defusing potentially violent situations before they escalate.
WSIA Safety Training 10-22-15 Workplace Violence Prevention PPTCarol M. Tresca
The document summarizes a presentation on preventing workplace violence. It discusses statistics on workplace homicides and identifies four types of workplace violence perpetrators: criminals, customers, employees, and domestic/personal relationships. It provides information on warning signs of potential violence and recommends strategies for prevention, defusing hostile situations, responding to emergencies, and post-incident procedures. The document emphasizes the importance of communication, security measures, and support services to maintain a safe work environment.
Domestic violence negatively impacts workplaces in several ways. Victims experience increased absenteeism, decreased productivity, and safety issues when perpetrators target them at work. It costs employers an estimated $368 million annually in New Zealand through lost productivity. Employers that implement supportive policies see benefits like less absenteeism, lower turnover, and greater productivity and safety. Examples of supportive policies include paid leave for victims, counseling, safety planning, and confidentiality regarding domestic situations. Educating all staff about signs of domestic violence and how to respond appropriately can help create a supportive environment.
Violence is the second leading cause of death in the workplace. An estimated two million workers are physically attacked each year. There are several types of workplace violence including those committed by outsiders, insiders, and current or former employees. Mental illness, substance abuse, and limited coping skills are among the key ingredients that can lead to workplace violence. Warning signs that an employee may become violent include attendance problems, concentration issues, poor relationships, and unusual behavior changes. If a potentially violent situation occurs, it is important to remain calm, establish boundaries, ask questions, and know emergency response procedures.
Harassment is a form of employment discrimination that violates our Civil Rights an disturbs our professional and life performance.
Harassment is unwelcome conduct that is based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information.
It can happen through negative actions and inflict an individual or a specific group of people.
And such conduct to be considered unlawful, it must create a work environment that would be intimidating, hostile, or offensive to reasonable people.
We have prepared a presentation to discuss this important subject, that affects us in some stages of our professional life.
This document provides an overview of a workplace violence prevention training program for employees. It begins with learning objectives and an agenda that reviews relevant laws and regulations. It then defines workplace violence and categories of violence. The bulk of the document outlines an agency's workplace violence prevention program, including management commitment, a written policy, risk evaluation, prevention methods, incident reporting, employee training, and annual reviews. It provides resources for additional information and contact details for reporting incidents. The overall purpose is to educate employees on recognizing and preventing workplace violence.
The document discusses sexual harassment in the workplace and provides guidance for managers. It defines sexual harassment and outlines behaviors that constitute it, such as unwelcome physical, verbal, and non-verbal conduct of a sexual nature. Sexual harassment can occur between any combination of colleagues, customers, and visitors in various locations at work. The document advises managers to prevent sexual harassment, address complaints confidentially, and understand the serious psychological and organizational effects it can cause like decreased productivity. It stresses the responsibility of managers to ensure a safe work environment and handle issues properly according to company policy.
This document discusses workplace harassment and an employer's responsibilities to address it. It defines harassment and notes that harassment must be severe or pervasive to be illegal. The document outlines steps employers should take to prevent harassment, including clear anti-harassment policies and training. It advises that if harassment occurs, employers should document, address the offender, and help the victim. Employees experiencing harassment should document incidents and report issues through the proper channels. The document provides harassment statistics and resources for further information.
The document outlines updates to workplace harassment policies and procedures in accordance with Bill 132. Key points include:
- Bill 132 expands the definition of workplace harassment to include sexual harassment. It also requires employers to investigate all harassment complaints.
- Employers must have a written workplace harassment program that is reviewed annually and developed with health and safety representatives. The program must outline complaint and investigation procedures.
- Investigations of harassment complaints must follow specific steps and an external investigator can be ordered by an inspector.
- The duties of employees are to report harassment and participate in investigations, while their rights include being informed of investigation outcomes and corrective actions.
- Examples of harassment behaviors are provided, including sexual harassment like
Five Steps to Prevent Abusive Conduct and Workplace BullyingAnderson-davis, Inc.
This checklist will assist you in writing a comprehensive abusive conduct policy and walk you through the key elements of an effective, engaging and interactive story-based anti-bullying/abusive conduct prevention training course.
The checklist provides excerpts of three definitions of abusive conduct, identifies what to include and what not to include, and euphemisms to avoid in an abusive conduct policy and its distribution. The list identifies the key elements of how to write a story-based and engaging abusive conduct prevention training course and topics to include, i.e., intervention, policy as a ‘living’ document, when supervisors should document and contact HR/EEO, four changes in CA law. It also notes the new Tennessee and California guidelines covering anti-bullying legislation and abusive conduct.
Important: Most of the policy and training checklists’ guidelines and suggestions also apply to writing a comprehensive anti-harassment policy and creating/vetting engaging and story-based harassment prevention and resolution training.
Minimizing bullying & harassment in the workplace January 2012Timothy Holden
The document discusses minimizing bullying and harassment in the workplace. It provides definitions of bullying and harassment, explores their impacts on organizations, and examines practical steps organizations can take to address these issues. These include developing anti-harassment policies, communicating expectations, providing training, addressing complaints quickly and supportively, and fostering an open culture where such issues are not tolerated.
The document discusses preventing workplace harassment. It defines harassment and outlines employers' and employees' responsibilities. Harassment is unwelcome conduct based on protected characteristics that creates a hostile work environment. The different types of harassment are explained, including sexual harassment, quid pro quo harassment, hostile work environment, bullying, and third-party harassment. Employees are advised to report harassment and supervisors are responsible for addressing complaints discreetly. Guidelines are provided for protecting oneself and preventing harassment.
