Human Resources management strategies for preventing workplace violence

Workplace Violence

Violence in the workplace is an everyday event that affects employees throughout the nation. It must be addressed, clearly defined, and possible solutions presented that will eventually identify the potential aggressor and victim. According to the United States Department of Justice (1998) the workplace is the most dangerous place to be in America. In fact, workplace homicide is the fastest growing category of murder in the United States (U.S. Department of Justice, 1998). However the real danger is the ever-present problem of physical and verbal violence.

In this paper, the concept of workplace violence is defined and several examples are given for reference. The paper will discuss the responsibility of the Human Resources Management team to identify a potential problem before violence occurs, and also prevent work place violence through adequate and necessary training of employees. Research will be discussed that explains how to deal with workplace violence after it occurs, and the liability for the Human Resources Management team when failing to acknowledge workplace violence or having a policy in place that addresses the problem.

A brief historical background will be offered, but the body will concentrate on several causes of the problem, list financial effects where violence has occurred, and offer possible management solutions to the problems created by potential aggressors. Companies have many things to learn about identifying the employee who will become violent, but training is available to help in this area. Employers need to be willing to invest money, time, and faith to protect the employees and customers from becoming victims to someone else's anger and aggressions.

The growing concerns facing business and the issue of violence in the workplace has evoked the expertise of the Occupations, Safety and Health Administration (OSHA) to develop guidelines that address the problem. These guidelines should put in place by the Human Resources Management team. OSHA (2001) has declared workplace violence as an important safety and heath issue in today's workplace and encourages employers to develop workplace violence prevention programs. Additionally, OHSA has developed guidelines and recommendations to reduce worker exposure to this hazard but is not initiating rule making at this time.

By facing workplace violence and properly training company employees, the Human Resource Department will eliminate many hazards and legal problems that might otherwise occur on the job. Without addressing these issues, legalities and permanent problems will become a reality which will always follow the company to create a negative reputation for the organization. It is the job of the Human Resource Department to learn how to recognize the signs of stress and inform the employee of programs that are available. Once the employee is informed of the options available that will train them to deal with stress, it is then that employees responsibility.

This paper discusses a review of literature with research based information that offers documentation of how management is responsible for employee training, and the identification of workplace issues that might result in violence. It is the responsibility of a company's management team to learn how to identify potential problems before they erupt and cause a situation that might become irreversible. Violence in the workplace is an ongoing concern and companies are constantly addressing how to implement safety programs that will create a safe and productive work environment.

Workplace Violence

Introduction of the Issue: Workplace Violence

Violent acts perpetrated against employees at work are a major cause of workplace mortality. In 1997, 856 homicides and 212 suicides occurred at work. Combined, these violent acts constituted the major cause of work-related deaths. In addition to being a humanitarian concern, violent acts are a major cost for employers. One study estimates that workplace violence costs employers between $6.4 and $36 billion in lost productivity, diminished public image, insurance expenses, increased security, and other related factors (Speer, 1998).

Homicide is the second major cause of death at work for both men and women (Bureau of Labor Statistics, 1997). It should be noted, however, that outsiders perpetrate most homicides in industries with direct public contact. This is reflected in occupations at high risk for violence such as employees and owners of small grocery and convenience stores, hotel clerks, gas station workers, law enforcement officers, and other publicly linked occupations (Neuman, 1998).

Workplace violence seems to have two definitions. The one perpetrated by the media is an armed, disgruntled employee or client who shoots selectively or indiscriminately at employees, supervisors and managers. However, studies have shown that the real threat workers face is more accurately described by the Workplace Violence Research Institute (Mattman, 2001) is definition: Any act against an employee that creates a hostile work environment and negatively affects the employee, either physically or psychologically. These acts include all types of physical or verbal assaults, threats, coercion, intimidation and all forms of harassment.

According to the National Institute for Occupational Safety and Health (Lord, 1998) 750 people have been murdered at work each year since 1980. Over two million Americans are attacked each year and another six million workers are threatened while at their place of employment. These figures point out the real dangers, dangerous employers cannot afford to ignore. Even if employers weren't concerned with the decency factor, they should be concerned about the cost and lost productivity caused by these acts.

History of Violence in the Workplace

Incidents of work related violence were virtually unheard of until the 1970's. Since then, it has more than tripled. As companies downsize, reorganize, reengineer, and demand more of each employee, stress levels increase to the breaking point, causing work-related violence to escalate.

Most experts agree those social issues; especially substance abuse, illegal drugs, layoffs, and poverty are major contributors to occupational violence. The fact that guns can easily be obtained is a factor for violent crime in the workplace. Excessive graphic violence on TV and in movies, language and ethnic differences among workers, and the general acceptance of violence as a form of communication by a large segment of our population are other causes frequently cited by those closely associated with this problem.

Preventing workplace violence isn't the employees' only concern, and it isn't just watching out for the disgruntled former worker who might return to work armed with a couple of semiautomatic weapons. Companies must guard against all risks faced by employees. It is the responsibility of Human Resources Management to identify a potential problem before violence occurs. An effective workplace violence prevention program includes physical security, pre-employment screening, good termination practices, employee assistance programs, out placement and a host of other options.

