CH 8: WORKPLACE VIOLENCE, AGGRESSION, AND HARASSMENT

-2 known things about harassment + aggression in workplaces:

-1) Harassment + aggression are widespread + experienced by many ppl
-regardless of status within org
-2) Behaviours once considered normal are no longer tolerated

Defining Workplace Aggression and Violence

-Legislative approaches differ in how they define workplace violence + aggression
-Violence:
-An actual physical assault or threat of an assault
-Aggression:
-Behaviour by indiv(s) within/outside org that is intended to physically/ psychologically
harm worker + occurs in work-related Context
-all violent behaviours are aggressive BUT not all aggressive behaviours are violent
-Harassment
-Engaging in annoying or embarrassing conduct against a worker in a workplace
-conduct that is known/ought reasonably to be known to be unwelcome
-another form of aggression
-Emotional Abuse
-Another term for bullying
-Mobbing
-European term for bullying
-Bullying
-Aggressive, nonphysical behaviours perpetrated by organizational members over a
prolonged period of time
-interactions between organizational members that are characterized by repeated
hostile verbal + nonverbal behaviours
-target’s sense of themselves as a competent worker + person becomes negatively
affected
-Incivility
-Rude or discourteous behaviour
-low-intensity deviant behaviour w/intent to harm target, in violation of workplace norms
for mutual respect
-displaying lack of regard for others
-can be precursor to more serious forms of aggression
-suggests if aggressive behaviour is a continuum of severity/ intensity, incivility
would represent the low end
-Sexual Harassment
-Intentional, persistent, and unwelcomed sexual conduct / remarks that occur despite
resistance from the victim
-consists of gender harassment, unwanted sexual attention, + sexual coercion
-form of workplace aggression characterized by sexualized /sex-related behaviour
-Gender Harassment
 -Comments or actions seen as creating a hostile environment based on gender
-Sexual Coercion
-The attempt to extort sexual cooperation; can take the form of subtle or explicit
job-related threats

The Prevalence of Workplace Aggression

-Just under 21 % of respondents reported experiencing some form of physical violence:
-9% reported being hit, kicked, punched,/ shoved
-12% had objects thrown at them
-12.6% had been threatened / physical assault
-2.7% had been threatened w/weapon
-79.2% reported experiencing some form of aggressive behaviour

-79.2 % of the sample experienced some form of aggressive behaviour in workplace

-more violence + aggression in Canadian workplaces than in American
-Statistics Canada: 17 % of all violent victimizations happened in workplaces
-represents approx 356 000 incidents of workplace violence in 1 yr period in
Canada
-Of these, 71 % were physical (nonsexual) assaults
-in study of Canadian public sector employees: 69 % responded they experienced verbal
workplace aggression

Sources of Workplace Violence

-Type I Violence:
-Committed by someone w/ no legitimate relationship to the org
-often while committing another criminal act
-ex. assault/ homicide during robbery

-Type II Violence
-Committed by clients /customers of the org
-aka “client-perpetrated violence”
-ex. patient assaults a health care worker

-Type III Violence

-Committed by coworkers

-Type IV Violence
-Committed by spouse or partner of the victim
-happens to occur in the workplace
Prevalence by Source
-Research suggests workplace violence is perpetrated by members of the public
-Respondents to Canadian public service employment survey reported that:
-71% reported workplace violence from clients, residents/other members of the public
(type I/II violence)
-34% reported workplace violence from coworkers (type III violence)

-an indiv is 4X more likely to be assaulted by member of the public than by coworker
-All 4 forms of physical violence more likely frm members of the public
Risk Factors for Workplace Aggression
-Robbery is the primary risk factor for occupational homicide, but it is not the primary risk factor
for nonfatal assaults
-employees in retail, service (ex. restaurants), security, + transportation at highest risk
-Industries reporting high rates of nonfatal assaults:
-Health care
-Education
-Social services
-Law enforcement

SAV-T(1) and SAV-T(2)

-A way of understanding more specific risks associated w/ situations / occupations
-w/respect to situational risk, SAV-T36 refers to increased risk of workplace violence associated
w/:
-Scheduling
-working alone/at night + on weekends increases risk for violence
-ex. Taxi drivers often work at night + alone
-Authority
-indivs who have authority over others at greater risk for workplace violence
-In a position to deny services/requests
-supervise/discipline others
-make decisions that influence others
-ex. Social worker, nurse, bartender
-Valuables
-indivs who work around valuables are at increased risk of violence because risk
of criminal activity is greater
-valuables incl prescription meds, alcohol, weapons, $
-Taking care of others
-Providing physical/emotional care for others, esp if outside a traditional
workplace (ex. home-based health care),