Memphis business journal.examining ways to prevent and respond to workplace v...Barbara Richman, SPHR
The article discusses ways that employers can prevent and respond to workplace violence. It notes that while total eradication of violence is impossible, proactive measures can be taken, including developing and communicating workplace violence prevention plans with senior management support. The article then provides answers to common questions about workplace violence, such as defining it, identifying at-risk workers, establishing policies, providing supervisor training, publicizing employee assistance resources, ensuring physical security, and fostering a respectful work environment.
Memphis business journal.examining ways to prevent and respond to workplace v...Barbara Richman, SPHR
The article discusses ways that employers can prevent and respond to workplace violence. It notes that while total eradication of violence is impossible, proactive measures can be taken, including developing and communicating workplace violence prevention plans with senior management support. The article then provides answers to common questions about workplace violence, such as defining it, identifying at-risk workers, establishing policies, providing supervisor training, publicizing employee assistance resources, ensuring physical security, and fostering a respectful work environment.
Workplace Violence in America- By Richard GarrityRichard Garrity
Workplace violence has been a growing problem in America since the late 1980s. It includes physical assaults, threats, harassment, and other abusive behaviors that occur in work settings. The CDC collects statistics on workplace homicides and nonfatal assaults from sources like the Bureau of Labor Statistics. From 1992 to 2012, there were over 14,000 workplace homicide victims in the US, averaging over 700 per year. Nonfatal workplace violence also results in over 100,000 emergency room visits annually. While affecting all industries, certain occupations like sales, protective services, and transportation face higher risks.
This document outlines steps for establishing a workplace violence prevention program, including recognizing warning signs, establishing policies and plans, and providing training. It discusses the four types of workplace violence (criminals, customers, employees, and personal relations), common warning signs for each type, and strategies for prevention, reporting, and response policies and procedures. The overall goal is to create a safe and prepared work environment through hazard analysis, security practices, open communication, and addressing potential warning signs before violence occurs.
This document provides information about workplace violence in 3 paragraphs:
1) It begins by sharing statistics on workplace violence, including that 15-40% of people report abusive or bad behavior at work, and between 1-2 million violent crimes occur annually at US workplaces. 80% are aware of victims and 20% feel daily fear. There were over 600 workplace homicides in 2007.
2) It then discusses potential perpetrators, with co-workers responsible for 44% of incidents, customers 24%, strangers 20%, managers/supervisors 7%, and former employees only 3%.
3) Causes of workplace violence are discussed, such as breakdown of personal support systems, personal factors like substance abuse or aggression,
This document provides information and training on preventing violence in the workplace, including identifying early warning signs in employees' behavior, personality traits, and communication. It outlines types of workplace violence, risk factors, and safety tips, as well as conducting a pre-test, post-test, and definitions. The goal is to help managers recognize signs of potential violence and take appropriate actions to ensure safety.
The document discusses workplace violence and security. It notes that workplace violence is the second leading cause of death in the workplace overall and the leading cause of death for females. It provides profiles of potential perpetrators of workplace violence such as problem employees with a history of violence, substance abuse issues, or an obsession with guns. The document recommends steps organizations can take to prevent workplace violence such as developing threat assessment and response plans, providing employee assistance programs, and educating employees to report any suspicious behavior.
This document provides information on how to prevent workplace violence. It defines workplace violence and outlines statistics on its prevalence. It discusses causes of workplace violence and an employer's obligations to address it. The document recommends assessing risk factors, planning actions, educating employees, and responding to violent incidents. Specifically, it suggests establishing anti-harassment policies, performing background checks, training supervisors to recognize warning signs, assessing security, and developing an emergency plan.
This document discusses workplace violence prevention. It defines workplace violence and outlines four types: violence by strangers, customers/clients, coworkers, and personal relations. It identifies ten risk factors such as contact with the public, working alone at night, and handling money. Warning signs of potential violence are discussed, like personal problems, aggressive behavior, and weapon references. Engineering and administrative controls are recommended, as well as post-incident support for victims. OSHA has issued guidelines for high-risk industries like healthcare and retail.
Workplace violence can take many forms and have serious negative consequences. Employers should implement comprehensive violence prevention programs that include policies, training, physical security measures, and protocols for responding to threats and dangerous situations. Early intervention is key to defusing potentially violent situations before they escalate.
WSIA Safety Training 10-22-15 Workplace Violence Prevention PPTCarol M. Tresca
The document summarizes a presentation on preventing workplace violence. It discusses statistics on workplace homicides and identifies four types of workplace violence perpetrators: criminals, customers, employees, and domestic/personal relationships. It provides information on warning signs of potential violence and recommends strategies for prevention, defusing hostile situations, responding to emergencies, and post-incident procedures. The document emphasizes the importance of communication, security measures, and support services to maintain a safe work environment.
Domestic violence negatively impacts workplaces in several ways. Victims experience increased absenteeism, decreased productivity, and safety issues when perpetrators target them at work. It costs employers an estimated $368 million annually in New Zealand through lost productivity. Employers that implement supportive policies see benefits like less absenteeism, lower turnover, and greater productivity and safety. Examples of supportive policies include paid leave for victims, counseling, safety planning, and confidentiality regarding domestic situations. Educating all staff about signs of domestic violence and how to respond appropriately can help create a supportive environment.
