Workplace Violence - Issues In Response

Question 1

Type 1,

Answer 1

violence by criminals otherwise unconnected to the workplace accounts for the vast majority—nearly 80 percent—of workplace homicides. In these incidents, the motive is usually theft, and in a great many cases, the criminal is carrying a gun or other weapon, increasing the likelihood that the victim will be killed or seriously wounded. This type of violence falls heavily on particular occupational groups whose jobs make them vulnerable: taxi drivers (the job that carries by far the highest risk of being murdered), late-night retail or gas station clerks, and others who are on duty at night, who work in isolated locations or dangerous neighborhoods, and who carry or have access to cash.

Question 2

Type 2

Answer 2

cases typically involve assaults on an employee by a customer, patient, or someone else receiving a service. In general, the violent acts occur as workers are performing their normal tasks. In some occupations, dealing with dangerous people is inherent in the job, as in the case of a police officer, correctional officer, security guard, or mental health worker. For other occupations, violent reactions by a customer or client are unpredictable, triggered by an argument, anger at the quality of service or denial of service, delays, or some other precipitating event

Question 3

Type 3 and 4

Answer 3

incidents involving violence by past or present employees and acts committed by domestic abusers or arising from other personal relationships that follow an employee into the workplace—will be the types most extensively treated in this paper. Violence in these categories is no less or more dangerous or damaging
than any other violent act. But when the violence comes from an employee or someone close to an employee, there is a much greater chance that some warning sign will have reached the employer in the form of observable behavior. That knowledge, along with the appropriate prevention programs, can at the very least mitigate the potential for violence or prevent it altogether

Question 4

Employers have a legal and ethical obligation to promote a work environment free
from threats and violence

Answer 4

Adopting a workplace violence policy and prevention program and communicating the policy and program to employees.
• Providing regular training in preventive measures for all new/current employees, supervisors, and managers.
• Supporting, not punishing, victims of workplace or domestic violence.
• Adopting and practicing fair and consistent disciplinary procedures.
• Fostering a climate of trust and respect among workers and between employees and management.
• When necessary, seeking advice and assistance from outside resources, including threat-assessment psychologists, psychiatrists and other professionals, social service agencies, and law enforcement

Question 5

Addressing Threats and Threatening Behavior

Many times, a violent act is preceded by a threat

Answer 5

Any workplace violence strategy must include measures to detect, assess, and manage
threats and behavior. S

Question 6

Zero Tolerance

Answer 6

With regard to workplace violence, employers should make clear that zero tolerance in the original sense of the phrase applies—that is, no threatening or violent behavior is acceptable and no violent incident will be ignored

Company violence prevention policies should require action on all reports of violence, without exception. That does not
mean, however, that a rigid, one-size-fits-all policy of automatic penalties is appropriate,
effective or desirable. It may even be
counterproductive, since employees may be more
reluctant to report a fellow worker if he is subject to automatic termination regardless of the circumstances or seriousness of his offense.

Whether to use the phrase “zero tolerance” in its written workplace violence policy or
find a different expression is a decision each employer will have to make. Whatever
phrase is used, it should be made clear that the intent is to set a standard of conduct, not
a system of penalties. Instead of warning of “automatic termination,” discipline policies
should declare that violent workplace behavior will lead to penalties “up to and including termination.” That leaves room for managers to consider circumstances and exercise judgment on each case. It also properly puts the responsibility on management to ensure
that penalties are not imposed arbitrarily, but are consistent, proportionate, and fair.