In response to the violence that was occurring on the job, the Occupational, Safety and Health Administration (OSHA) developed some guidelines to address the problem. These guidelines should put in place by the Human Resources Management team. OSHA (2001) has declared workplace violence as an important safety and heath issue in today's workplace and encourages employers to develop workplace violence prevention programs. Additionally, OHSA has developed guidelines and recommendations to reduce worker exposure to this hazard but is not initiating rule making at this time. OSHA makes the following statement in reference to violence in the workplace: "OSHA does not have a specific standard for workplace violence. However, under the Occupational Safety and Health Act of 1970, the General Duty Clause governs the extent of an employer's obligation to address workplace violence. The General Duty Clause provides that: 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. OSHA's commitment is to encourage employers to develop workplace violence prevention programs."

OSHA's guidelines and recommendations are based upon four basic elements. First, management commitment and employee involvement is necessary and should included clear goals for worker security at smaller sites or a written program for larger organizations. Next, an on the job analysis must involve the identification of high-risk situations through employee surveys, workplace visits to include reviews of injury and illness data. Third, hazard prevention and control calls for designing engineering, administrative and work practice controls to prevent or limit violent incidents. Finally, training and education to ensure employees know about potential security hazards and ways to protect themselves and their co-workers.

Causes of Workplace Violence study that was conducted by Donald Gibson and Sigal Barsade (1999) of the Yale School of Management surveyed one thousand workers. The workers were asked, "In general, how angry do you feel at work? The result showed that almost a quarter of the employees (23.3%) admitted feeling "at least somewhat angry at work." The study's authors found that such feelings of anger are associated with feelings of betrayal by the organization, a sense that promises are not kept, that there is a lack of respect and dignity shown the respondent, and that the worker and the organization do not share the same values.

When questioned about what caused them to feel angry, 11% cited the cause as a supervisor or management's action; 9% blamed their feelings on incompetent associates and heavy workloads. Other factors cited were dealing with customers and lack of cooperation of other people.

The study concluded that, whereas overt anger captures the attention, it's the underground, chronic anger that should be getting more of management's time. It manifests itself in subtle ways, if at all. Angry workers are less likely to put their best efforts into their job; are more apt to be competitive, rather than cooperative, in dealing with their associates; and less likely to tell the boss if they find a better or quicker way to get their job done.

Monahan (1992) emphasizes the importance of identifying potentially volatile situations before they reach the point of violence. This emphasis broadens the definition of workplace violence to include verbal forms of violence, as well as physical. Other experts in the area of workplace violence encourage employers to include verbal forms of violence, such as threats, harassment, and intimidation, in their violence prevention policies (Labig, 1995).

Jobs that appear to be high risk have found the following factors to be associated with workplace violence:

Exchanging money;

Working alone at night and during early morning hours;

Having money, valued items, jewelry, or other items that are easily exchanged for cash;

Performing public safety functions in the community;

Working with patients, clients, or customers known to have or suspected of having a history of violence; and Working with employees with a history of assaults or who exhibit belligerent, intimidating, or threatening behavior toward others. (U.S. Department of Health and Human Services, 1993).

Identifying jobs with these high-risk factors highlights not only the features of the assailant but also the assailant's relationship with the victim. Acts of violence from strangers in cases where money is exchanged, employees are working at vulnerable places or times, or employees are responsible for valuable materials are primarily acts of instrumental aggression used to commit an act of robbery. In contrast to the stranger relationship, clients, patients, and even subordinates or coworkers who have used violent behavior in the past will often continue using violence for a number of reasons including a means to get their needs met and reduce frustration. The need to consider the relationship between victim and assailant is also important (Jenkins, 1996).

Solutions and Management of Workplace Violence

All companies should have a policy for preventing and reporting workplace violence. Early training and identification skills can help risk managers and insurance companies in two ways. One, the violence will never occur, or second, if it does occur then the organization is in a better legal position for having offered the training in the first place

Rules and procedures should be clearly defined and written on paper. Creating an effective workplace violence policy begins with spelling out rules to workers. Many businesses form a committee consisting of managers, employees and human resources personnel who develop a policy based on the specific needs of the company. The committee creates consensus and fosters buy-in by employees. By allowing employees to have involvement, they gain a sense of ownership to the company and the development of rules or guidelines.

A company should review its' hiring policies. Companies would be practical to increase the use of background checks, reference verification and applicant screening to help identify potentially troubled workers. Potential employees might attend company-training sessions that outline procedures that the company endorses which would address workplace violence. Upon hiring, the employee would sign-off on the procedure training that material presented during training was understood and that company policy would be followed.

A grievance system should be developed and utilized. Offering disgruntled employees a place to voice their anger can stem violence. The forum to air a complaint could be a committee of managers and employees, or simply an open-door policy on the part of supervisors. Employers often discover that the source of a worker's rage is a personal crisis outside of work, and can suggesting proper counseling. Listening to employees with concerns about workplace violence is a key factor in protecting those who feel they may be in danger. Providing an environment in which employees will report such conditions is an important first step. Concerns may be motivated by circumstances such as a perceived hostile work environment, threats or physical action by fellow workers or supervisors, and actual criminal acts which occur at work.

