Violence in the Workplace - Research Paper Example

A report on violence in the workplace Executive summary This report provides the findings of an evidence-based literature review of ten studies published from two thousand and six to two thousand and fifteen on the potential causes, effects, and preventive measures of workplace violence. The report will act as guidance to Dr. Chester on appropriate steps to take in preventing violence in Chester Enterprises in Oklahoma City. The evidence suggests that workplace violence was increasing and had various effects on employers, employees, and the society at large. The literature review found that these effects had consequences for both the employer and employee like mental and physical health effects and reduced job satisfaction. The association of workplace violence with various outcomes was covered. The report covered the introduction part (that involved definitions of workplace violence), literature review (involved current studies on violence at the workplace), and finally the recommendation part that explains various violence preventive measures and steps to be undertaken by organizational leaders in order to reduce incidences of workplace violence. Introduction Exposure to violence in the workplace is a growing concern for many employers and employees today. Workers who face workplace violence experience various assaults. Such assaults may include verbal abuse and another form of threats or harm. Thus, making it one of the leading causes deaths that are related to jobs. In America, over two million people are reported to experience workplace violence each year. No one is immune to this kind of violence because it can strike at any time anywhere. According to OSHA, ““any act or threat of physical violence, harassment, intimidation, or other threatening disruptive behavior that occurs at the work site” (Serrette, Oman & Lipscom, n.d, P. 5). Not only does workplace violence cause adverse effects on the employees, but also it causes losses to owners or employees. The department of justice reported that assaults in the workplace leads to five hundred thousand employees losing more than one million days of work in a year. Workers who become victim of violence in the workplace lose fifty-five million dollars in wages annually. On the other hand, employers experience over four billion dollars annual expenses due to workplace violence. In addition, other indirect costs associated with this kind of violence increases the total cost incurred by the employer. Such indirect costs are like loss of productivity and insurance (Serrette, Oman & Lipscom, n.d, P. 5). There are several categories of workplace violence that researchers have come up with. These categories include customer or client, criminal intent, personal relationship, and finally worker on worker workplace violence. Customer or client violence occurs when an employee is attacked by his or her customer (Haynes, 2013). Criminal intent violence entails an attack performed by the perpetrator who is not related to the employees or the business in any way (Haynes, 2013). Most of this kind of violence is associated with theft. The victims of criminal intent violence include employees who work on night shifts, work alone, and who exchange money with clients (Haynes, 2013). Personal relationship type of workplace violence involves an attack conducted by the perpetrator who has an individual affiliation with the employee (Haynes, 2013). Typically, such kind of violence is linked to domestic violence and those affected most are women. Worker on worker violence occurs when their fellow worker attack coworkers. About 7 percent of all workplace violence lies in this category. Often, on employee violence involve disputes in the workplace, therefore, put supervisors and managers at a high risk of experiencing this kind of violence. Workplace violence is a challenge to employers, employees, and stakeholders from the government (Haynes, 2013). For this reason, there is a need for employers to understand the causes of such workplace violence and institute violence preventive programs and policies in the workplace. Furthermore, be able to deal effectively with any violent incidents that might occur externally or internally at the workplace. Literature review There is a lot for Dr. Chester to be proactive in prevention of workplace violence. He must first of all realize and understand that workplace violence is a problem in many organizations. He must also note the only way to solve this problem is by developing policies, implementing them, and improving procedures and policies that prevent and manage violence related to workplace activities. Kennedy, Burks, Calhoun, Essary, Herring, Kerner, and Machuca, (2011) conducted a study on the prevalence of workplace violence experience on students. Eight hundred and fifty-nine students responded to the research survey. Over twelve percent of students reported that they had witnessed violence with a weapon that could cause death. Twenty-seven percent reported having experienced physical violence that had not involved a fatal weapon; over fifty-four percent reported having witnessed incidences of threats, harassment, verbal abuse, and yelling. Twenty percent said that they had witnessed incidences that involved damage to a company’s equipment that was done deliberately. The study thus, illustrated a continuing prevalence of violence at the workplace. The study concentrated more on eyewitness reports that were a subject to alteration. The increasing prevalence is believed to be influenced by many external and internal factors. Such factors like socioeconomic conditions, layoffs, and stress over job securities, dictatorial workplaces, domestic problems, and drug and alcohol abuse related problems are predicated to be the leading causes of violence at the workplace. When designing workplace programs and policies, managers should be aware of the causes and types of workplace violence and list them in their policies. Mihyun, Sung-hyun, and hyung-Ja (2015) conducted a study on perpetrators and prevalence of violence at the workplace against nurses and the relationship of trust, work demands, and justice in the