Preventing Violence in the Workplace

Factors Contributing to Workplace Violence

The participants identified the following factors that are illustrative of the scope and range of the violence problem, but are not meant to be exhaustive.

Social Context Factors

Workplace violence is encouraged by a cuilture that endorses individualism, retaliation for perceived wrong-doing, and the use of lethal weapons (reflected in the national tolerance for free access to guns). Reduced family cohesion and increased mobility can limit the availability of support for dealing with workplace difficulties. Economic downturn can lead to unemployment, which, in turn, can lead to frustration and an increase in violence. Media reports display workplace violence with increasing frequency and provide models for violent behavior.

Organizational Culture Factors

These factors indude tolerance for punitive managerial practices and/or ineffective communication. An example is the "Friday layoff". The premise is that laid-off employees will have the weekend to cool off and retaliation at management will be unlikely. In reality, employees are not given the opportunity to say farewells to co-workers and bring closure to their relationships. Corporate clients can be frustrated and made angry by institutions they see as hostile, while the irrational client can be a risk for the institution. A minority person may feel vulnerable, under scrutiny and without allies, and interpret the experience as harassment even without overt hostility.

The Manager-Worker Relationship

The manager-worker relationship can be a source of tension in. the workplace. Since managers will always be seen as authority figures, they will commonly be the focus of some employees' general antagonism towards authority. Although, managerial authority used to harass the subordinate is a form of workplace violence. Managers also can be vulnerable to aggression from workers who believe the managers have insulted or injured them.

Employee Characteristics

Employees and managers sometimes lack negotiation skills. For example, with the recent trend toward the reduction of the role of middle management, employees are being asked to manage themselves, without training or supervision. The result may be that employees intimidate each other. Employee use of drugs and alcohol also can result in reduced effectiveness at work and an increase in violence. Drugs such as amphetamines, alcohol, and cocaine reduce inhibitions against violent outbursts and increase the likelihood of confrontations with management or co-workers. Workers who bring drugs and alcohol into the workplace for distribution may protect themselves and their enterprise by engaging in intimidation or violence.

Occupations

Certain occupations might include the potential of violence as a recognized occupational hazard. Occupations in which cash is handled, workers have night shifts, or work alone are vulnerable to violence by intruders. Workers in health care, including emergency room staff and members of the criminal justice system, courthouse workers, bank officers responsible for loan approvals, representatives of social service agencies, delivery persons, rent collectors, and building engineers employed by a housing authority are vulnerable to verbal and physical assault. Gatekeepers, such as receptionists, as well as "first-response" workers, such as police, firefighters, and emergency medical technicians also are vulnerable to abuse and assault. Teachers and principals increasingly are subjected to verbal and physical assault.

CMHS94 5002
1994

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