Violence is the second leading cause of death in the workplace. An estimated two million workers are physically attacked each year. There are several types of workplace violence including those committed by outsiders, insiders, and current or former employees. Mental illness, substance abuse, and limited coping skills are among the key ingredients that can lead to workplace violence. Warning signs that an employee may become violent include attendance problems, concentration issues, poor relationships, and unusual behavior changes. If a potentially violent situation occurs, it is important to remain calm, establish boundaries, ask questions, and know emergency response procedures.
Harassment is a form of employment discrimination that violates our Civil Rights an disturbs our professional and life performance.
Harassment is unwelcome conduct that is based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information.
It can happen through negative actions and inflict an individual or a specific group of people.
And such conduct to be considered unlawful, it must create a work environment that would be intimidating, hostile, or offensive to reasonable people.
We have prepared a presentation to discuss this important subject, that affects us in some stages of our professional life.
This document provides an overview of a workplace violence prevention training program for employees. It begins with learning objectives and an agenda that reviews relevant laws and regulations. It then defines workplace violence and categories of violence. The bulk of the document outlines an agency's workplace violence prevention program, including management commitment, a written policy, risk evaluation, prevention methods, incident reporting, employee training, and annual reviews. It provides resources for additional information and contact details for reporting incidents. The overall purpose is to educate employees on recognizing and preventing workplace violence.
The document discusses sexual harassment in the workplace and provides guidance for managers. It defines sexual harassment and outlines behaviors that constitute it, such as unwelcome physical, verbal, and non-verbal conduct of a sexual nature. Sexual harassment can occur between any combination of colleagues, customers, and visitors in various locations at work. The document advises managers to prevent sexual harassment, address complaints confidentially, and understand the serious psychological and organizational effects it can cause like decreased productivity. It stresses the responsibility of managers to ensure a safe work environment and handle issues properly according to company policy.
This document discusses workplace harassment and an employer's responsibilities to address it. It defines harassment and notes that harassment must be severe or pervasive to be illegal. The document outlines steps employers should take to prevent harassment, including clear anti-harassment policies and training. It advises that if harassment occurs, employers should document, address the offender, and help the victim. Employees experiencing harassment should document incidents and report issues through the proper channels. The document provides harassment statistics and resources for further information.
The document outlines updates to workplace harassment policies and procedures in accordance with Bill 132. Key points include:
- Bill 132 expands the definition of workplace harassment to include sexual harassment. It also requires employers to investigate all harassment complaints.
- Employers must have a written workplace harassment program that is reviewed annually and developed with health and safety representatives. The program must outline complaint and investigation procedures.
- Investigations of harassment complaints must follow specific steps and an external investigator can be ordered by an inspector.
- The duties of employees are to report harassment and participate in investigations, while their rights include being informed of investigation outcomes and corrective actions.
- Examples of harassment behaviors are provided, including sexual harassment like
Five Steps to Prevent Abusive Conduct and Workplace BullyingAnderson-davis, Inc.
This checklist will assist you in writing a comprehensive abusive conduct policy and walk you through the key elements of an effective, engaging and interactive story-based anti-bullying/abusive conduct prevention training course.
The checklist provides excerpts of three definitions of abusive conduct, identifies what to include and what not to include, and euphemisms to avoid in an abusive conduct policy and its distribution. The list identifies the key elements of how to write a story-based and engaging abusive conduct prevention training course and topics to include, i.e., intervention, policy as a ‘living’ document, when supervisors should document and contact HR/EEO, four changes in CA law. It also notes the new Tennessee and California guidelines covering anti-bullying legislation and abusive conduct.
Important: Most of the policy and training checklists’ guidelines and suggestions also apply to writing a comprehensive anti-harassment policy and creating/vetting engaging and story-based harassment prevention and resolution training.
Minimizing bullying & harassment in the workplace January 2012Timothy Holden
The document discusses minimizing bullying and harassment in the workplace. It provides definitions of bullying and harassment, explores their impacts on organizations, and examines practical steps organizations can take to address these issues. These include developing anti-harassment policies, communicating expectations, providing training, addressing complaints quickly and supportively, and fostering an open culture where such issues are not tolerated.
The document discusses preventing workplace harassment. It defines harassment and outlines employers' and employees' responsibilities. Harassment is unwelcome conduct based on protected characteristics that creates a hostile work environment. The different types of harassment are explained, including sexual harassment, quid pro quo harassment, hostile work environment, bullying, and third-party harassment. Employees are advised to report harassment and supervisors are responsible for addressing complaints discreetly. Guidelines are provided for protecting oneself and preventing harassment.
Memphis business journal.examining ways to prevent and respond to workplace v...Barbara Richman, SPHR
The article discusses ways that employers can prevent and respond to workplace violence. It notes that while total eradication of violence is impossible, proactive measures can be taken, including developing and communicating workplace violence prevention plans with senior management support. The article then provides answers to common questions about workplace violence, such as defining it, identifying at-risk workers, establishing policies, providing supervisor training, publicizing employee assistance resources, ensuring physical security, and fostering a respectful work environment.
Memphis business journal.examining ways to prevent and respond to workplace v...Barbara Richman, SPHR
The article discusses ways that employers can prevent and respond to workplace violence. It notes that while total eradication of violence is impossible, proactive measures can be taken, including developing and communicating workplace violence prevention plans with senior management support. The article then provides answers to common questions about workplace violence, such as defining it, identifying at-risk workers, establishing policies, providing supervisor training, publicizing employee assistance resources, ensuring physical security, and fostering a respectful work environment.
