Research Paper Undergraduate 1,246 words

Workplace Aggression and Violence: Effects and Prevention

~7 min read 4 sections Business · Workplace

Abstract

This paper examines aggression and violence in the workplace, investigating their effects on individual employees and organizations as a whole. Drawing on research from psychology, sociology, and organizational studies, the paper outlines how workplace aggression — ranging from passive behaviors such as rumor-spreading to overt physical and verbal abuse — contributes to chronic stress, poor health outcomes, reduced productivity, and a harmful organizational culture. The paper then reviews recommended prevention and intervention strategies, including written anti-violence policies, candidate screening, employee training, and cultural attitude shifts. It concludes that a proactive, multi-faceted approach is more effective than reactive responses to individual incidents.

Key Takeaways

Introduction: Frames scope and research questions on workplace violence
Effects of Aggression and Violence in the Workplace: Health, psychological, and organizational impacts of aggression
Addressing Violence and Aggression at Work: Prevention strategies, training, and policy recommendations
Discussion and Conclusions: Synthesis of findings and refutation of common assumptions

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What makes this paper effective

The paper consistently grounds its claims in named academic sources, lending credibility to each argument and demonstrating engagement with the literature.
It distinguishes between passive forms of aggression (rumor-spreading, gossip) and overt violence, showing awareness that workplace aggression exists on a spectrum.
The conclusion effectively revisits and refutes three commonly held assumptions about workplace aggression, giving the paper a clear evaluative purpose beyond mere summary.

Key academic technique demonstrated

The paper uses a literature-review structure to build a cumulative argument: it first establishes the scope and effects of the problem before turning to solutions. This "problem–response" organization is a standard and effective technique in applied social science writing, and the student applies it consistently across sections.

Structure breakdown

The paper opens with a brief introductory section that frames the research questions. Two body sections follow — the first cataloguing the psychological, physical, and organizational effects of aggression and violence, and the second surveying recommended preventive and interventional strategies. A combined discussion and conclusions section synthesizes findings and dispels common misconceptions, reinforcing the argument for proactive rather than reactive organizational responses.

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Essay 1,246 words

Introduction

Studies suggest that violence and aggression are increasingly common occurrences in organizations large and small across the globe (Repetti, Seeman & Taylor, 1997; Waldron, 2000; Coombs & Holladay, 2004). Aggression and violence are serious problems that can have short- and long-term consequences on individuals and organizations. As such, it is vital that organizations become aware of the problem and take steps to prevent it.

This paper explores how violence and aggression in the workplace affect victims, and what measures can be taken to prevent or address them. Commonly held beliefs suggest that work is a safe environment for people to engage in business interaction. Research, however, indicates that violence and aggression often occur at work — sometimes directly and often indirectly. Such negative behaviors and attitudes can result in multiple problems, including stress-related emotional and physical illness. These ideas are explored in greater detail below.

Effects of Aggression and Violence in the Workplace

Repetti, Seeman & Taylor (1997) suggest that an aggressive or violent workplace can increase illness and poor health among employees. The researchers contend that chronic illness is often the result of psychological factors that may include hostility in the workplace. This is partly due to chronic stress experienced by individuals working in increasingly aggressive or violent environments. Chronic stress is associated with multiple poor health outcomes across a variety of circumstances.

Coombs & Holladay (2004) note that workplace aggression is increasingly entering the consciousness of organizational experts and is now recognized as a global rather than an episodic or domestic concern. Studies confirm that workplace aggression is a problem encountered around the globe, not simply in the United States (Coombs & Holladay, 2004; Fisher, 2001). Other studies suggest that many instances of workplace aggression involve verbal attacks or passive attacks such as spreading rumors or gossiping negatively about someone (Coombs & Holladay, 2004; Perry, 2000). The effects of such passive aggression may be felt throughout the organization, creating an environment marked by disengaged employees, distrust, and a general trend that inhibits effective communication and knowledge sharing (Coombs & Holladay, 2004).