Imminent Risk
Short-term risk of violence occurring in the current situation
-assessment of imminent risk is grounded in the assault cycle
-Assault Cycle:
-Model suggesting that violence occurs only after a period of escalation
-point to escalation of violence interactions frm a triggering event through an
escalation phase to a crisis/assault
-tells us:
-1) aggression can escalate into violence
-2) violence doesn't come out of nowhere
-there are clear signs that indivs are increasingly likely to become
Violent
-By recognizing these signs, employees may be alerted to
 the increased risk.

Assault Cycle
-SAV-T acronym (Swearing, Agitation, Volume, Threat) been used to identify imminent risk of
workplace violence based on the assault cycle
-During escalation phase, indivs more likely to
-use profane/obscene language
-show physical signs of agitation (ex. Red face, fidgeting/ pacing, clenching fists, unable
to keep still)
-shouting
-Employees advised to recognize these signs + respond by establishing boundaries
-ex. pointing out that profane language /shouting is unacceptable
-asking indivs to calm themselves
-engaging in defusing
-alerting supervisors/ coworkers to the situation
-The more critical behaviours (swearing, agitation, shouting) present, the more employees
should be concerned about potential for violence
-Almost all violent acts are preceded by direct threat
-articulation of that threat calls for immediate cessation of the interaction
-Employees should immediately escape from situation and/or alert security
-Employees should not try to defuse/ reason w/ indiv who uttered a threat
-at this point, time for managing interaction has passed + employees
should immediately protect themselves
-every threat should be interpreted as onset of violent interaction

Prevention
-Type I Violence
 -Actions aimed at preventing robberies will likely reduce number of workplace homicides
-since most workplace homicides occur during robbery
-prevention strategies must be customized to worksites
-3 principles underlie robbery reduction strategies:
-1) increasing visibility
-2) reducing rewards
-3) hardening targets
-Increasing Visibility
-to increase perceived risks for potential criminals, thereby deterring crime
-ex. taxi drivers may have:
-External emergency lights
-Global positioning system (GPS) that allows location of driver in distress to be
Pinpointed
-In-car surveillance cameras that make it possible to identify perpetrators
-crime against taxi drivers reduced by 50% in Toronto due to cameras + GPS
bylaw
-ex. In retail, increasing visibility=increasing chances of someone witnessing a crime
-keeping windows clear to allow passerby see inside
-placing cash register where it can be see frm outside
-closed circuit tvs + vid cameras
-clerk behaviours (ex. Greeting, Eye contact w/customers)

-recommendation for retail: employ 2 clerks for evening + night shifts to reduce robberies
-BUT there’s limited empirical evidence supporting utility of two 2 clerks,
-increases # of workers exposed to robbery-related violence

-more effective recommendation: implement work-alone procedures designed to ensure

employee safety
-ex. BC regulations require late-night retail to:
-1) have 2 employees working in store
-or 2) have employee separated frm public by locked barrier / door

Target Hardening
-Focus on physical designs that make it difficult to assault employees
-Protective screens reduce assaults experienced by taxi drivers
-Employee training, typically focusing on general safety precautions and on behaviour
during a robbery or threatened assault

-In retail, strategies that make flight difficult may deter robbers
-blocking off laneways + using speed bumps in parking lots
-Revolving doors
-longer distances between cash register + the exit

-target-hardening strategies may reduce likelihood employees getting hurt during robbery:
 -ex. Installing high + wide counters, w/ raised floors on employee side, to prevent
robbers jumping over
-ex. installing bullet-resistant barrier.