This document provides guidelines for developing a workplace violence prevention program, including defining types of workplace violence, identifying risk factors, and recommending prevention and response measures. It discusses developing a violence prevention plan through hazard identification, control methods like training and policy changes, and establishing procedures for incident reporting. The goal is to help companies assess their policies and practices to reduce hazards and the potential for violent incidents.
The document discusses injury and illness prevention programs (IIPPs), which are proactive processes that help employers identify and fix workplace hazards before workers get hurt. The key is management leadership, worker participation, hazard identification and control, training, and program evaluation. Studies show IIPPs can dramatically reduce injuries and illnesses, lower costs from insurance and lost productivity, and improve workplace culture. They are required in many countries and 34 US states due to their effectiveness.
OSHA Violence in the Workplace Regulations.ppsxshae28
This document from CareCo Medical discusses workplace violence prevention for home healthcare workers. It provides an overview of OSHA and its mission to ensure safe working conditions. Home healthcare poses hazards like violence, and the document outlines risk factors for violence and recommendations for an effective violence prevention program, including management commitment, hazard analysis and control, training, and evaluation. It emphasizes that prevention requires cooperation between workers and employers and a culture of respect.
White Paper Preventing Workplace Violence in Healthcare FacilitiesCraig Tappel
This document provides guidance on developing a workplace violence prevention program. It begins by defining workplace violence and outlining the four main types: criminal intent, customer/client, worker-on-worker, and personal relationship. Regulatory requirements from OSHA, CMS, and The Joint Commission that address workplace violence are discussed. The document then provides steps for small healthcare facilities to develop programs, including conducting a risk assessment checklist, creating an action plan to address risks, training staff, and reporting and investigating any violent incidents. Developing relationships with law enforcement and documenting prevention efforts are also recommended.
This document discusses how technology may negatively impact education in several ways. It presents arguments from two articles that say technology is negatively affecting students' writing skills and grammar usage. Specifically, excessive texting is causing students to use texting abbreviations in formal writing instead of proper grammar. Additionally, Wikipedia allows students to be lazy by writing first and asking questions later instead of doing thorough research. The document contends that technology can inhibit writing development and promote laziness in students if not used properly in an educational context.
Understanding Employer Obligations Under Bill 168Enercare Inc.
This document provides information to employers about their obligations under Bill 168 to address workplace violence and harassment. It discusses conducting risk assessments to identify potential sources of violence. The summary is:
Bill 168 places new obligations on employers to proactively prevent workplace violence and harassment. Employers must conduct risk assessments, develop policies and programs, provide training, and review procedures annually. Risk assessments involve collecting information on previous incidents and input from employees to identify factors that could contribute to violence.
The Safety agenda: Leading Safety Into The Future from National Safety CouncilMIELKE
We examined the issues in which NSC has proven expertise to make an impact. We looked at the actions other organizations are taking with these issues to understand those that are well-addressed and those that are not. We examined the cost-benefit analysis of the issues and effective interventions. Could NSC devote the resources necessary to make measurable impact? If so, how many injuries could be prevented?
How many lives could be saved?
The result of this analysis is an NSC strategy encompassing five core issues:
• Safety At Work: A Journey to Safety Excellence – A model to improve worker safety and enable any employer to advance toward workplace safety excellence
• Safe Communities: A Model for Community Prevention – A model for community engagement and leadership in injury prevention
• Prescription Drug Overdoses – A strategy to address injuries and fatalities caused by pain medications
• Distracted Driving – A strategy to reduce motor vehicle crashes, injuries and deaths associated with cell phone use while driving
• Teen Driving – A strategy to reduce the involvement of teens in motor vehicle crashes
The purpose of this Safety Agenda is to inform and move you to action on these issues. It is our hope that each reader may find in this Safety Agenda an opportunity to get involved in saving lives. We invite you to take action individually, with your employer and other organizations with whom you are involved or support, and alongside the National Safety Council we can save lives and prevent injuries.
Bullying in the workplace negatively impacts both targets and witnesses. A 2010 survey found 35% of workers experienced bullying, most often by same-gender perpetrators who are often in positions of power like managers. Bullying is enabled by power imbalances and deficient workplace cultures, and motivated by perceptions of personal gain. While reasons are complex, prevention requires strong policies, training, and potential legislation like the Healthy Workplace Bill to protect employees from abusive environments.
Dealing with bullying at work - A guide for workersFlint Wilkes
This guidance note is to help workers identify and deal with bullying in the workplace.
Bullying can adversely affect the safety and health of employees, it is unlawful under the Occupational Safety and Health Act 1984 (the Act), and the Occupational Safety and Health Regulations 1996.
This guidance note recommends that workplace bullying be treated like any other safety and health hazard.
