Chapter 13 - Violence in the Workplace

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 Chapter 13 - Violence in the Workplace

•  Workplace violence has emerged as a critical

safety & health issue—accounting for 16% of fatal
U.S. work injuries
–  Workplace homicide is the leading cause of death
on the job for women in the U.S.
•  Prevention of workplace violence is a natural
extension of responsibilities of safety & health
professionals.
–  Hazard analysis, records analysis & tracking, trend
monitoring, incident analysis & prevention strategies
are all fundamental.

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 Chapter 13 - Violence in the Workplace

High-Risk Occupations and People

•  High-risk occupations in terms of workplace
violence:
–  Taxicab drivers
–  Retail workers
–  Police and security officers
–  Finance, insurance, real estate
–  Health care
–  Community service employees.

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 Chapter 13 - Violence in the Workplace

SIZE OF THE PROBLEM

•  About 1 million individuals are direct victims of
some form of violent crime in the workplace every
year.
–  Approximately 60% were simple assaults.
–  500,000 employees miss 1,751,000 days of
work/year
•  3.5 days per incident.
–  33% of all managers surveyed experienced at
least one violent incident in the workplace.

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 Chapter 13 - Violence in the Workplace

SIZE OF THE PROBLEM

•  About 1 million individuals are direct victims of some
form of violent crime in the workplace every year.
–  Over 80% were committed by males.
–  40% were committed by complete strangers to the victims.
–  35% by casual acquaintances
–  19% by individuals well known to the victims.
–  1% by relatives of the victims.
–  56% were not reported to police
•  26% were reported to at least one official in the workplace.
–  In 62% of violent incidents, the perpetrator was unarmed.
–  In 84% there were no reported injuries.
•  10% required medical intervention.

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 Chapter 13 - Violence in the Workplace

SIZE OF THE PROBLEM

•  About 1 million individuals are direct victims of some
form of violent crime in the workplace every year.
–  75% of the reported incidents were fistfights.
–  6% of the incidents were sexual assaults.
–  17% of the incidents were shootings.
–  8% of the incidents were stabbings.

§  38% were attributed to personality conflicts

§  10% were attributed to drug or alcohol abuse.

§  7% were attributed to firings or layoffs.

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 Chapter 13 - Violence in the Workplace

SIZE OF THE PROBLEM

•  About 1 million individuals are direct victims of some
form of violent crime in the workplace every year.
–  28% of the organizations had a crisis management
program in place prior to the violent incident.
•  12% implemented a crisis management program
after the violent incident occurred.

–  41% of the organizations reported increased stress

levels in the workplace after a violent incident.

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 Chapter 13 - Violence in the Workplace

LEGAL CONSIDERATIONS
•  Legal aspects of workplace violence revolve around
the competing rights of violent employees and
their coworkers.
–  These conflicting rights create potential liabilities for
employers.

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 Chapter 13 - Violence in the Workplace

Rights of Violent Employees

•  Employee rights are granted by a number of
sources, including:
–  Contracts,
–  Collective bargaining
–  Statutes
–  Employer policies and procedures.
•  Even violent employees have rights.
•  This does not mean that an employer cannot take
the immediate action to prevent a violent act.
–  Failure to act prudently in this regard can subject an
employer to charges of negligence.

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 Chapter 13 - Violence in the Workplace

Employer Liability for Workplace Violence

•  Contending with the rights of both violent employees
and their coworkers, can make employers feel as if
they are caught between a rock and a hard place.
•  However, the employer is protected from civil
lawsuits by the exclusivity provision of workers’
compensation laws.
•  The key to the protection provided by the
exclusivity provision lies in determining that the
violence-related injuries occurred within the scope of
the victim’s employment.
–  More difficult than one may expect.

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 Chapter 13 - Violence in the Workplace

Making Work-Related Determinations

•  NIOSH considers a violent act, on the employer’s
premises, an on-the-job event if the victim:
–  Was on break, or engaged in work, apprenticeship, or
training.
–  Was in hallway, restrooms, cafeteria, storage area.
–  Was in the employer’s parking lots while working,
arriving at, or leaving work.

