Workplace

Violence

Definition

“… violent acts (including physical assaults and

threats of assaults) directed towards persons at

work or on duty.” Examples include threats, physical

assaults, muggings, and homicides.

(NIOSH, 2002, p. 1)

Example:

“A disturbed family member whose father had died in

surgery at the community hospital walked into the

emergency department and fired a small-caliber

hand-gun, killing a nurse and an emergency medical

technician and wounding an emergency physician.”

(NIOSH, 2002, p. 2)

Also includes…

NIOSH, cf. Naval Air Warfare Center, Human Resources Dept., Patuxent River Complex,

“Preventing Workplace Violence” Pamphlet

Beatings

Stabbings

Suicides and near suicides

Shootings

Rapes

Threats

Robberies

Obscene phone calls or

e-mails

Intimidation

Being followed

Being sworn at

Being shouted at

Bullying

Example

(cf, Hynes, 2001)

Barclay & Aquino Model (2011)

p. 619

Examples of Individual-Level Predictors

• Demographics (e.g., sex, race, status)

• Attributions (e.g., externalization of blame)

• Personality (e.g., narcissism, dispositional hostility)

• Other (e.g., prior exposure to violence)

Barclay & Aquino, 2011, p. 618

Examples of Situational-Level Predictors of Aggression

Job characteristics (e.g., crowding, noise, humidity)

Coworkers, groups, & teams (e.g., group norms)

Job stressors (e.g., job insecurity, role conflict)

Supervisor (e.g., abusive supervision, micromanaging)

Barclay & Aquino, 2011, p. 619

Legal: OSH Act’s “General Duty Clause” (1970)

(cf. OSHA, 2004, p. 3)

“Each employer shall furnish to each of his

employees employment and a place of employment

which are free from recognized hazards that are

causing or are likely to cause death or serious

physical harm to his employees.”

Other laws may apply, such as The Violence Against Women Act of 1994

(Deming, 2000)

Legal: Other Potentially Applicable Theories

Theory Explanation

Negligent Hiring “Failure of the employer to investigate a job applicant’s

work experience, character, criminal history and other

relevant data prior to hiring an employee” (p. 2)

Negligent

Supervision

“Employer who fails to train or supervise its employees

satisfactorily may be liable when the employee commits a

violent act against a third party.” – also may refer to

failures to “exercise reasonable care” or to “respond to

complaints” (p. 3)

Negligent

Retention

Employer “… knows or should have known that the

employee has a propensity for violence and fails to either

discharge or reassign the employee.” (p. 5)

Premise Liability

for Negligent

Security

Employer “…in control of a property or premise, fails to

provide reasonable security to those who depend upon

the employer for such protection.” (p. 5)

(Deming, 2000)

Locations

(MOSHA, 2004)

Workplace violence may occur:

In buildings or surrounding premises (e.g.,

parking lots)

At customer or client locations (e.g., in homes)

While traveling

Really Brief History

(Deming, 2000)

• August 1986

• U.S. Postal Service employee in

Edmond, OK

• 14 co-workers killed, 6 wounded

• “Going Postal”

(cf. Wolf, 2008)

Workplace

Shootings,2008

BLS, 2010

(cf. Wolf, 2008)

More Specific Risk Factors – Retail Setting

(NIOSH, 2004)

“Actively resisting robbery

Robbers are unarmed (?)

Lack of customers present

Lack of drop safes

Lack of employee training”

Based on NIOSH

study of 460

convenience store

robberies in 3

metropolitan areas

of Virginia

Time of Day

(cf. Sygnatur & Toscano, 2000, p. 6)

General Risk Factors

(MOSHA, 1999, p. 2)

Working alone or in small numbers

Working in high-crime areas

Guarding valuable property

Working in community-based settings

More General Risk Factors

(MOSHA, 1999, p. 2)

Contact with the public

Exchange of money

Delivery of passengers, goods, or services

Having a mobile workplace (e.g., taxi)

Working with unstable or volatile persons (e.g.,

health care)

(cf. Wolf, 2008)

Age of Worker

(cf. Sygnatur & Toscano, 2000, p. 6)

(cf. Wolf, 2008)

(cf. Wolf, 2008)

(cf. Wolf, 2008)

Indicators #1

• “Direct or veiled threats of harm

• Intimidating, belligerent, harassing, bullying or other inappropriate or aggressive behaviors

• History of conflicts with supervisor, co-workers, and customers; verbal comments indicating hostility directed at others

• Fascination with weapons/violence; bringing weapon to the workplace

Naval Air Warfare Center, Human Resources Dept., Patuxent River Complex, “Preventing

Workplace Violence” Pamphlet

Indicators #2

• Statements indicating desperation to point of committing suicide contemplating suicide (signs of stress need to be addressed whether or not you believe they will lead to violence)”

• Substance abuse (alcohol and/or drugs)

• Extreme or uncharacteristic changes in behavior or displays of emotion. ‘(may include change in attendance or quantity or quality of work)’

• Lack of support systems (may see problems with or withdrawal from friends/family)”

Naval Air Warfare Center, Human Resources Dept., Patuxent River Complex, “Preventing

Workplace Violence” Pamphlet

Examples of Outcomes from Workplace Aggression

Attitudinal outcomes (e.g., decreased job satisfaction)

Physical health (e.g., psychosomatic well-being)

Psychological outcomes (e.g., frustration, emotional exhaustion)

Behavioral outcomes (e.g., counterproductive work behaviors)

Barclay & Aquino, 2011, p. 624

Responses to Workplace Violence - Organization

Post signs and use drop safes where cash is present

Improve visibility in and around workplace (e.g., windows clear, improve

lighting – including parking lot)

Greet all visitors and have a “check in” point

Post notices and install metal detectors, cameras, videotaping

equipment in high risk areas

Identify and equip “safe rooms” for emergencies

Provide on-site security guards or alarm systems

Monitor amount, weight, shape of furniture in rooms where staff interact

with clients; use rooms with multiple exits

(Hynes, 2001; MOSHA, 1999; NIOSH, 2004)

Responses to Workplace Violence - Organization

Conduct a workplace audit

Identify causes of stress and use training or other interventions to

reduce stress

Establish, monitor, evaluate, and periodically revise workplace

violence policies (e.g., “zero-tolerance”)

Provide training to employees and management on warning signs,

policies, and responses to workplace violence

Improve communication

Establish an employee assistance program (EAP)

(Hynes, 2001; MOSHA, 1999; NIOSH, 2004)

Responses to Workplace Violence - Individual

(Hynes, 2001; MOSHA, 1999; NIOSH, 2004)

Learn warning signs of potential for violence

Train employees on how to respond and report an incident

If robbery or other … “Try to stay calm,” make no rapid motions, do

NOT try to stop or confront robber

Do NOT keep large amounts of cash out of drop safe

Practice an evacuation plan and multiple routes to safe rooms

Establish a buddy system; keep calling or notification system up to

date

Responses to Weapons in the Workplace

“Criminal Trespass”

No one who enters workplace

allowed to have weapons

(Mathiason & Kruger, 1999)

No employees allowed to have

weapons; employees sign

form that they are aware of

and will abide by policy

“Employees Only”

Those licensed to carry are

allowed to do so at workplace;

employer may have to verify

the license

“License Holders Allowed”

The Law on Concealed Weapons is Changing

Laws vary by state:

In some, person must demonstrate “need to carry”

“Shall issue” states do NOT require person to demonstrate

a need

“Discretion states” leave decision to allow permit to local

official, like county sheriff

Example