Introduction1management has both legal and moral responsibil.docxmariuse18nolet
Introduction
1
management has both legal and moral responsibilities to provide a safe and healthy workplace
work-related accidents, injuries, and illnesses are costly
Approximately 4,500 work-related deaths and approximately 3.1 million injuries and illness are reported each year in the United States
The Occupational Safety and Health Act
2
OSHA
1970 federal legislation
established health and safety standards
authorized inspections and fines for violations
empowered OSH Administration to ensure standards are met
requires employers to keep records of illnesses and injuries, and calculate accident ratios
applies to almost every U.S. business engaged in interstate commerce
The Occupational Safety and Health Act
3
imminent danger: where an accident is about to occur
fatalities and catastrophes accidents that have led to serious injuries or death: Employer must report within 8 hours
employee complaints: employees have right to call OSHA
referrals from other federal, state or local agencies, individuals, or news media
OSHA’s Six Inspection Priorities
The Occupational Safety and Health Act
4
5. Follow-ups
inspection of industries with the highest injury or illness rates
6. Planned or Programmed Investigations
random inspection
Supreme Court ruled (Marshall v. Barlow’s Inc., 1978) that employers are not required to let OSHA inspectors enter without search warrants
most attorneys recommend companies cooperate with inspectors
meat processing
lumber and wood products
roofing and sheet metal
chemical processing
transportation
warehousing
The Occupational Safety and Health Act
5
industries with high incidences of injury (incident rates) must keep records for OSHA
basis for record-keeping is Form 300
must report any work-related illness; report injuries that require medical treatment besides first aid, involve loss of consciousness, restriction of work or motion, or transfer to another job
incidence rate: number of illnesses, injuries or lost workdays as it relates to a common base of full-time employees
OSHA’s Record-Keeping Requirements
The Occupational Safety and Health Act
6
Omnibus Budget Reconciliation Act of 1990 allows fines up to $70,000 if violation is severe, willful and repetitive
fines can be for safety violations or failure to keep adequate records
courts have backed criminal charges against executives when they have willfully violated health and safety laws
OSHA Punitive Actions
OSHA: A Resource for Employers
7
The National Institute for Occupational Safety and Health (NIOSH)
is a government agency that researches, sets OSHA standards and makes
recommendations to prevent work-related illness and injury.
1. fostering management and employee involvement
2. offering worksite analysis
3. teaching hazard prevention and control
4. training employees, supervisors, managers
OSHA also helps small businesses and entrepreneurs by
Contemporary Safety and Health Issues
8
workplace
violence
in.
HRM 311 – WEEK 5
Risk Management
Involves responsibilities to consider physical, human, and financial factors to protect:
Organizational interests
Individual interests
Risk management involves responsibilities to consider factors to protect both organizational and individual interests.
Even though risk management often is a distinct business function, there are specific and separate risks associated with the supervision of employees. In the United States and other developed nations, HR departments are included in the prevention, minimization, and elimination of workplace risks.
There are a variety of risk management issues linked to HR, including the prevention of accidents and health problems at work, the protection of employees from workplace violence, and HR data security. Other issues can involve preparing for natural disasters, terrorist attacks, and global disease outbreaks.
2
Snapshot of Health, Safety, and Security
Specific rates vary depending on the industry, type of job, and other factors. For instance, illnesses and injuries in the private industry were down, but the agriculture, forestry, and fishing and hunting industry and the accommodation and food services industry experienced an increase in cases. Unfortunately, there is reason to believe that many organizations misrepresent how often injuries and illnesses occur in the workplace. Nearly half of employees investigated by OSHA for documentation problems failed to report accurate information about worker illnesses and injuries.
There are many other factors that likely lead to the underreporting of illnesses and injuries, including the following:
Lack of procedural knowledge on the part of employees and managers
Safety policies that provide a reason not to report cases
Belief that the company won’t get inspected
Concerns about workers’ compensation claims
Loss of needed contracts
3
Workers’ Compensation
Workers’ compensation
Require payments be made to an employee for:
Time away from work because of an injury
Payments to cover medical bills
Retraining if a new job is required as a result of the incident
Under workers’ compensation laws, employers contribute to an insurance fund to compensate employees for injuries received while on the job. Premiums paid reflect the accident rates of the employers, with employers that have higher incident rates being assessed higher premiums. Depending on the amount of lost time and the wage level in question, these laws often require payments be made to an employee for the time away from work because of an injury, payments to cover medical bills, and for retraining if a new job is required as a result of the incident
Workers’ compensation coverage has been expanded in many states to include emotional impairment that may have resulted from physical injury, as well as job-related strain, stress, anxiety, and pressure. Some cases of suicide have also been ruled to be job related in some s ...
When people think of their dream job or the ideal job, they usually skip thinking of some fundamentals that an ideal workplace should have, which are as important as having the job you love. A safe working environment, worker rights, protection and promotion of worker’s health and well-being are some of these basics.
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This document outlines an occupational safety and health course for healthcare professionals on protecting workers from violence. It defines key terms like workplace violence and identifies risk factors in healthcare settings. It reviews current OSHA guidelines, including the general duty clause requiring employers to provide hazard-free workplaces. The document recommends a comprehensive workplace violence prevention program with elements like management commitment, worksite analysis, hazard prevention/control, employee education, and program evaluation. It provides guidance on engineering, administrative and work practice controls to mitigate risks of violence.
The top 10 most popular online courses of 2015 were: Child Abuse: Mandated Reporter Training, Sexual Harassment Awareness, Bloodborne Pathogens Safety, First Responder Operations Level Refresher (MOD#1), HIPAA Awareness, Back Injury Prevention, Hearing Conservation, Workplace Diversity, Infectious Disease Control, and Airway Management Basic. These courses covered topics such as identifying and reporting child abuse, preventing sexual harassment, safety from bloodborne pathogens, hazardous materials response, protecting patient privacy, preventing back injuries, conserving hearing, promoting diversity, controlling infectious diseases, and managing airways.
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Healthy economic development requires properly managing the banking industry of any
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research is to determine the effect of performance appraisal on employee motivation and retention.
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2. pg. 2
Abstract
Workplace violence is a phenomenon that can be experienced in many organizations. Every
worker can be vulnerable to a kind or more of workplace violence. Employers have a role to
protect employees from workplace violence before it happens and to make discussions with
workers after any workplace violent incident. There must be some practices to ensure security in
the workplace against violence.