-Employee training:
-focus on safety precautions + behaviour during robbery / threatened assault
-instructions on how to behave give employees sense of control of the situation
-lessen possibility that they will be injured
-stress cooperation w/ robbers (employees who cooperate sustain fewer injuries)
-not to make sudden moves during robbery, keep hands in plain sight, + nform robbers
of what they are doing when they are doing it
-activate silent alarm only when it is safe to do so
-be aware that it is not constructive to confront shoplifters

Type II Violence
-Common victims of nonfatal workplace violence are service providers:
-Health care workers
-Teachers
-Social service workers
-Prison guards
-Police officers
-factors that increase risk for care/service providers:
- Setting limits on behaviour (ex. tobacco use) esp if actions are perceived as unfair
-long waits for service result in frustration
-when client is involuntarily admitted to hospital/confined

-3 approaches to prevent/deal w/ type II violence:

-1) environmental
-2) organizational + administrative
-3) behavioural

Environmental Strategies
-security devices that reduce employee risk:
-Metal detectors
-Surveillance cameras
-Bullet-proof glass in reception and nursing stations
-Effective lighting inside and outside hospitals
-Curved mirrors at hallway intersections
-Presence of security personnel
-Card-controlled entrances + security checks to limit public access to restricted areas

-given long waiting time, hospitals should:

-provide comfortable waiting rooms to minimize stress
-Waiting areas + patient care rooms should be designed w/ safety in mind
 -lightweight furniture w/ few sharp edges, + laid out to ensure staff cannot be
Trapped
-sparsely decorated (few wall pics/vases) to limit possible weapons
-Patient care rooms should have 2 exits + be equipped w/ phones + panic
buttons

Organizational/Administrative Strategies
-establish policies + practices to prevent aggression.
-policy should:
- outline unacceptable behaviour
-clients, visitors, + employees should be aware of the document
-encourage reporting of violence
-mgmt should:
-stress importance of reporting acts of aggression
-take all reports seriously
-ensure employees are aware of org’s commitment to safety
-employees fear employers assume they provoked violence
-incl detailed plans for dealing w/ violent attacks when they occur
-incl procedures to ensure sharing of info about violent / potentially violent clients
Policies and practices should be in place to restrict public movement in hospitals

-When service providers work inside patients’ homes, access to protections is delayed/ limited
-thus orgs need to establish policies + procedures for home health care providers
-ex. home care workers required to keep a colleague informed of their
whereabouts throughout their work shift
-ex. Workers should be accompanied to patient’s home by coworker /police
escort if personal safety may be threatened
-ex. employees should be prohibited from working alone in emergency areas or
walk-in clinics, esp during late-night + early-morning shifts

Behavioural/Interpersonal Strategies
-Training may give employees confidence to deal w/potentially dangerous situations.
-Hospital workers who received training reported higher levels of perceived control
compared w/workers who did not receive training.
-Perceptions of control are positively correlated w/employee emotional well-being and
negatively associated w/ employee fear of future violence.
-teach customer service skills, how to resolve conflicts, how to recognize escalating agitation,
and how to manage + respond to aggressive behaviour
-Since violence related to wait times, staff should provide patients+ families w/sufficient info
when there will be long delays for service
-ex. how long delay will be + why
-Employees w/ direct patient contact should be trained how + when to physically restrain
patients
OH&S Today 8.1: Caregiving as a Risk Factor
-A nurse was assaulted by patient’s husband who was upset his wife was being moved.
-assault lasted for 11 mins before security arrived
-resulted in concussion, broken nose, black eyes.
-Health care professionals, particularly nurses, face significant risks.
-NB nurses association: 63% of nurses experienced workplace violence

OH&S Notebook 8.3: Best Practices in Managing Workplace Violence

-Many Canadian orgs implemented policies about workplace violence + aggression as per
legislative requirements.
-Effective approaches include the following elements:
-Policy statement
-identifies violent + aggressive behaviour as unacceptable in the workplace
-clearly posted in workplace
-apply to employees + members of the public.
-Risk assessments
-considers org’s history of violence + aggression, nature of tasks, + special
circumstances that may change these risks
-Risk mitigation strategies
-to reduce/mitigate risks identified in risk assessment.
-Training for employees + managers
-in recognizing + managing risks
-in applying policy
-Emergency response plan
-deals w/violent incidents in progress + aftermath
-incl provisions for escape/evacuation, calling security/police forces, treating
physical injuries, etc
-Follow-up procedures
-ensure victims receive physical + psychological treatment
-risks reassessed after incident
-incidents documented + reported to authorities
-ensure all aspects of workplace violence mgmt plan are current + effective