Security personnel and measures should be implemented into the work environment. Assess the need for hiring security guards. Secure the building by offering workers only one entrance and exit. Require employees to enter using a security code or key card. Install cameras at critical locations in the building or provide protection for employees when they arrive or leave work. This is especially important in the early morning or late evening hours when it is still dark outside.

A layoff policy should be established. Elimination of jobs is becoming more common in today's workplace. The sting of a layoff still hurts even the most prepared employee. It is important; therefore, to have a termination policy that spells out exactly how a worker will be notified of a layoff, and how the employee will be escorted from the premises. The employer should have documentation to back-up a layoff or firing of an employee to provide justification for the action.

An organization should offer ongoing training. One simple control tactic is to provide adequate staffing and effective lighting for the work area. Managers need continual training to help identify potential problems and the latest methods for dealing with violent situations. Workers need training to help them with anger control. Current trends to curtail violence at work include outlining and defining certain behaviors. These include abusive language, hostile behavior, concealed weapons, sabotage, and contraband.

Management should be trained to recognize when employees might be under much stress and may have trouble with relationships at work. Signs include a change in work habits such as attendance in the way of overworking, working odd hours, or becoming lax about work schedules. Recurring illnesses as well as poor performance and an increased number of accidents can also signal an overstressed employee. Once an employer has learned to recognize the signs of stress, they are responsible for categorizing the stress as external or internal.

External stress may be caused by issues and events that occur outside of the office and relating to the employee's personal life while internal may be caused by work and work-related issues. Managers can make employees aware of company resources that may be able to help them deal with their personal stress, thus resolving a major crisis before it arises.

Once an employee has exhibited signs of stress, it is recommended that his or her specific job must be examined to determine whether it is creating that stress. There are many ways to prevent stress in the workplace. The employee should be trained to balance between a challenging environment and a situation that is extremely demanding. Most employees become excited when challenged, and will perform at high levels.

On the other hand, when challenges turn into unreasonable demands, excitement turns to frustration and then rebellion occurs. It is important for managers to recognize when employees demonstrate signs of stress and to work with them to manage it. When stress originates in the workplace, it is the manager's responsibility to identify the causes and chart a course to correct the situation. These actions show caring and understanding, thus making for happier employees and a more productive workforce.

The world of business is constantly changing. The concept of individualism has now turned into team-based project work. The growing demand for training and implementation is vital for the modern financial manager to compete in today's business world. Today's modern Resource Management team should work to train and develop cross functional work teams while also working to create a congenial work environment that will provide a safe zone for employees.

Employees can bring to the organization a new culture and understanding of many different and fresh viewpoints which create optimum working conditions. This creates a functional team that will be competitive and work together to weave a design that is an amalgam of many cultures and backgrounds (Parker, 1994), thus possibly eliminating a hostile environment. The manager should also create a set of policies and procedures that support a team-based environment and fosters safety.

Siegel (2002) states that in addition to their traditional financial responsibilities, financial managers and management accountants in many organizations have taken on decision support roles. They are internal consultants, leaders on cross-functional teams, and trusted business advisors. Many have become organizational educators, teaching non-financial managers about economic and financial analysis and helping them understand what various financial measures mean. This is a valuable asset if employees become disgruntled and file complaints against the organization. Those working within business management should acknowledge the moral distinctions and obligations to implement and manage training within a department or managing any aspect of a firm.

In conclusion, despite all the best planning, policies and practices, and despite dealing fairly with all employees and having a model prevention program, an incident could happen. A crisis response plan detailing the steps to be followed is necessary. Not only is a response plan effective for workplace violence, but also for other human-made or natural disasters, such as a chemical spill or an earthquake. The plan should outline the duties required to respond to a crisis properly. An effective plan involves all departments within the company. A business should form a team with representatives from all areas within the company that could be affected. This team will design the plan, implement it and, most importantly, test it. Only plans exercised, revised and that remain constant are effective. A plan written, then put in a binder and never removed from the shelf until as incident happens is dangerous because it creates a false sense of protection. The company should write the plan, test it, and then continue to test it.

Although some industries and occupations seem more predisposed to workplace violence, no work environment is immune. Incidents have occurred in small businesses as well as those employing thousands of workers. In the strange economic times facing American business, a great deal of stress is placed on the employee. Some of these employees may have the ability and deluded reasoning to commit an act of workplace violence. Downsizing also places pressure on those workers who remain. These employees are required to complete the same work in the same amount of time as the previous full-strength staff with the additional stress from wondering who will be cut in the next round of lay-offs. There is no company that can completely eliminate workplace violence. Companies must address the issue of workplace violence before an incident happens, thus eliminating many factors such as loss of life, injury to an employee, or decreased business that results from an act of violence. However, with proper planning and effective programs, the chances of such violent occurrences can be dramatically reduced.