workplace with the occurrence of violence. The study used cross-sectional data from a nurse survey that was conducted in South Korea at a university hospital in Seoul (Mihyun, Sung-hyun & Hyung-Ja 2015). The study investigated nine hundred and seventy female nurses from forty-seven nursing units such as oncology, general, operating rooms, outpatient departments, and intensive care units. The relationship between trust, violence, and justice were examined through multiple logistic regression analysis with multilevel modeling (Mihyun et al., 2015). They found out that verbal abuse was the highest with 63.8% prevalence; threats of violence had a prevalence of 41.6%, physical violence 22.35, and sexual harassment had a prevalence of 19.7%. However, bullying in the workplace had 9.7% prevalence (Mihyun et al., 2015). Most of the time threats of violence, verbal abuse, and physical violence occurred in ICUS, whereas bullying and sexual harassment were rampant in operating rooms. Patients were reported to be the main perpetrators, and then physicians, and finally the family members of the patients. Those involved in the furthering violence differed significantly. However, it was clear that some factors such as less trust and greater work demands correlated with violence experiences of nurses (Mihyun et al., 2015). On one hand, a just and a trusted working environment is likely to reduce violence perpetrated to nurses when they are on duty. On the other hand, when violence reduces at the workplace, the working environment becomes better and conducive. The same applies to other workplaces. The limitation of this study is that it was conducted on female nurses only, thus assuming that nurses are only women. The working environment if not pleasant can lead to workplace violence. Exposing organizational, and interpersonal risk factors of violence in the workplace can reduce the incidences of violence. Bentley, Catley, Forsyth, Tappin (2013) examined the workplace violence experience of eighty-six organizations. Over fifty percent of participants reported cases of violence in their organizations, with violators being coworkers and patients. High levels of violence were reported in sectors like construction, forestry, and agriculture. Highest risk factor ratings were reported for organizational and interpersonal factors, such as time workloads and pressure, interpersonal communication, with lowest ratings for environmental factors (Bentley et al., 2013). A variety of prevention measures on violence was reported. However, most companies depended on a single control measures, which meant that among the representative population, unregulated violence risks were common. Regarding violence in the workplace, it appears that the perception of the employees about organizational procedures, practices, and policies directed towards removing and controlling workplace aggression and violence, is a very significant concept when dealing with effects of workplace violence on the health of workers. A violence climate that is positive emanates from organizational procedures and policies. Aytac and Dursun (2012) conducted a research on the effects of violent behavior prevention climate on employees’ job happiness and stress. They determined how they saw the extent of the violence environment (Aytac & Dursun, 2012). They found out that a significant relationship existed between employee job satisfaction and the influence directed to the sub-dimensions of a violence prevention climate of unsafe practices, practices, and policies. Depression correlated negatively with sub-dimensions of violence prevention. (Aytac et al., 2012). There was no causal relationship between unsafe practices and depression. A negative correlation between stress and sub-dimensions of violence prevention climate practices was determined. (Aytac et al., 2012) There was no significant relationship between pressure and policies for unsafe practices and depression. Violence prevention climate dimensions had no significant relationship with anxiety (Aytac et al., 2012). In addition, they conducted a stepwise regression analysis that determined a relationship between pressures for unsafe practices sub-dimensions and practices and job satisfaction. Therefore, practices in the organizations that are meant for reducing violent in the workplace and lack of ignorance of violence prevention procedures and policies increases employee job satisfaction. Also, they found out that employee depression can be reduced by the organization giving appropriate training and information on prevention of workplace violence. Therefore, development and implementation of preventive policies and practices is vital in reducing workplace violence. Bruce and Nowlin (2011) examined if hiring practices, ability to manage violent situations, and employees training were influenced by formal organizational policies. Seventy-two members of the Industrial Relations Research Association were made to complete an internet survey on workplace violence, with forty organizations that have these kinds of formal policies. Organizations with violence preventive policies tend to be more aware of almost all issues related to violence in the workplace than companies without formal policies. Companies with formal policies on workplace violence were more likely to refer violent employees to counselors, investigate any potential allegations of unfairness to customers or employees, mandate that employees who have been terminated to be treated with dignity and fairness, intervene in supervisor or employee programs that are unproductive than those without policies. Formal policies on workplace violence are zero tolerance. However, supervisors may lack to enforce them. Therefore, Dr. Chester should ensure that his company has a formal policy on workplace violence. This has proven to be an indication that an organization is aware and concerned about protecting its clients and employees from any violent situations that might occur. According to a study that was conducted by FBI on workplace violence prevention suggests that employers should always practice their prevention workplace programs regularly (Lieber, 2011). Furthermore, it states that violence