We are living in a period of great change. In fact, the rate of change and the nature of change worldwide is perceived by many as more dramatic than at any time in our history. The pace and intensity of change, combined with an uncertain economy, the downsizing of our work force and the threat of possible job loss, and the impact of these events on the individual, and family indirectly translates into an undercurrent of anxiety, doubt, and even despair. That is how gradually violence intruded into the workplace.
Workplace and violence are two words that until recently were never associated with one another. Yet when these words come together they strike terror in the lives of the people that are affected by them. When we think of the word 'workplace', we think of a safe environment where we provide our services in exchange to the necessary means for a better life. The workplace is supposed to provide security for our families and facilitate the accomplishment of financial freedom. Additionally, the workplace fulfills partially our social needs and provides a variety of benefits (health care, pension etc) which reduces instability and gradually generates confidence in our daily lives.
Yet, peoples' dreams and security are threatened by a rising tide of violence in the workplace, since it is the workplace which serves as the foundation upon which these dreams are brought to a daily reality. Violence in the workplace also sabotages morale, cohesion and productivity, while even more significantly it often results in a tragic loss of personnel. Furthermore, violence in workplace reflects the moral decadence of society and reveals the alienation in human relationships.
2. BACKGROUND
a. Definition of workplace violence
The definition of work related violence can be attributed as follows: "occurrences where people are abused, assaulted, or threatened in situations relating to their work, involving a direct or indirect challenge to their safety, well-being or health". It can happen at or outside the workplace and include not only threats and verbal abuse but also physical assaults and homicide, which is one of the main causes of job-related deaths. However as it shows itself, workplace violence is a growing concern for employers and employees worldwide.
b. Types of Violence in Workplace
An employee can be physically or even verbally abused. We can categorize workplace violence into three groups.
I. Violence can imposed by outsiders or unknown people who pretend the customer or move into the workplace in order to commit a crime, for instance sexual abuse, robbery or murder.
II. Violence can committed by people who have a working relationship with the employee, for instance present or previous clients, providers, or customers.
III. Violence can committed by familiar to the employee person, for instance a colleague, dissatisfied previous or present employee.
Some examples of violence might include the following:
1. Attack by hitting someone with arms, feet, or a gun, knife or other weapon.
2. Criminal Mischief by purposely destroying someone's property . For instance, breaking into someone's house.
3. Rowdy behavior in public which includes behave in a threatening manner, yelling offensively, annoying people while they work , cause a dangerous environment which is not legal.
4.Repeated annoyance which includes purposely hitting, kicking or pushing someone, or threatening to do so, using violent or offensive language, following someone in a public area and acting in a way that implies potential harm or danger.
5. Theft by stealing someone's belongings, with or without his present, and without using force.
6. Threatening by causing fear to someone and make him believe that he or she is in danger of being hurt.
7. Reckless Endangerment by acting in a way that puts others in danger.
As an example we could use careless driving.
8. Robbery by trying to steal someone's belongings, while victim is present, and using physical force.
9. Sex Offenses -an example would be sexual abuse or/and rape
c. Jobs exposed to high risk violence
There are several jobs which are exposed to high risk of violence. Some of them include but not limited to:
1. Jobs which are related with exchange of money (banks, retail etc.)
2. Jobs which are related with guarding or maintaining property
3. Working alone in small numbers or alone
4. Working in public settings (law enforcement, teachers, taxicab drivers, hotel clerks, bartenders etc.)
5. Working very early or late hours
6. Having a job in high crime areas
The following image1 reveals the results of workplace shootings, as an example of workplace violence, in a variety of occupations
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d. Statistics of violence in working place2
Violence in workplace is turning into number one consideration for today's enterprices. Three people will be murdered on the job in United States on an average working day. According to the U.S National Institute for Occupational Safety and Health one million workers are assaulted and more than 1,000 are murdered every year. After motor vehicle accidents, homicide is the second highest cause of death on the job. That actually means three cases for every 10,000 workers , confirms the U.S. Department of Labor. Work place violence has also a high cost in terms of money. The figure of 6.2 million (in 1992) is the estimated cost for employers and others because of work place violence. The statistics are shocking for the amount of workplace violence which exists in our workforce. Even more shocking than these statistics is the fact that more than half of these cases go unreported. That means an estimated two million workers are assaulted every year and more than 2,000 people are murdered.
