Workplace Violence 1

Research Paper: Violence in the Workplace

Paola Bolivar

Dr. Sheri Bias

Occupational Safety & Health

December 11, 2021

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Abstract:

Workplace violence remains a threat for workers. Employees can experience physical

aggression, harassment, bullying, verbal abuse, and even homicide. Human Resource managers

should understand inappropriate conduct and prepare for challenges in the workforce. It is the

responsibility of a company to prevent and combat workplace violence for the safety of its staff.

This paper will examine the leading cause of workplace violence and the measures that should be

taken to overcome disruptive behavior. I will share a personal experience highlighting the need

for policies and support and cover the importance of applying core values to an organization.
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What is Workplace Violence?

According to the Occupational Safety and Health Administration, violence is described as

physical and verbal assaults. (OSHA, 2021). There are many types of violent acts in the

workplace ranging from intimidation, sexual harassment, rape, domestic brutality, shootings, and

murder. Threats and abuse can affect employees, clients, and visitors. Around "two million

workers are victims of workplace violence every year" (U.S. Department of Labor). Sadly this

number continues to increase, and homicide continues to be the fourth leading reason for

workplace deaths (OSHA, 2021).

OSHA classifies violent behavior into four groups. One category is "Criminal Intent," a

violent act committed by an individual who has no relationship to the organization but commits a

crime for personal gains, such as the robbery of goods or cash. Then we have "Customer/Client

Violence," which is disruptive and dangerous behavior performed by a frustrated customer

against a business or an employee or representative of the company. Next in the group is

"Worker-Worker Violence" in this category, the act committed is by a current or formal

employee against another employee of the organization. This type of violence is typically the

result of termination, personal conflict, and work-related issues, with the target most commonly

being the supervisor. Last is "Personal Relationship Violence" here, perpetrators execute brutal

actions due to extreme beliefs or have a personal connection with an employee in the workplace.

HR Managers must identify the most common risk factors and assess each type of

offender. Doing so can help prevent disruptive attacks and evaluate the company for possible

threats. There are both moral and liability issues present after a violent act. Author Fogleman,

states "An employer has a duty to provide its employees with a safe workplace and to exercise
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reasonable care for the safety of persons who are on its premises as business invitees"

(Fogleman, 2000). Managers must understand that violent acts raise investigations, and a

significant part is whether the employer knew or could have prevented the incident.

Warning Signs

Employers must evaluate employees for behavioral changes and intervene when

unnormal conduct becomes repetitive or affects performance. Many contributing factors can

cause workplace violence, and HR managers can stay on top by recognizing withdrawal,

resistance, emotional reaction, fear, and unexplained changes. Noticeable and different behavior

can signify that an employee is a victim of violence or a threat to the organization. Supervisors

must keep their ears and eyes on alert to handle the situation before a violent episode occurs.

Moreover, utilizing employee feedback helps locate vulnerabilities. An open-door policy

keeps managers informed and offers insight into potential threats. Employees will be encouraged

to communicate if they feel supported and safe. Dannie B. Fogleman argues, "Workplace

violence is sometimes precipitated by an individual feeling isolated and believing management

does not care about the employee" (Fogleman, 2000).

Outside of employee violence, identifying security risks is also necessary. Goetsch shares

that companies should perform a security analysis to detect conditions, practices, and procedures

that make employees vulnerable to violence (Goetsh, 2018). As mentioned in the violent

categories, a vicious act can come from an outside source without relation to the organization.

Physical factors are also essential, and managers must take corrective action if the facility lacks

surveillance, has poor lighting, or is isolated. Employee complaints should be taken as warning
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signs as a repeated unlocked door can bring in an intruder. Suspicious people, strange behavior,

and unsafe areas are alarm bells to help avert workplace violence.

Prevention

Violent acts can be prevented or minimized if proper precautions are implemented upon

hire and continuously enforced. Employers can get a feel for a candidate's personality through

psychological testing and observation, "These tests can screen applicants for characteristics that

include a propensity toward violent behavior" (Fogleman, 2000). Maintaining a careful hiring

procedure through background checks and screenings helps HR managers eliminate individuals

who may be mentally unstable, vindictive, or disgruntled.

In addition, employers need to develop a zero-tolerance for workplace violence policy. A

policy against violent acts eliminates unethical and dangerous behavior among employees and

has a preset penalty for violating company rules. Managers cannot deviate and make calls at their

discretion, as the policy applies to everyone. Furthermore, organizations must establish security

protocols. Implementing basic procedures in employees like locking doors and valuables,

wearing identification, and coded access helps keep employees protected. The facility should

have silent alarms and a guideline to follow in an emergency.