Type III Violence

-by coworkers
-Comprehensive workplace violence program to address potential coworker aggression and
violence
-Generally, coworkers do not act aggressively; they react to certain situations in an
aggressive way
-Triggers for workplace aggression include:
-Unfair treatment
-Abusive supervision
-Role stress
-Job insecurity
-prevention focus on:
-Eliminating/managing triggering events
-Improving interpersonal relationships in workplace
-eliminates some triggers to workplace violence + aggression
-ex. Consider organizational justice to reduce perceptions of unfair treatment
when making decisions
-Creating open, transparent, nonthreatening environment
-incl Developing specific procedures for employees to resolve conflicts and
discuss
-ex. Training in conflict resolution
-ex. Confidential complaint procedures ensure inappropriate behaviour is
identified + dealt w/ before it leads to violence + aggression
-organizational policy that clearly labels violent + aggressive acts as inappropriate
-key to violence prevention programs
-implement “respectful workplace” policies
-sets xpectation that all staff treated w/respect
-Grievances
-preventing aggressive acts

Type IV Violence
-Intimate partner violence almost always is perpetrated by someone (e.g., spouse) outside the
organization
-some not overt + falls into “grey area” (ex. Waiting outside workplace)
-Managers and organizational decision makers must:
-Be educated about forms of intimate partner violence
-Be aware of the resources that are available to employees
-ex. Employee Assistance Program
-Allow for temporary accommodation during a crisis
-ex. Additional security/escorts in parking lot
-ex. Allow employee to work offsite/take period leave

Organizational Policies and Programs

-to manage risks of workplace violence
-mgmt of workplace violence follows sequence of recognition, assessment, + control of hazards
-follows Occupational Health and Safety Council of Ontario framework
-Recognition
-Assessment of the general physical environment
-consider aspects that might affect risks for workplace violence
-ex. Parking lot, entry systems, reception + waiting area, elevators, washrooms
-Identification of risk factors
-applicable to the org/job
-Assessment for specific risks:
-(1) direct contact w/clients, (2) handling $, (3) working w/unstable or
volatile clients, (4) working alone, (5) working in community-based setting,
 (6) mobile workforce, (7) working in high crime areas, (8) securing/protecting
valuables, and (9) transporting ppl /goods
-Assessment
-Ranking of the level of risk applicable to specific jobs
-high risk: when 1/more risk factors regularly place employee at severe risk
-severe risk: potential for fatal/critical injury
-moderate risk: when risk factors occasionally place employees at moderately
severe risk (lost-time injury/injury requiring medical aid)
-low risk: when risk factors occur rarely + risk is minimal (first aid)
-based on analysis, orgs can prioritize sever risk factors to develop solutions
-Control
-OHSCO providing guidelines + audit tools for creation + monitoring of policies
and programs
-formulation of comprehensive workplace violence program would incl:
-1) workplace violence policy that conforms to legislation
-2) violence prevention program that incl:
-a. mechanisms for assessment
-b. procedures for obtaining immediate assistance for victims
-c. procedures for reporting actual + potential violence
-d. procedures for investigating such reports
-e. procedures for dealing w/incidents, complaints, + threats
-3) emergency response plan
-4) inclusion of workplace violence in work refusal policies
-5) procedures for recognizing + dealing w/ incidents of domestic violence that
may occur at work
-6) training procedures to ensure employees are aware of policies, procedures,
and risks related to workplace violence

-After establishing program, need ongoing monitoring + compliance to ensure program is

operating as it should

Harassment and Bullying in the Workplace

-Harassment can occur as a single act
-legislatively, bullying is form of harassment
-Bullying is typically a sustained pattern of harassing behaviours
-Can be subtle
-thus difficult to deal w/ in an organization
-difficult to distinguish whether someone was harassing / inattentive / rude.
-Employers more sensitive to use of email and digital media as a means of aggression
-Cyber-aggression or cyber-bullying
-involve traditional + new forms of aggressive behaviour
-social media used to harass/bully workers
-harassment can occur outside workplace even though it is directly linked
to workplace behaviour.
-Organizational efforts to deal w/harassment + bullying typically take 1 of 2 forms
-1) organizations have obligation to investigate + respond to complaints about
harassment + bullying
-2) organizations attempted to promote respectful workplace to reduce harassment and
bullying