3. pg. 3
Table of Content
1- Introduction 4
2- Definition of workplace violence 5
3- Who is vulnerable to workplace violence? 5
4- The role of employers to protect employees 6
5- The Role of Employee Assistance Programs (EAP) in Workplace-Based Intimate Partner
Violence (IPV) 7
6- Employer-Driven Workplace IPV Activities 8
7- Taxi Drivers and Workplace Violence and Stress 8
8- Workplace violence at colleges and universities 9
9- Work Environment 11
10- Threats in the workplace 12
11- Reducing the risk of workplace violence 12
12- How can employees protect themselves? 13
13- Role of an employer after an incident of workplace violence 13
14- Conclusion 14
4. pg. 4
Workplace Violence
Introduction
A great deal of attention was directed to explore the reasons and effects of workplace
violence. Many studies have been conducted to make an evaluation to workplace violence. It was
found that workplace violence is an irritating matter for both employers and employees and can
vary from a verbal threat to a homicide. Anyone can be vulnerable to workplace violence and in
the United States; victims of workplace violence exceed two million workers each year.
Employers have to show employees how to protect themselves from workplace violence. There
must be some practices to ensure security in the workplace against violence. The services that
EAP offers to companies are such as helping in the development of policies, providing training
and seminars to deliver education and awareness raising activities. It was reported that taxi
drivers are the most workers exposure to workplace violence in the last two decades and that
include police and protective services. Like any organization, colleges and universities are open
systems that are vulnerable to workplace violence. There must be a way to protect students, staff
members and faculty members from workplace violence. As organizations differ in many things
they also differ in being a place of violence or not, as some places and some situations can lead
to violence and bullying more than others and a bad and harmful worker cannot exist in a healthy
environment. Workplace violence is known for its effect on lowering morale so workers will not
be able to be productive; they will lose satisfaction in their jobs and will be vulnerable to health
problems. An employee has to learn how to control his temper and avoid any situation that can
lead to violence and that can come by training. The employer also has to make meetings with his
5. pg. 5
staff members after an incident to discuss what happened and to exchange information with
employees.
Definition of workplace violence:
According to OSHA Fact Sheet, workplace violence is an action or a threat to make an
action of violence against workers and this violence can happen inside the workplace or outside
it. Workplace violence is an irritating matter for both employers and employees and it can be
little as a threat or verbal assault or can reach physical assaults and homicide which can be a
cause of job-related deaths. There must be a certain policy to stop workplace violence on or by
employees and employers must make sure the employees understand this policy.
Who is vulnerable to workplace violence?
Anyone can be vulnerable to workplace violence which can hit anywhere so there is no
definition of a certain place and can hurt anyone so no one can ensure avoiding it. In the United
States, victims of workplace violence exceed two million workers each year. Some workers are
at risk of being exposed to workplace violence more than others and from these workers those
who have direct business with the public like delivering goods or services or those who work to
late hours in the night or at early hours during the morning either they are alone or in small
groups. Also workers who work in areas that are known for its high rate of crimes or who have
very close contact with the public like social service workers or health care workers such as
nurses that make home visits, or probation officers must be aware of the risk. Community
workers such as gas and water utility workers, cable TV and phone installer, retail workers or
taxi drivers are vulnerable to violence due to the nature of their work that make them too close to
the public (OSHA Fact Sheet).
6. pg. 6
The role of employers to protect employees:
To protect employees from violence there must be a certain policy to stop workplace
violence on or by employees and employers must make sure the employees understand this
policy and they must know that any act of workplace violence will be investiga ted and remedied
as fast as possible. This policy will control any situation arises because both the violent person
and the victim know their rights and the rights of others that must not be violated. The employer
can stop violence by making a prevention program or he can just add some information for
preventing violence in an accident prevention program, employee handbook or in a manual of
operating procedures. Employers can increase their protection plan by making educational
sessions to employees about safety issues and what they can do and can be accepted and what is
considered unacceptable action, employees also have to learn how to be aware of workplace
violence and know what to do if they experienced workplace violence to them or to any other
employee (OSHA Fact Sheet).
Employers have to show employees how to protect themselves from workplace violence.
There must be some practices to ensure security in the workplace against violence by using some
video surveillance and alarm systems and by making sure that outsiders’ presence is at
minimum. Employers can prevent outsiders by making employees carry identification badges
and use electronic keys. Employers who have employees that have direct dealings with the
public must make sure that there are drop safes to put extra money and to keep little money with
the employees who work night shifts. employers must also make sure that employees carry
cellular phones and alarm or noise devices if their work is outside the workplace and to keep a
report about every day’s locations, keep work vehicles well maintained and do not go to
suspected or unsafe places and seek police assistance in case of danger (OSHA Fact Sheet).
7. The Role of Employee Assistance Programs (EAP) in Workplace-Based Intimate Partner
Violence (IPV)
There must be a great understanding to the role of Employee Assistance Programs (EAPs)
that involves intimate partner violence (IPV) but companies are not aware of that role which
stands as a barrier to execute their services. The services that EAP offers to companies are such
as helping in the development of policies, providing training and seminars to deliver education
and awareness raising activities in addition to assigning part of the management to the position
of staff consultants. IPV is a huge problem that has many consequences that victims are unaware
pg. 7
of (Lindquist et al, 2010).