Training for employees and supervisors needs to be periodically conducted. Often violent

acts can occur due to verbal delivery. Managers must be educated on how to talk about bad news

and reprimand as it can impact how an employee reacts. Instructions should be given for the

prevention and occurrence of a violent crisis. Management must know how to lead and

coordinate employees. For example, an active shooter can cause confusion and shock. Regular

drills can remind management and employees of the escape route and plan.
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Workers at all levels must be trained in preventative measures and recognize and act

when threatened. Employees should be taught to "diffuse violent situations, use alarm systems,

and correct responses during and after a violent event" (Goetsch, 2018). Last, employees should

offer an employee handbook that covers procedures, expectations, and specific rules about

violence at work. Establishing a safety culture ensures employees are accountable for their safety

and each other. The Occupational and Health Administration advises that a detailed prevention

program along with training, engineering, and administrative controls can reduce workplace

violence (OSHA, 2021).

Personal Experience

Around 1:00 pm on a busy Saturday morning, a stampede of people ran into the Neiman

Marcus retail store. Customers ran from outside the mall area into the first open door seeking

safety. People fell, counters and products were broken as they made their way inside. During this

moment, panic struck employees, management, and visitors. The wave of running people was

unexpected, and everyone began to fend for themselves. A fight had broken out in the food court,

and one of the culprits had started shooting in a crowded public area. Luckily, only the man he

was fighting got hit, and it was not a homicide. No one else was hurt; however, the violent act

caused people to go frantic. Neiman Marcus was not equipped to handle an active shooter, and

the lack of proper protocol caused people to hurt themselves as they fell and got shoved into

counters.

I worked in one of the front counters near the entrance where the stampede came through,

and at the moment, I took my heels off and ran for refuge. As I ran towards the back, customers

followed, and a co-worker and I proceeded to lock them in the shoe storage that required an
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access code and was made of heavy metal. We waited until security came on the speaker and

advised us to come out of hiding. The violent act left the staff nervous and wanting to go home.

HR managers must have a game plan ready to protect their workers and minimize people getting

hurt in situations like these. Associates were not prepared or trained how to operate in case a

shooter was in the building. Events like this can affect a company's reputation, increase the

turnover rate, and cause further injuries and worst employee fatalities. Without proper safety

measures, a company risks endangering its employees, resulting in a loss in revenue and a high

cost in insurance claims.

Aftermath

After the incident, many colleagues were traumatized, including me, as I was quickly

startled when I heard a loud noise. Corporate failed to make us feel safe, and the morale of our

team was low. Some employees quit after the event, and others quietly looked for a new job.

Management must show concern for their employees and demonstrate they will do whatever is

necessary to help employees adjust (Goetsch, 2018). Being empathic is vital as many emotions

come with trauma. Employees may experience anger, shock, anguish, and uncertainty.

The Human Resource manager should create a disaster recovery plan to help

employees manage disruption and recuperate from trauma quicker. Utilizing a trauma

response team will provide a safe space for employees to express their feelings and further

identify those who may need a little more help adjusting. Professionals can help with

counseling and offer coping strategies. Mental health is just as important as a physical injury,

and employers must continue to host meetings and monitor the health of their staff. Getting

employees back into "a normal routine gives comfort and security" (Goetsch, 2018).
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Saint Leo Core Values

HR Managers should enforce the organization's core values across the board. Saint Leo

University leads its students and staff in an ethical and uplifting manner, as should all

organizations. Management must value its employees' work, ideas, and contribution; like

SLU, they must be dedicated to excellence to ensure workers learn and develop the skills

needed to do the job and stay safe. An organization must build a community where employees

feel supported, have mutual respect, and share the same vision. Responsible stewardship in

human resources is fundamental to offer direction and the means for employees to accomplish

their goals and grow. Additionally, integrity helps maintain a positive work environment, and

employees will be trusting to follow policies and feel accountable for their actions. These

ideals help structure and maintain a workplace where employees can defeat violence of types

together.

Conclusion

Violence in the workplace continues to be a threat, and it is an organization's

responsibility to provide the resources needed to understand, prevent, minimize, and resolve

all aggression. I have witnessed violence in the workplace and the seriousness of what it can

cause. Verbal abuse nor physical assaults should be permitted in the workplace as there are

OSHA regulations and federal laws set in place to protect the wellbeing of employees. An

organization cannot function with distressed employees and must do everything to enforce its

policies and give continuous education as its an ongoing battle.

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Work Cited

Fogleman, D. B. (2000). Minimizing the Risk of Violence in the Workplace. Employment

Relations Today (Wiley), 27(1), 83–99.
https://doiorg.saintleo.idm.oclc.org/10.1002/ert.3910270108

Goetsch, David L. Basics of Occupational Safety. Available from: Yuzu Reader, (3rd Edition).
Pearson Education (US), 2018.

United States Department of Labor. Workplace Violence - Overview | Occupational Safety and
Health Administration. (n.d.). Retrieved December 12, 2021, from
https://www.osha.gov/workplace-violence.

Zarrilli, Z. (2018, July 25). The importance of safety in the workplace. SureFire CPR. Retrieved
December 12, 2021, from https://www.surefirecpr.com/the-importance-of-safety-in-the-
workplace/.

Wigston, S. (2019, October 24). 4 ways to build a culture of safety in your workplace.
Experiential Organizational Training & Development. Retrieved December 12, 2021, from
https://www.eaglesflight.com/blog/4-ways-to-build-a-culture-of-safety-in-your-workplace.
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