More violent acts of aggression can result in physical and emotional pain. Overt physical and verbal abuse carries psychological ramifications for the targeted employee and may also harm workforce productivity (Coombs & Holladay, 2004). Researchers have consistently found that workplace aggression can inhibit an organization's ability to deliver optimal services to customers and can create a culture that is harmful and promotes other forms of harassment, including sexual harassment (Waldron, 2000). Furthermore, aggression and violence in the workplace can suppress emotional expression and disable channels of communication within an organization (Waldron, 2000).

Addressing Violence and Aggression at Work

Studies conducted by sociologists and psychologists suggest that awareness of violence and aggression is the first step toward addressing it in the workplace (ILO, 2000). It is important that organizations adopt a comprehensive and multi-faceted approach to solving this problem, rather than seeking a single solution to workplace violence (ILO, 2000). Typically, research has shown that traditional responses to workplace violence are largely ineffective because they are "limited in scope, episodic and ill defined" (ILO, 2000).

Thanks to a growing body of research, experts now recognize that workplace aggression is more a structural and strategic issue embedded within social, economic, cultural, and organizational contexts (ILO, 2000). This suggests that resolving the problem requires organizations to address underlying causes rather than simply responding to the consequences of workplace violence. Appropriate strategies must therefore include prevention measures such as the creation of a written policy against violence and aggression, appropriate screening of job candidates for aggressive tendencies, and training that equips employees and managers with the interpersonal and communication skills needed to defuse aggressive situations (ILO, 2000; Williams, 2003; Coombs & Holladay, 2004).

It is also important that organizations identify problems and address aggression and violence through effective anti-aggression campaigns and interventions. According to the research, the best approach involves shifting employee and cultural attitudes rather than merely suppressing negative behaviors (Coombs & Holladay, 2004). Organizations must work to directly eliminate both verbal and nonverbal assaults and overt abuse, while also developing programs with the specific intent of reducing aggression by exploring and addressing its possible causes (Coombs & Holladay, 2004).

Training is also necessary to help managers understand how aggression and violence can signal underlying problems within the workforce (Coombs & Holladay, 2004). These underlying problems may include "feelings of powerlessness" among employees, stress, "resistance to policies," and general unrest — situations in which aggression is viewed as a "functional coping mechanism" to help workers address their circumstances (Coombs & Holladay, 2004, p. 481). Other researchers suggest that training interventions will only be effective once employees and aggressors become aware of their behaviors and identify the reasons behind their participation in negative or aggressive conduct (Fisher, 2001).

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Discussion and Conclusions310 words

By investigating aggression and violence in the workplace, this paper sought to uncover the effects of violence and identify steps that organizations and individuals can take to minimize those effects. Commonly held assumptions tend to suggest that workplace aggression and violence…

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References

Coombs, W. T., & Holladay, S. J. (2004). Understanding the aggressive workplace: Development of the workplace aggression tolerance questionnaire. Communication Studies, 55(3), 481.

Fisher, S. K. (2001, May). Global workplace violence. Monthly Labor Review, 124(5), 53.

ILO. (2000, November). What can be done about violence at work. International Labour Organization, 8.

Perry, P. M. (2000, May). Zero tolerance. Industrial Distribution, 89(5), 56–60.

Repetti, R. L., Seeman, T., & Taylor, S. E. (1997). Health psychology: What is an unhealthy environment and how does it get under the skin? Annual Review of Psychology, 48(1), 411.

Waldron, V. R. (2000). Relational experiences and emotion at work. In S. Fineman (Ed.), Emotion in organizations (2nd ed., pp. 64–82). Sage Publications.

Williams, K. (2003, July). Preventing workplace violence. Plants Sites and Parks, 30(3).

Key Concepts in This Paper

Workplace Violence Passive Aggression Chronic Stress Organizational Culture Prevention Policy Employee Training Psychological Effects Workforce Productivity Verbal Abuse Anti-Aggression Interventions