From various studies made it became clear that the prevalence rate of IPV victimization
among women is considered high according to the National Violence Against Women Survey
(NVAWS) that found that about 5.3 million IPV victimizations happen among women every
year. IPV consequences are great in victims who can be physically injured or dead. There are
also other consequences that include physiological trauma, substance abuse, depression and
sometimes suicide attempts. Other IPV consequences are the societal costs that are huge and it
was estimated in 1995 to be about 5.8 billion dollars, most of this amount is directed for medical
and mental health care services, in addition to the lost lifetime earnings by IPV homicide victims
accounts and the lost productivity of survivals who stay at home and be paid (Lindquist et al,
2010).
Employers bear a great burden from IPV as it affects performance, productivity and stability
of victims such consequently leads to increased absenteeism, errors and time wasted and lower
productivity. Also a study was made on IPV victims from both males and females and it showed
8. pg. 8
that they became distracted at work, coming late to work or wasting hours of work and
accordingly employers lose 8 million days of paid work every year due to IPV. In the workplace
there is always a threat to the victims who are under the control of their perpetrators who know
where they can find them, can abuse them and threaten their employment stability (Lindquist et
al, 2010).
Employer-Driven Workplace IPV Activities
It is becoming clear that IPV is an issue that has bad consequences on the workplace and
employers’ awareness is increasing as shown in a survey made in 2002 on some thousand senior
executives and managers whose result was that 66% of these leaders knew the devastating
consequences of IPV and its impact on the workplace compared to 57% in 1994 and about 56%
knew the employees that are affected and are victims of IPV. Employers are now as mentioned
before are considering development and implementation of IPV prevention activities to decrease
the impact of IPV on employees. A study was made to find the activities concerning IPV made
by private-sector employers, and it was found that some companies offered some preventive
strategies and policies that addresses IPV and prevent it, some educational activities and some
security measures (Lindquist et al, 2010).
Taxi Drivers and Workplace Violence and Stress
In many urban places the taxi cab service is vital and might be the only means of
transportation that is available twenty-four hours and can be find everywhere so it is easy to find
and can go to any destination the passenger wants. In 2002, there were more than 66,000 workers
in taxi and limousine firms that represent about 17% of all the workers who provide transport in
9. US and 45% of this number or more are working in cab companies. According to 2008-2009
data about 229,000 workers are taking cab driving as a job and they are distinguished from other
workers in other means of transportation by the level of workplace violence and stress that they
face during doing their daily work and through their dealings with the public. It was reported that
taxi drivers are the most workers exposure to workplace violence in the last two decades and that
include police and protective services. It was found that the highest rate of workplace violence
between 1990-1992 was 22.7% for each 100,000 workers per year and this percentage was found
between taxi drivers and in 1998 it was found that the rate of homicide for taxi drivers was about
four times that of police and law enforcement services and increased to be five times in 2002.
The media has played an important role to make people know the violence that taxi drivers are
pg. 9
exposed to but no explanations were found to explain whether behavior has a role in this
violence (Schwer et al, 2010).
Workplace violence at colleges and universities
Many research studies have been conducted to address workplace violence to develop
theories and models to better understand how WPV happens and it was found that WPV is
affected by many influences which can be personal or organizational and can include unjust
treatment and negative emotions of employees. These studies have helped organizations to know
the reasons of workplace violence and try to avoid them by implementing policies and
procedures. Like any organization, colleges and universities are open systems that are vulnerable
to workplace violence. No one is immune from being exposed to workplace violence and an
example of that, the difficult situation that happened in 2007 at Virginia Tech where there was
the most horrible school shooting in the American history where 32 people were killed and 17
10. pg. 10
more were injured. There were many problems in handling this incident since there were
attempts from faculty members to draw attention to the problems that resulted to this incident
and were ignored by officials at the university and also the lack of canceling classes and slow
emergency response had led to a lot of criticism. This incident shows that colleges and
universities are also like any other organization vulnerable to workplace violence. This incident
was followed by the tragic incident of Northern Illinois University in 2008 which as indication of
the importance of considering developing policies and procedures in the campuses of colleges
and universities (Howard, 2009).
There must be a way to protect students, staff members and faculty members from workplace
violence. According to Howard (2009), the “throughput” in colleges and universities differ from
that in organizations since they are the people not the product or service that an organization
offers to its customers. Colleges and universities differ from organizations and what can be
applied in an organization could not be applied in a collage or in a university. So we can find in
an organization that they can control workplace violence by improving security and training
supervisors while this can be applied in some parts in college or university but they do not apply
for all parts such as in the classroom when there is interaction between faculty members and
students. Training cannot also be applied since faculty members do not work all time but they
only have to work set hours. These differences between a collage or a university and an
organization must be studied because most models concentrate on for-profit organizations. For
example layoffs will not affect students as much as they affect employees in an organization,
some employees can consider that they were treated unfairly and some students can also feel the
same way but the concept will be different. In college or university the potential perpetrator is
11. different since it is in most cases a student who believes that he is unfairly treated and could be
pg. 11
considered the main part of workplace violence (Howard, 2009).
Work Environment
As organizations differ in many things they also differ in being a place of violence or not, as
some places and some situations can lead to violence and bullying more than others and a bad
and harmful worker cannot exist in a healthy environment. Some people can take advantage of
others when put in a workplace where management is weak, they have the chance to practice evil
actions to control others, and they are driven by some biological, environmental and social.
Workplace violence is not limited to a place or to a certain industry more than the other but the
group working together can be the reason for a violent environment, coworkers can be forming
gangs that is not clear or they can ignore the violence of others or they can support it without
knowing which can lead to dangerous consequences on the workplace (Fisher-Blando, 2008).