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 Chapter 13 - Violence in the Workplace

Making Work-Related Determinations

•  A violent act off employer premises, is still
considered an on-the-job event, if:
–  The victim was working for pay or compensation at
the time, including working at home.
–  The victim was working as a volunteer, emergency
services worker, law enforcement officer, or firefighter.
–  The victim was working in a profit-oriented family
business, including farming.
–  The victim was traveling on business, including to and
from customer-business contacts.
–  The victim was engaged in work activity in which the
vehicle is part of the work environment (taxi driver,
truck driver, etc.).

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 Chapter 13 - Violence in the Workplace

RISK-REDUCTION STRATEGIES
•  Major elements of the philosophy of crime reduction
through environmental design (CRTED):
–  Natural surveillance - Involves designing, arranging, and
operating the workplace to minimize secluded areas.
–  Control of access - Channeling outsiders to an access-
control station, requiring visitor passes, employee badges,
and isolating pickup & delivery points.
–  Establishment of territoriality - Employees move freely
in their established territory, but restricted in other areas.
–  Activity support - Workflow & traffic patterns maximizing
the number of employees conducting natural surveillance.
–  Administrative controls - establishing policies, doing
background checks, and providing employee training.

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 Chapter 13 - Violence in the Workplace

Individual Factors Associated with Violence

•  Employees/individuals with the following factors may
respond to anger, stress, or anxiety in a violent way:
–  Record of violence - Past violent behavior can be
an accurate predictor of future violent behavior.
•  Background checks be part of the employment process.
–  Psychotic behavior - Individuals who incessantly talk
to themselves, express conspiracy fears against them,
say they hear voices, or become increasingly disheveled
over time may be violence prone.
–  Finger pointers - Refusal to accept responsibility is often
exhibited by perpetrators of workplace violence.

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 Chapter 13 - Violence in the Workplace

Individual Factors Associated with Violence

•  Employees/individuals with the following factors may
respond to anger, stress, or anxiety in a violent way:
–  Romantic obsessions - Employees who persist in
making unwelcome advances may eventually respond to
rejection with violence.
–  Depression - People who suffer from depression are
prone to hurt either themselves or someone else.
•  An employee who becomes increasingly withdrawn or
overly stressed may be suffering from depression.

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 Chapter 13 - Violence in the Workplace

Individual Factors Associated with Violence

•  Employees/individuals with the following factors may
respond to anger, stress, or anxiety in a violent way:
–  Obsession with weapons - Normal interest in guns used
for hunting or target practice need not raise concerns.
•  Unusually intense/focused interest is cause for concern.
–  Drug dependence - It is common for perpetrators of
workplace violence to be drug abusers.
–  Unusual frustration levels - When frustration reaches
the boiling point, the emotional explosion that results can
manifest itself in violence.

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 Chapter 13 - Violence in the Workplace

Environmental Factors Associated with Violence

•  An environment producing stress, anger,
frustration, feelings of powerlessness, and
resentment can increase the potential for violent
behavior.
–  Dictatorial management - Management that makes
employees feel powerless, as if they have little or no
control over their jobs.
–  Role ambiguity - Employees need to know for what they
are responsible, how they will be held accountable, and
how much authority they have.
•  When these questions are not clear, employees become
stressed and frustrated, factors associated with violence.

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 Chapter 13 - Violence in the Workplace

Environmental Factors Associated with Violence

•  An environment producing stress, anger,
frustration, feelings of powerlessness, and
resentment can increase the potential for violent
behavior.
–  Partial, inconsistent supervision - Supervisors who
play favorites engender resentment in employees.

–  Unattended hostility - Supervisors who ignore hostile

situations or threatening behavior are unwittingly giving
them their tacit approval.
•  An environment that accepts hostile behavior will have
hostile behavior.

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 Chapter 13 - Violence in the Workplace

Workplace Analysis

The same process used by to

identify potentially hazardous
conditions unrelated to work-
place violence.
An effective way to conduct an
ongoing program is to establish
a threat-assessment team.

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 Chapter 13 - Violence in the Workplace

Records Management and Tracking

•  The purpose of records monitoring and tracking is
to identify & chart all incidents of violence and
threatening behavior in a given time frame.
–  Incident reports, police reports, employee evaluations,
and letters of reprimand.
•  Pertinent information includes the following:
–  Where specifically did the incident occur?
–  What time of day or night did the incident occur?
–  Who was the victim: Employee? Customer? Outsider?
–  Why …was the incident the result of a work-related
grievance? Personal?