3. BEHAVIORAL CHARACTERISTICS OF VIOLENT PEOPLE
a. Factors Fostering Workplace Violence
Workplace violence reflects the increase of violent acts which occur in today's society. Though it is very difficult to assess the culminating factor, some of the main reasons include the following:
• Death of a member of family
• Discharge because of poor performance and discipline
• Decisions in workplace which reveal discrimination
• Excessive temporary duty/denial of leave
• Fatal attraction
• Difficulties related to money
• Inappropriate distribution of work tasks
• Many working hours
• Loss of employment benefits or entitlements
• Passed over for promotion
• Perception of supervisor as unjust
• Reduction in force
• Personal issues as rejection, divorce, end of a relationship
• Concerns and problems related to retirement
• Selective Early Retirement Board determination
• Problems related to unemployment and concerns about job loss
The above incidents are common occurrences in many peoples lives, and worse, they often occur back-to-back and are not isolated. With so many factors which may generate stress and anxiety about the future, the drain on emotional batteries can be severe. This leaves individuals "close to the edge" and men in particular prefer action to helplessness, including threats and acts of violence to attempt to reassert some sense of control or personal power in their life.
b. Observable Warning Signs
The most difficult part is determining in advance if a person is going to act violently. The prediction of a violent human behavior is quite difficult and therefore a specific profile of a potentially dangerous individual needs a lot of observation and analysis so as to be developed. However, there are some indicators of increased risk of violent behavior. The Federal Bureau of Investigation's National Center for the Analysis of Violent Crime , Profiling and Behavioral Assessment Unit4 has identified the most important indicators in its analysis of past incidents of workplace violence. These are some of the indicators:
Direct threats of harm
Aggressive or inappropriate behavior which can be translated into harassment, bullying, belligerence and intimidation,
Many conflicts with supervisors and colleagues, lack of communication and discomfort when trying to develop working relationships, a tendency to remain isolated from other employees and reluctance to participate in social events
When employee is fascinated with guns and develops aggressive behavior and at the same time makes inappropriate references to guns
Many times the employee who is prone to violence will make statements revealing fascination with incidents of violence and imply the utilization of violence as the only practical mean for resolving a problem, or conversations with other employees where there is identification with perpetrators of workplace violence.
Signs of desperation which may be caused by family, financial and other personal problems to the point of considering suicide as the only solution to his/her problems. Many times the initial thought of suicide can be transformed into anger and potential vengeance. (so the killing of innocent people comes first and then suicide follows)
Unexplained absences , extreme changes in behavior, tardiness and lack of will to provide sufficient explanation for his/her behavior
c. Profile of the Potentially Violent Person
The previous observable warning signs always interact with certain person-related risk factors. This interaction reveals a profile which might be used for the identification of those who have the tendency or/and high possibility of developing aggressive behavior and finally committing acts of violence in the workplace. The profile of an aggressive personality is the combination of statistical data and incident reviews. It is a composite of information and will not fit every person responsible for committing such acts of violence, but will significantly aid in identifying those at risk. The profile of a potentially violent person can be identified by the following:
Previous history of violence
History of violence is a strong indication for triggering violence in the workplace. This history of violence is usually towards the people who are most vulnerable.
Psychological and Personal Characteristics
Typically, a violent person is withdrawn from human interaction and socially isolated.