Workplace violence is known for its effect on lowering morale so workers will not be able to
be productive, they will lose satisfaction in their jobs and will be vulnerable to health problems
that raise health- care costs and employers can face disability claims and lawsuits. Workplace
violence only can survive when using ideas from others and develop and taking the consent of
coworkers. Workplace violence can be reinforced when organizations consider that long service
and not performance is a sign of success. The increase of workplace violence is related to some
aspects such as not taking all rights like not having the degree that suits their work, having
trouble with the management and conflicts about the roles of workers. Workplace violence can
also exists when the organizational culture enables it especially when workers who are exposed
to violence are afraid to tell anyone about what happened to them, others who watch a worker
getting attacked and they stay silent and thus supporting the violent by their silence, or they leave
12. the place as if it is not their business On the contrary, employees who are satisfied with their jobs
and have social support at work are not likely to face violence by violence (Fisher-Blando,
pg. 12
2008).
Threats in the workplace
There is little done from most companies about workplace violence although it is the fourth
function that leads to death in the workplace and costs businesses billions of dollars each year. In
2004, a study was made and found that there are threats received by some senior managers in the
past year and some of these threats were in-person or through email and some said that viruses
were downloaded on purpose on their computers. Another study made that showed that
workplace violence is in most cases does not exceed inappropriate language, verbal threats and
abuse and in rare occasions can get tragic (Rich, 2011).
Reducing the risk of workplace violence
According to Dobbin (2010), workplace violence comes with no previous warning which
makes it difficult to stop it. Employers can reduce the risk of workplace violence by monitoring
any aggressiveness and drive conversations out of the workplace or with the presence of security
although some companies use pat-down searches and metal detectors but these methods can
cause lack of confidence in the company. One of the well-known examples of workplace
violence is that of the driver of a beer distributor called Omar Thornton who killed eight
coworkers and injured other two in the warehouse of the company in Manchester, Conn., and
then killed himself. Omar was caught by the surveillance stealing beer and he was going to quit
and he looked very calm and no one expected that he will shoot at his coworkers. That incident
gives employers the idea that they must make plans when firing employees and they must think
13. about how many people will be there, and take certain precautions because the violent person’s
pg. 13
reaction can be fierce and unexpected. Supervisors must be trained to always be nice with
employees and do not make them angry and words must be said calmly so they do not make the
angry person angrier.
How can employees protect themselves?
There is no known way that guarantees that employees can be safe and not to be exposed to
workplace violence but there are some tips that can help reduce the danger. An employee has to
learn how to control his temper and avoid any situation that can lead to violence and that can
come by training and also they have to be alert and feel responsible to report in writing any
incident even if it is small as soon as it happens and tell his supervisor any concerns about
someone’s behavior so he can ensure safety and make precautions. The employees have also to
ensure their safety when they go to unfamiliar locations and only carry as less money as possible
(OSHA Fact Sheet).
Role of an employer after an incident of workplace violence
An employer has to hold all threads together to keep the workplace environment safe and
suitable for productivity. He has to make good relationships with his employees, encourage them
to report any incident that happens or any threat they could be exposed to it and when it is life
threating they have to call the local police. Any injury happens must be evaluated as fast as
possible and employees have to know that they have the right to prosecute any perpetrator. The
employer also has to make meetings with his staff members after an incident to discuss what
happened and to exchange information with employees about what they know and what they are
supposed to do to avoid future incidents of workplace violence. The employer must provide
14. counseling services to help workers overcome the effect of workplace violence incident and he
pg. 14
must make investigations of all violent incidents (OSHA Fact Sheet).
Conclusion
Workplace violence is still an issue that must be addressed and prevented from taking place
in working environment. More studies are needed to find ways of preventing workplace violence
and make organizations a safe place to work and produce. Employers must have open
conversations with employees to know their problems and solve it to decrease violence.
15. pg. 15
References:
Dobbin, Ben. (2010). Stopping Workplace Violence Difficult But Risk Can Be Reduced: Experts. Insurance
Journal. Wells Publishing, Inc. Retrieved from
http://www.insurancejournal.com/news/national/2010/08/10/112327.htm
Fisher-Blando, Judith Lynn. (2008). WORKPLACE BULLYING: AGGRESSIVE BEHAVIOR
AND ITS EFFECT ON JOB SATISFACTION AND PRODUCTIVITY.
UNIVERSITY OF PHOENIX. Retrieved from
http://www.workplaceviolence911.com/docs/20081215.pdf
Howard, J. (2009). Employee Awareness of Workplace Violence Policies and Perceptions for
Addressing Perpetrators at Colleges and Universities. Employee Responsibilities & Rights
Journal, 21(1), 7-19. doi:10.1007/s10672-008-9087-x
Lindquist, C. H., McKay, T., Clinton-Sherrod, A., Pollack, K. M., Lasater, B. M., & Walters, J.
(2010). The Role of Employee Assistance Programs in Workplace-Based Intimate Partner
Violence Intervention and Prevention Activities. Journal of Workplace Behavioral Health, 25(1),
46-64. doi:10.1080/15555240903538980
Rich, Mike. (2011). Workplace Violence Costs Lives, Productivity. Safety Services Company
Retrieved from
http://www.safetyservicescompany.com/blog/work-place- violence-costs- lives-productivity
Schwer, R., Mejza, M. C., & Grun-Réhomme, M. (2010). Workplace Violence and Stress: The
Case of Taxi Drivers. Transportation Journal, 49(2), 5-23. Retrieved from EBSCOhost.
Workplace Violence. Osha fact sheet. Osha.gov. Retrieved from
http://www.osha.gov/OshDoc/data_General_Facts/factsheet-workplace-violence.pdf