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Employee Wellness > 05 Workplace Violence > Flashcards

05 Workplace Violence Flashcards

1
Q

5 workplace interpersonal stressors

A
  1. Workplace violence
  2. Customer mistreatment
  3. Incivility from people in the workplace
  4. Workplace bullying/mobbing
  5. Abusive supervision
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2
Q

3 types of customer mistreatment

A
  1. physical violence
  2. psychological aggression
  3. uncivil behaviors
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3
Q

2 types of psychological aggression

A
  1. verbal abuse

2. threat

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4
Q

4 types of uncivil behaviors

A
  1. using condescending tones & gestures
  2. posing unreasonable demand
  3. treating employees as they are inferior
  4. take out their frustrations on employees
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5
Q

which type of job/industry is most at risk of workplace violence?

A

service industry and jobs

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6
Q

5 ways to empower service employees

A
  1. Letting employees use their discretion to solve problems
  2. Increase job autonomy (control)
  3. Providing employees with professional knowledge to deal with difficult situations
  4. Social support from supervisors
  5. Displaying customer rules for their employees’ safety
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7
Q

Workplace incivility

A

low-intensity deviant behavior with ambiguous intent to harm the target in violation of workplace norms for mutual respect

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8
Q

4 examples of incivility

A
  1. Criticizing an employee’s performance in public
  2. yelling
  3. taking out frustration on others
  4. making discourteous and rude comments
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9
Q

6 dimensions of incivility

A
  1. Being rude, discourteous, & inconsiderate
  2. Interruptions & invasion of privacy
  3. Inappropriate jokes (e.g., racial, ethnic, sexual, etc.)
  4. Mild social exclusion or ignoring
  5. Taking credits of others (free riding, social loafing)
  6. Gossip & rumors
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10
Q

2 reasons organizations tolerate incivility

A
  1. no legal attention

2. often ambiguous in terms of intent to harm

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11
Q

What % of employees report having experienced incivility?

A

75%

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12
Q

3 sources of incivility

A
  1. supervisors
  2. coworkers
  3. customers/clients/patients
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13
Q

4 consequences of incivility

A
  1. Lowered job satisfaction, organizational commitment
  2. Greater turnover intention
  3. Psychological distress (depression, anxiety, etc.)
  4. Distractions, worrying, negative emotions on the job
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14
Q

Cyber incivility

A

Communicative behavior exhibited in computer-mediated interactions that violate workplace norms of mutual respect

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15
Q

4 examples of cyber incivility

A
  1. Sending emails using a rude and discourteous tone;
  2. Using emails saying something hurtful that one would not say face-to-face
  3. Using CAPS to shout at someone via email
  4. Sending time-urgent note via email
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16
Q

2 consequences of cyber incivility

A
  1. Lowered job satisfaction and commitment to organizations

2. Deviant behaviors (leaving work early, Putting little efforts into work)

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17
Q

3 reasons cyber incivility could be more problematic than face-to-face incivility

A
  1. Less control over cyber incivility (employees may be able to avoid interactions with uncivil people at work)
  2. Politeness norms in work groups or organizations are less salient in computer mediated communication
  3. Email communication do not contain social cues for self-correcting (e.g., facial feedback, immediate feedback from the counterpart)
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18
Q

4 types of violence at work

A
  1. strangers committing a crime
  2. clients/customers/patients
  3. other employees
  4. personal relationship
19
Q

occupations at risk for strangers committing a crime

A

taxi drivers and convenience store clerks

20
Q

occupations at risk of customer crime

A

nurse and social worker

21
Q

Most cases of workplace violence involve what 4 scenarios?