The violent employee is more likely to be anxious , mentally ill like people who suffer from paranoia, agitated depression and bipolar disorder, also people who are stressed, delusional, unable to accept criticism or authority, resentful, feeling powerless both at work and home
Behavioral Characteristics
The violent employee is more likely to develop behaviors such as being quick tempered,
volatile, prone to explosions of temper and episodes of intense anger, making unsubstantiated complaints of unfairness, prone to self-destructive behaviors, such as drug and alcohol abuse, isolating him/herself, exhibiting drastic changes in behavior,
refusing to take responsibility for actions, exhibiting rigid, addictive, or controlling behavior, making veiled threats, making detailed threats (such as a means, a plan, a time, a place, and a motive), making reference to other violent events or the people who perpetrated those acts, showing excessive interest in police or military or survivalist activities, making bizarre or ludicrous statements, obsessed by work, and documenting the actions of others who they perceive to be the cause of their problems. Also someone who is distrustful, unable to accept alternative viewpoints, and does not take responsibility for his/her shortcomings
According to Nasa stress management5 the following behaviors and attitudes are also part of the profile:
A history of interpersonal conflict with co-workers or supervisors
A history of unwelcome sexual comments or threats of physical assault
A recent termination or lay off, or the perception that he/she so will be let go
A sense of persecution/injustice
Frequently exhibits paranoid behavior
Sense of entitlement
Holds grudges
Intrigued by previous incidents of workplace violence
Another factor is often that the person's life is his or her job. Take away that job and you destroy the person's self-worth. Some of these violent personalities have a history of drug or alcohol abuse, may own a weapon, and have a history of violence toward women, children, or animals.
Generally a person prone to violence often6:
Externalizes blame for life disappointments
Is disgruntled and has disdain for authority
Threatens, intimidates or harasses others
Has interpersonal problems and conflicts
d. Personality characteristics of victims
We may distinguish the victims into three categories. The first type of victim are victims that have no business relationship with the perpetrators (e.g., cab drivers, chauffeurs, salesclerks, cashiers, real estate agents, gas station attendants, airline workers, police and t hose who deal with customers under stress). The main motive is robbery.
The second type of victim are those that are victimized by a current or former client, customer or patient. This is mostly apparent in hospitals, psychiatric facilities, mental health clinics, drug abuse centers, long-term care facilities. The highest number of insurance claims come from health care workers, social services and community services .
The third type of victim are current or former employers, spouses or significant others of the perpetrators (e.g., governments, public institutions). Profiles of the typical victim have been constructed based on past victims. Using past data, the "typical" victim or person at risk can be described by using the following individual, personality and situational characteristics7 :
Physical/Individual Characteristics of Victims
women (female workers are slightly more at risk than male workers),
people who are overweight or have unusual personality or physical characteristics,
come from different races, religions or sexual orientations, and
are younger (young women are more than twice as likely to suffer a physical attack in the workplace than men).
Personality Characteristics of Victims
are creative individuals (they may promote ideas that challenge others) and high
achievers
are politically inept,
are trusting, and exhibit a high degree of loyalty to the organization.
4. PREVENTION AND CORRECTIVE ACTIONS
Proactive steps to prevent Violence in the workplace
Initially, it is of great significance to understand that violent activities in workplaces do not suddenly burst. Certainly there will be previous warnings and signs that will enable workers to perceive potential problems with their co-employees. A co-worker who starts to behave different or he/ she begins to act in an improper manner on a frequent basis give the opportunity to his/her colleagues to realize that something goes wrong about him/her and definitely there is an incident that organization's management should be aware of.
And definitely the quick perception of violent behaviors on behalf of employees is something that can be easily reinforced by organizations. Companies and firms nowadays dispose the means and the weapons they need in order for them to fight against and finally impede the workplace violence.
First, it can be claimed that an important step for organizations to reduce violent activities is to provide to their employees an appropriate workplace violence prevention policy. In other words firm's management is responsible to institute rules and procedures so as for their employees to have the basic knowledge of what they are going to do when they start to realize improper behaviors. They have to know that they are obliged to report any workplace violent activity and that's why they should know who are going to contact when they experience reportable behaviors. Also employees have to have in their minds that these kind of policies protect them from any retaliation in case of witnessing and reporting workplace violence.
Additionally by providing employees with the appropriate training so as for them to be able to identify signs of violent behaviors and to handle these uncomfortable situations is a decisive step to eliminate workplace violence. It is a common sense that the daily routine in the workplace avert the workers to clearly distinguish the behavioral change of a fellow-worker. And only when this change turns to a violent activity will persuade not only the employees but also the employers to be alerted and activated for such potential behaviors. Consequently it can be said that part of employees' orientation and training should be the acknowledgement of warning signs and techniques that will enable employees to detect and fight possible violent behaviors.