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 Chapter 13 - Violence in the Workplace

Trend Monitoring and Incident Analysis

•  Trend monitoring and incident analysis may prove
helpful in determining patterns of violence.
–  By analyzing both local and national incidents, the
team can generate information helpful in predicting
and, thereby, preventing workplace violence.
•  The team should look for trends in severity,
frequency, and type of incidents.

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 Chapter 13 - Violence in the Workplace

Employee Surveys and Focus Groups

•  Employees are among the best sources of
information concerning workplace hazards,
and their input should be solicited periodically.
–  Where are we vulnerable?
–  What practices put our employees at risk?
–  Could this happen here? Why? Why not?
–  How can we prevent such incidents from occurring
here?

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 Chapter 13 - Violence in the Workplace

Security Analysis
•  The team should perform periodic security analyses
to identify conditions, situations, procedures &
practices that make employees vulnerable.
–  Are there physical factors about the facility that make
employees vulnerable?
–  Is there a process for handling disgruntled customers?
–  Are prevention strategies already implemented working?
–  Is training provided to employees having a positive effect?
–  Is more training needed? For who? What kind of training?
–  Are there situations in which employees have substantial
amount of money in their possession, on- or off-site?
–  Are there situations in which employees are responsible
for highly valuable equipment or materials?
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 Chapter 13 - Violence in the Workplace

Hazard Prevention and Control

•  The two broad categories of prevention strategies

–  Engineering controls
–  Administrative controls.

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 Chapter 13 - Violence in the Workplace

Engineering Controls
•  Engineering controls relating to the prevention of
workplace violence either remove the hazard, or
they create a barrier between it and employees.
–  Devices & mechanisms that give employees a complete
view of their surroundings.
–  Installing surveillance cameras and television screens
that allow for monitoring of the workplace.
–  Installing adequate lighting, particularly in parking lots.
–  Pruning shrubbery/undergrowth outside/around the facility.
–  Installing fencing so routes of egress/ingress to company
property can be channeled and better controlled.
–  Arranging outdoor sheds, storage facilities, recycling
bins, and other outside facilities for maximum visibility.
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 Chapter 13 - Violence in the Workplace

Administrative Controls
Administrative controls
involve making changes
to how work is done.

This amounts to changing

work procedures & practices,
and falls into four categories
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 Chapter 13 - Violence in the Workplace

Administrative Controls
•  Proper work practices are those that minimize the
vulnerability of employees.
•  Monitoring and feedback ensures that proper work
practices are being used and that they are having
the desired effect.
•  Adjustments and modifications are made to
violence-prevention practices if it becomes clear
from monitoring and feedback that they are not
working or that improvements are needed.
•  Enforcement involves applying meaningful
sanctions when employees fail to follow the
established and proper work practices.
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 Chapter 13 - Violence in the Workplace

Record Keeping and Evaluation

Accurate, comprehensive,
up-to-date records are as
important when dealing
with violent incidents
as when dealing
with accidents.

Records help
determine the
effectiveness of
violence prevention
strategies, identify
deficiencies, and
indicate changes
needed.

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 Chapter 13 - Violence in the Workplace

CONFLICT RESOLUTION & WORKPLACE VIOLENCE

•  Increasingly with workplace violence, conflict
between employees is turning violent.
–  A violence prevention program should include conflict
and anger management.
•  Conflict management has the following
components:
–  Establishing conflict guidelines
–  Developing employee conflict prevention/resolution
skills.
–  Helping all employees develop anger management
skills.

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 Chapter 13 - Violence in the Workplace

Explore the Other Person’s Viewpoint

•  Allow the other person to present his/her point
of view.
–  Establish that your goal at this point is mutual
understanding.
–  Elicit the other person’s complete point of view.
–  Listen nonjudgmentally and do not interrupt.
–  Ask for clarification if necessary.