Investigation of Specific Incidents

-Investigation policies should incl provisions for investigation + resolution of specific incidents:
-Provision to file a complaint
-Investigation by a neutral third party ASAP
-Consultation w/ each of the parties involved
-Evidence gathering + decision making
-incl interviewing witnesses
-Communicating decision to parties w/ proposed resolution
-Documenting process + maintaining records
-should accommodate possibility of appeals
- investigation and appeals procedure should follow principles of natural justice
-ensuring all parties tell their side
-having neutral + unbiased investigators + decision makers
-ensuring process is fair + seen to be fair by parties involved

Respectful Workplaces
-Respectful workplace/anti-bullying programs:
-have positive effect by reducing uncivil + increasing civil behaviour
-Civility, respect, and engagement (CREW) process
-objectives:
-become more sensitive to impact of their social behavior on others
-develop strategies for responding to incivility + disrespect at work
-develop deeper repertoire of supportive interactions w/colleagues
-involving employees in creating definitions of respectful + disrespectful
behaviour + establishing norms for how employees would treat each other
-6 month intervention did reduce invility
-positively affected reports of burnout, job attitudes, management trust, and
absences
-potential to create long-lasting results
-time + resource intensive
-Respect in the Workplace intervention program
-Developed in partnership with Canadian Red Cross and the RespectED
Organization
-a 90-minute interactive program + delivered via computer
-training consists of instructional slides, animated scenarios, expert clips, and
interactive questions + answers
-do not have to complete training in 1 sitting
- inexpensive + does not require a lot of resources
 -a small increase in workplace civility

Sexual Harassment
-a workplace stressor
-Intentional, persistent, + unwelcome sexual conduct / remarks that occur despite
resistance
-in cases of severe misconduct (ex. sexual assault), a single incident meets definition
and constitutes sexual harassment
-act/conduct must be intentional (offender must be aware that behaviour is offensive)
-To alleviate loophole of offenders claiming they were unaware their behaviour was
offensive, tribunals use the “reasonable person” test
-determines whether a reasonable person would be aware that behaviour is
offensive
-56% of working women reported experiencing sexual harassment in previous yr (e.g.,
insulting jokes and staring)
-Physically violent actions (ex. rape) do occur in workplace, but rarely
-Labour Code prohibits sexual harassment
-defines sexual harassment as conduct, comment, gesture, /contact of sexual
Nature:
-a) that’s likely to cause offence/humiliation to employee
-b) or that might, on reasonable grounds, be perceived by employee as
placing a condition of sexual nature on employment or on opportunity for
training/ promotion
-outlines 2 types of sexual harassment:
-1) Sexual Coercion (“quid pro quo” harassment)
- to extort sexual cooperation
-Subtle or explicit job threats (e.g., job loss, loss of promotion)
-Promise of job-related rewards (e.g., promotions, raises)
-prohibited by Ontario Human Rights Code
-2) Hostile Environment
-Sexual harassment without coercion/ extortion
-Behaviours range from insulting, misplaced comments to
pervasive sex-related verbal/physical conduct to life threats or
physical attacks
-most prevalent type

Sexual Harassment as a Health and Safety Issue

-being victim of sexual harassment is associated w/ organizational strains, incl increased job
dissatisfaction, decreased loyalty to organization, + increased intent to leave
-more likely to experience dissatisfaction w/ life+ to experience psychosomatic disorders
(ex. respiratory, stomach, + sleep problems; headaches; weight loss/ gain)
-Some women reported being a victim to their org experienced the formal process as unjust
-ex. fired after making claim
-Employers may launch interventions to eliminate/reduce sexual harassment in workplaces
 -since Supreme Court made employers responsible for sexual harassment at work
-Employers are responsible for due care + protection of employees’ human rights in workplace
-Supreme Court of Canada: sexual harassment is a form of sex discrimination and
therefore prohibited in employment
-Employers are liable for discriminatory conduct of + sexual harassment by their agents and
supervisory personnel.
-Sexual harassment by supervisor is automatically attributed to the employer when such
harassment results in a tangible job-related disadvantage to the employee
-Explicit policy forbidding sexual harassment + procedures for reporting misconduct may/may
not be sufficient to offset liability.
-Employers will be pressured to take more active role in maintaining harassment-free work
environment
-Employers will feel greater discomfort w/intimate relationships that develop between
supervisors + subordinates because of legal implications
-motivate employers to discourage office relationships.
-Employers’ intentions to have effective sexual harassment policies are insufficient
-To avoid liability, policies must be functional + work in practice as they do in theory