But the institution of new policies and training programs are not enough to battle this social phenomenon in the workplace. Employers and organizations management should focus on the ways that will make their businesses and their workplaces safe enough for their workers. Initially and certainly significant is that top managers along with Human Resource managers has the obligation to conduct appropriate number of background checks before the employment of any potential employee in order for them to confirm and double check that they are not going to hire someone who has caused similar incidents to his/her previous job and this was the main reason for his/her dismissal. And they have to conduct these kinds of inspections not only to protect their workplaces but also to secure their prestige of not being accused of negligent hiring. Moreover they should clearly state to their employees that their possible engagement to violent acts in the workplace they will be definitely punished. And firm's management should be quite strict to this direction without showing any kind of leniency if they want to decrease the frequency of such abnormal situations in the workplace.
Reaction to workplace violence
After the management of a company has taken all the above proactive measures has to think about very thoroughly what have to be done when an act of violence hit its workplace. What it should be its reaction? And what should be the procedure or the steps that we have to address in order to effectively resolve the problems that will arise after the burst of a violent act, Dr. Charles E. Labig, author of 'Forming A Violence Response Team' 9 suggest the following steps that should be addressed to a possible violent incident.
Initially a company's managers have to consider about developing and publicizing an action plan which will have the ability to detect and manage workplace violent threats and actions. This will be greatly achieved if the plan state and define clearly what are the attitudes and the behaviors that should be identified and assessed. Also this plan has to include point of contacts and major players whom employees should address to when they experience a violent action.
Additionally they have to formulate a workplace violence response team. The mission of this team is to accumulate information about a possible violent situation and to take the decision if the organization will interfere with it. If they determine that the company will intervene to the situation then they will have the responsibility to form the appropriate course of action in order for them to resolve effectively the problems of a violent act and to protect its victims.
The next step is that the organization should re-assess the initial information in order to reconsider the situation and take further remedial actions if this is required. Sometimes the incidents are more serious than they initially appear and they demand deeper and more comprehensive research so as to be completely eradicated. In other words it can be claimed that if firms pass this kind of incidents superficially without checking their roots and without taking drastic measures then they will possibly end up dealing themselves with these situations in a more frequent basis.
Afterwards it very important for the normal and safe continuity of a firm's business to review its security processes. This will extremely help the organization to identify what went wrong and to find out where was the gap in its safety plan. Additionally it will enable the company to establish a more solid protection plan and to improve its communication procedures.
Finally Dr. Charles E. Labig supports that organizations which have been hit by a violent action in its workplace should determine appropriate time frames for follow-up actions. In other words and according to the intensity of the violent incident and its direct or indirect impact to the whole company, it is firm's obligation to assign members of it to take the appropriate guidance from special experts. They will give them their scientific counsel so as for the organization to overcome successfully the negative consequences of the post traumatic shock that reasonably follows an act of violence. And it is of great significance this action to be scheduled in periodic basis until the problems completely disappear.
5. CONCLUSION
Nowadays it is more than obvious that the vast majority of the world's civilized societies are plagued by constantly increasing acts of organized or non-organized violence. Violence has been penetrated to almost all factors of social activities as newspapers and television emissions inform us about violent incidents to families, schools and workplaces. And the explosion of improper behaviors at workplaces is even more frightened because of the fact that they have been traditionally connected in worker's mind as a 'safe location' which allow them to develop their professional and educational competencies in order for them to make ends meet with the exemption of a small minority of professions which by definition include the use of violence such as military and police officers. That's why it can be claimed that it will be of great benefit for the employees and the employers to be knowledgeable and extremely alerted about workplace violence and its warning signs10. They have to anticipate it and it is organizations' and companies' responsibility to take the appropriate courses of actions and proactive measures so as to impede effectively the occurrence of such unacceptable activities and guarantee not only the normal function of their businesses but also the security of their workers.