prevention programs do not work if workers are unprepared when violence incidences occur, and these can lead to physical or mental problems. Various studies on workplace violence reported that violence at the workplace had an association with physical and mental health consequences. However, a study that was conducted by Sa and Fleming (2008) suggested that there was no significance difference between those who experienced workplace violence and those who did not. The limitation of this study is that even if an association was found, it is not possible to say whether workplace violence causes ill effects. The relationship between employment outcomes and workplace violence is not clear. Moayed, Daraiseh, Shell, and Salem (2006) studied risk factors and outcomes of workplace bullying. They found out that there is not a conclusive evidence that associate workplace bullying to a propensity to leave one job and increased sickness absence. Despite these findings, Moayed et al., (2006) suggested that reduced job satisfaction was seemed to be caused by workplace violence. From the previous literature review findings violence at the workplace is serious and can affect any company. Therefore, there is a need for organizational leaders to understand and implement interventions for violence at the workplace to reduce. Dillon (2010) examined the various issues related to hostility in the workplace. He also made the suggestion of various means of intervention and prevention (Dillon, 2010). He found out that organizations with such cultures that support zero tolerance for working aggression and fair working conditions are more likely to mitigate violence at the workplace than those that do not practice fairness and zero tolerance. In organizations, the human resource manager has a role of ensuring that workplace violence is not experienced by employees, clients, stakeholders, or even employers. Lieber (2011) wrote an article whose intention was to alert HR professionals about violence at their workplace, signs of violence, and the intersection of workplace violence with domestic violence. They provided proactive steps to be taken to avoid aggression in the workplace that can lead to violence. These proactive preventive measures are like well-implemented procedures and policies, and proper training. These measures enable people to identify situations and solve them before they erupt into violence (Lieber, 2011). Behavior change according to Lieber (2011) can be a warning sign of violence. Rayner and Mclvor (2009) wrote a report that investigated strategies that could reduce harassment and combat bullying at work. The report suggested various types of interventions that relate to 3 zones. The interventions were prevention zone where the negative behaviors are dealt with, the intervention zone where the target makes a complaint. Finally, failure zone where the target wishes to pursue litigation (Rayner et al., 2009). Recommendations Evidence from the studies reviewed has indicated that workplace violence has adverse effects on employees, employers, and stakeholders. Effects associated with employers were huge losses of money, mental and physical effects were associated to all, and, therefore, there is a need for employers to help protect employees. The best way to ensure that violence does not occur is by providing a working environment that is safe for all clients and employees. Also, ensure that zero tolerance policies procedures are put in place and implemented. The following are some steps that Dr. Chester should follow for him to be proactive in dealing with workplace related violence. First, it is important to perform a thorough background screening of new hires and their employees to know their histories. Second, a leader should create a prevention policy that deters violence at the workplace, and then implement it. Third is to train employees on the importance of preventing workplace disputes that are inappropriate. Fourth, is to become aware of the warning signs and act upon them. Failure to follow these steps can be detrimental to the company as well. References Aytac, S., & Dursun, S. (2012). The effect on employees of violence climate in the workplace. Work, 41, 3026-3031. Bentley, T., Catley, B., Forsyth, D., & Tappin, D. (2013). Understanding workplace violence: The value of a systems perspective. Applied Ergonomics, 45(4), 839-48. http://www.ncbi.nlm.nih.gov/pubmed/243599740. Bruce, D. M., & Nowlin, A. W. (2011). Workplace Violence: Awareness, Prevention, and Response. Public Personnel Management, 40(4), 293-308. Dillon, L. B. (2010). Workplace violence: impact, causes, and Prevention. IOS Press, 42, 15-20. Haynes, M. (2013). Workplace Violence: Why every State must adopt a comprehensive Workplace Violence Prevention Law. Retrieved from http://www.cornellhrreview.org/workplace-violence-why-every-state-must-adopt-a-comprehensive-workplace-violence-prevention-law/ Kennedy, B. R., Burks, E., Calhoun, S., Essary, M., Herring, S., Kerner, L. L., & Machuca, A. (2011). Workplace Violence: A Discussion and Ongoing Study. International Journal of the Academic Business World, 5(1), 35-40. Lieber, L. (2011). HR's role in preventing workplace violence. Employment Relations Today, 83- 88. Mihyun, P., Sung-Hyun, C., & Hyun-Ja, H. (2015). Prevalence and Perpetrators of Workplace Violence by Nursing Unit and the Relationship between Violence and the Perceived Work Environment. Journal of Nursing Scholarship, 47 (1), 87-95. Moayed, F. A., Daraiseh, N., Shell, R., Salem, S. (2006). Workplace bullying: a systematic review of risk factors and outcomes. Theoretical Issues in Ergonomics Science, 7(3), 311-327. Rayner, C., & Mclvor, K. (2008). Research report on dignity at work Project. University of Portsmouth. Retieved from www.port.ac.uk/research/workplacebullying/dignityatworkresearch /filetodownload.52783.en.pdf Sa, L., & Fleming, M. (2008). Bullying, burnout and mental health amongst Portuguese nurses. Issues in Mental Health Nursing, 29, 411-426. Serrette, D., Oman, A & Lipscom, J. (n.d.). Workplace Violence in Healthcare. Retrieved from http://marylandsafecare.org/files/2013/01/art_pub_201301_pag_Workplace_Violence_Whitepaper_WPV.pdf Read More