A
  1. Being passed over for an expected promotion
  2. Getting fired, downsizing
  3. Negative performance evaluation
  4. Receiving mistreatment from others
22
Q

Root reason for workplace violence

A

Perceptions of being disrespected or unfairly treated

23
Q

4 characteristics of a violent worker

A
  1. Personality or mental disorder (paranoid thinking, delusions of persecution) or substance abuse that made them respond poorly to stress
  2. Conflicted relationships at work
  3. Tend to show a recent pattern of problems at work (increased absenteeism, violations of company policy, etc.)
  4. Inappropriate and angry reactions to perceived threat to their self-esteem
24
Q

Frustration-aggression hypothesis

A

Argues that frustration leads to aggression

25
Q

Evaluation of frustration-aggression hypothesis

A

Too broad–not all frustrated individuals act aggressively & not all aggressive acts are a result of frustration

26
Q

Modern view of frustration-aggression hypothesis

A

Frustration leads to stress reaction & individual expends energy to relieve this stress in the form of destructive behaviors

27
Q

According to frustration-aggression hypothesis, what personality characteristics are associated with violence

A

Extremely high self-esteem and locus of control

28
Q

Framework of Employee Behavior as a result of Frustration and Employee Control

A
  1. Constraints –> feelings of frustration and dissatisfaction
    2 a) IF employee has low control –> destructive behavior
    2 b) IF employee has high control –> constructive behavior
29
Q

Constraints

A

Constraints in the work environments block individuals from achieving valued goals or performing effectively on the job

30
Q

“Justice hypothesis”

A

Proposes that some violent acts can be understood as reactions by an employee against perceived injustice

31
Q

Relevant workplace events to injustice

A
  1. Layoffs, firings, pay cut
  2. Performance appraisals
  3. Interpersonal mistreatment
32
Q

4 other forms of workplace violence

A
  1. Threatening behaviors
  2. Verbal abuse
  3. Verbal or written threats
  4. Harassment
33
Q

Harassment is any behavior that does what 6 things?

A
  1. demeans
  2. embarrasses
  3. humiliates
  4. annoys
  5. alarms
  6. verbally abuses a person
34
Q

Bullying

A

Harassing, offending, socially excluding, or assigning humiliating tasks to subordinate repeatedly & over long period of time

35
Q

4 steps in escalation of bullying

A
  1. A critical incident (e.g., work-related dispute)
  2. Bullying & stigmatizing
  3. Organizational intervention
  4. Expulsion of the victim—not the bully!
36
Q

Mobbing

A

Group phenomenon involving multiple bullies and a single victim

37
Q

3 ways to reduce workplace violence

A
  1. increased security measures
  2. employee screening through background checks
  3. management awareness (zero tolerance policy)
38
Q

2 ways to increase security measures

A
  1. physical environment changes

2. training employees in how to deal with conflicts and angry customers

39
Q

A good violence climate will be perceived when management emphasizes

A

Control & elimination of violence and verbal aggression

40
Q

3 ways to control & eliminate violence and verbal aggression

A
  1. provide assault/violence prevention training, policies, & procedures
  2. management encourages staff to report physical and verbal violence
  3. reports of workplace violence from other employees are taken seriously by the management
41
Q

good violence climate is negatively related to what 3 things?

A
  1. Employee psychological strains (anxiety, depression)
  2. Employee perceptions of danger over violence
  3. Exposure to physical violence and verbal abuse
42
Q

abusive supervision

A

Subordinates’ perceptions of the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact

43
Q

6 consequences of abusive supervision

A
  1. Psychological distress (emotional exhaustion, depression, etc.)
  2. Negative job attitudes
  3. Problem drinking
  4. Family-directed aggression
  5. Deviant behaviors towards supervisors, organization, other coworkers
  6. Supervisor-directed aggression
44
Q

5 moderators of abusive supervision

A
  1. Reasons for working (financial reasons, self-fulfillment): supervisor-directed aggression
  2. Conscientiousness: problem-drinking
  3. Self-esteem: deviant behaviors at work
  4. Job mobility: life satisfaction, depression
  5. History of aggression: supervisor-directed aggression

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