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 Chapter 13 - Violence in the Workplace

Explain Your Viewpoint

•  After you fully understand the other person’s point
of view, present your own.
–  Ask for the same type of fair hearing for your point
of view that you gave the other party.
–  Describe how the person’s point of view affects you.
–  Explain your point of view accurately and completely.
–  Ask the other party to paraphrase and restate what
you have said.
–  Correct the other party’s understanding if necessary.
–  Review and compare the two positions.

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 Chapter 13 - Violence in the Workplace

Agree on a Resolution
•  Once both viewpoints have been explained
and are understood, move to the resolution.
–  Reaffirm the mutual understanding of the situation.
–  Confirm that both parties are ready and willing to
consider options for an acceptable solution.

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 Chapter 13 - Violence in the Workplace

Agree on a Resolution
•  If differences cannot be resolved to the
satisfaction of both parties, try one or more of the
following
–  Take time out to reflect and try again.
–  Agree to third-party arbitration or neutral mediation.
–  Agree to a compromise solution.
–  Take turns suggesting alternative solutions.
–  Yield (this time), once your position has been thoroughly
stated and is understood.
–  Agree to disagree while still respecting each other.

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 Chapter 13 - Violence in the Workplace

Develop Anger Management Skills

•  If individuals in an organization are going to be
encouraged to question, discuss, debate, and even
disagree, they must know how to manage anger.
•  Anger occurs when people feel that one or more
of their fundamental needs are being threatened.
–  Need for approval or for self-esteem.
–  Need to be valued, or appreciated.
–  Need to be in control.

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 Chapter 13 - Violence in the Workplace

Develop Anger Management Skills

•  An angry person can respond in one of four ways:
–  Attacking - The source of the threat.
•  Often leads to violence, or at least verbal abuse.
–  Retaliating - What is given is given back.
•  Retaliation can escalate into violence.
–  Isolating - Internalizing anger, finding a place to
be alone, and simmer.
•  Swallowing anger and boiling over in private.
–  Coping - The only positive response to anger.
•  A person who copes well with anger is a person who
stays in control, in spite of his/her anger.

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 Chapter 13 - Violence in the Workplace

Develop Anger Management Skills

•  Strategies to help employees manage anger by
becoming better at coping:
–  Avoid the use of anger-inducing words and phrases.
•  But; You should; Always; Never, I can’t, You can’t.
–  Admit that others don’t make you angry; you allow
yourself to become angry.
•  You are responsible for your emotions & responses to them.
–  Don’t let pride get in the way of progress.
•  You don’t have to be right every time.
–  Drop your defenses when dealing with people.
•  Be open and honest.
–  Relate to other people as equals.
–  Avoid the human tendency to rationalize angry responses.
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 Chapter 13 - Violence in the Workplace

DO’S AND DON’TS FOR SUPERVISORS

•  Don’t try to diagnose the personal, emotional, or
psychological problems of employees.
•  Don’t discuss an employee drinking unless it occurs
on the job—restrict comments to performance.
•  Don’t preach—counsel employees on attendance
tardiness & performance, not how they should live.
•  Don’t cover up for employees or make excuses for
inappropriate behavior.
•  Don’t create jobs to get problem employees out of
the way.
•  Don’t ignore warning signs

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 Chapter 13 - Violence in the Workplace

DO’S AND DON’TS FOR SUPERVISORS

•  Do remember that chemical dependence and
emotional problems tend to be progressive.
–  Untreated, they get worse, not better.
•  Do refer problem employees to assistance programs
or to other mental health service providers.
•  Do make it clear to employees that job performance
is the key issue.
•  Do make it clear that inappropriate behavior will
not be tolerated.

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 Chapter 13 - Violence in the Workplace

EMERGENCY PREPAREDNESS PLAN

•  To prepare for handling a violent workplace incident,
employers should form a crisis management team.
–  Members should have special training, updated regularly.
•  The team’s responsibilities should be:
–  Undergo trauma response training.
–  Handle media interaction, telephone & communications.
–  Develop and implement an emergency evacuation plan.
–  Calm personnel, debrief witnesses, and help employees
deal with posttraumatic stress after an incident
–  Ensure proper security procedures are established, kept
up-to-date, and enforced.
–  Keep employees informed about workplace violence, how
to respond when it occurs, and how to help prevent it.
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 Chapter 13 - Violence in the Workplace

Occupational Safety & Health for Technologists, Engineers, and Managers

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