Workplace Violence
...ns in performance and satisfaction might be experienced as employees avoid work, experience post-traumatic stress syndrome, or leave the organization all together. In fact, organizations in which a violent act occurred “reported a dramatic increase in employee turnover and an equally dramatic drop in employee morale” (Mattman). Having counselors available may work to lessen some of this turnover and boost employee morals, as counselors allow people to have “some type of release mechanism” (Solomon) even if it’s just having someone to talk to. Being able to express our feelings is a recognized form of therapeutic medicine, the value of which cannot be overlooked especially in the wake of a violent act. Stress Research on workplace violence has found that violent behavior towards employees can have detrimental effects on both the health of employees and the organization. While the receipt of violence can cause obvious damage to self-esteem and confidence (Adams), it should also be recognized that excessive levels of stress can be damaging both to mental and physical well being (Harris). When employees can't cope, it costs the organization a lot in the form of lost revenues, damaged relationships with coworkers and customers, and employee turnover. Notice that potential litigation isn't even included in the tally. Then, when someone feels isolated, unappreciated or as if they have no voice, it puts that individual under enormous pressure. In the Cox and Bryant study, many participants indicated that they were physically affected by violence in terms of stress-related illnesses. One participant recalls: “waking everyday with heart palpitations and nausea” (Anna). Another was recommended to leave work for the sake of her health: “Physically I got oesophagitis, duodenitis and an ulcer... I thought I was okay, I didn't think I was stressed ... my doctor [was] telling me ‘I think you should quit your job, I think you should leave ... you're sick’ ” (Heather) (Bryant & Cox). According to studies conducted by the International Labor Organization, workplace violence is recognized as an important generator of post-traumatic stress disorder (PTSD). According to surveys, between 40% and 70% of its victims report significant levels of PTSD symptoms, such as being super-alert and watchful, trying not to think or talk about what happened, feeling chronic fatigue or being bothered by repeated memories of the incident. Furthermore, an Australian study identified a significant relationship between exposure to bullying at work and emotional injury, highlighting the importance of psychological violence in stress generation (Olsen). There are forces that cause stress, which are both in and not within the locus of control of the individual. Some workers have been the victims of workforce downsizing and feel they have been unfairly treated. For others, increased workloads or rapid change can create undue stress (Bowman). Self-taught coping mechanisms should immediately kick in to deal with these issues. A positive outlook on life is imperative for dealing with issues like the loss of a job. To complement an individual’s outlook, organizations should consider providing medical and psychological aid, including peer and management support, as well as complaint procedures, legal aid, and rehabilitation measures. The crucial role of social dialogue in defusing work-related stress and violence at work is increasingly recognized. Consequently a participatory approach, whereby all parties concerned have an active role in designing and implementing anti-stress and anti-violence initiatives, is highly recommended by the International Labor Organization. Commitment ‘Capital is dead labor, which, vampire-like, lives only by sucking living labor, and lives the more, the more labor it sucks.’ Karl Marx (1818-1883). The workplace experienced by workers as under siege by management has sadly disintegrated into a culture that is riddled with persecutory identifications and aggressive actions. During and after the socialization process of being fully integrated into the company, organizations provide important models that influence the types of behaviors that insider’s exhibit, known as modeling influences. It is expected that the employee who has been trained and paid will in turn repay the organization by demonstrating strong commitment and giving even more of their time than the employment contract stipulates. But organizational culture must be self-incorporated. From a psychoanalytic perspective, this phenomenon is crucial in understanding why a strongly committed employee would want to commit acts of violence at work. Organizations that encourage the modeling influences may promote false authenticity for employees (O’Leary-Kelly et al). In other words, employees are driven by their super-ordinate authorities and find that they are coerced to operate on the assumption: “I will be as you desire me” (Diamond). Most humans require greater authenticity and independence of mind. Under these circumstances, some workers may become enraged over the limit of self-expression and self-realization. It is as if membership requires self-denial and for some, possibly, death of self (Denhardt & Hummel). As we progress further into the 21st century, employees wake up to the harsh realities of retrenchment, compensation cuts, and 2- tiered pay systems that leave them with a loss of identity. Societal values have changed and organizations have failed to accommodate these changes (Morrow). Commitment to discourage violence in the workplace translates into organizations striving to build in policies like affirmative action plans and codes of ethics that reflect an endeavor to realize the goals of ‘Corporate Social Responsibility.’ No workplace violence control or management program is going to succeed unless it has the support of organizational leadership and commitment of resources needed to implement such a program. A workplace violence policy statement must be instituted that will clearly articulate that the organization is committed to maintain a work environment free from threats, intimidation, or violent acts. Employees may feel that attempts by organizations to institute pro-work/family policies or diversity policies are only efforts to look good to the outside world. It is important that managers at all levels move a step forward and decide that they need to personally give of their time while coordinating and communicating the needs of the enterprise. They need to learn that investment in human capital has to be technical but also humane if the labor force is to pay off in the long run. Positive reinforcement for appropriate behavior and a non-punitive approach would help to make employees believe that the organization does not see them as a means to an end. Employees that have a positive attitude about the organization that they work for, perceiving that their work contributions are valued and that their organization cares about them, are more willing and likely to work harder (Lynch et al). Absenteeism and Turnover In 1992, the National Safe Workplace Institute estimates that the costs to employers in missed days of work and litigation were $4.2 billion after violent act occurred at their job. Employees witnessing violent acts in the workplace report increased levels of stress and lower morale, which may lead to decreased productivity and increased absenteeism and turnover (Leming). In fact, a productivity decrease of 80% among employees in the affected area is typical during the first week after an incident, and it is not unusual to see a dramatic increase in employee resignations immediately after a violent occurrence. Simply put, employees just can’t seem to manage the stresses involved with witnessing a dramatic and painful incident that happens in a place where they least expected it. It is bound to change their lives, what they deem as important, and many may seek counseling on how to get their life back in control — missing several days of work in the process. Working everyday just doesn’t seem as important anymore when a person’s security or life might be in danger. And as a result, people quit. Employees are simply not willing work in a job where they are subjected to others whose behavior is out of control (Soloman). Among the many reasons cited for these changes is the fact that almost all employees feel that it is the employer’s duty to provide a safe work environment. Therefore, employees feel betrayed when a violent incident occurs at work (Mattman). Understanding Workplace Violence, Gender, Absenteeism and Turnover If no remedies are put in place after a violent attack happens, men and women will be left to fend for themselves, which can often lead to resignation and possibly additional violence. Employers can begin to resolve this situation by narrowing the growing rate of absenteeism and turnover by evaluating how violence affects different parties: those that possess feminine, masculine, or androgynous (gender indifferent) roles. In a study of 257 adult undergraduate students, Irene Gianakos noted some interesting theories regarding gender roles and their responses to the initiation of workplace violence and aggression. In particular, she cited that in previous studies, individuals possessing feminine roles were noted as being reluctant to express anger because they regard it as being detrimental to the interpersonal relationships (Piltch et al). It is not unreasonable to assume that when faced with a consistent, uncomfortable and threatening situation at work, this group will be more likely to use sick leave, vacation time or choose to eventually seek resignation altogether. Because the study predicts similar responsive attributes between feminine and androgynous individuals, it can be assumed that androgynous people can be classified into the same category. On the other hand, people with masculine roles have been found to openly express their anger, as they interpret this as being demonstrative of their high status and power (Piltch et al). Hence, two likely conclusions can be made here. First, violence may occur more frequently among this group since these individuals appear not to care about how they treat others when they become aggravated, opening themselves up to becoming a prime target for their counterparts. Second, depending on the severity of the issue, they may actually become the initiators of violent acts. For the Human Resources (HR) department and other parties related to responding to a crisis event, this information may be particularly helpful because it infers that different counseling mechanisms for each gender may be worthwhile, especially if it will help to retain their employees. Female and androgynous individuals may need more of a personal outlet, like counseling, to help them get out their emotions after violence occurs, while males may cope best by participating in an open forum discussion. Workplace Violence Attackers Share Absenteeism and Turnover Attributes It is ironic that some of the same employee behaviors that occur after a violent incident are some of the same attributes considered to be associated with the profile of the potential attacker. Frequent absenteeism tops the list as one of the main characteristics of a potentially dangerous employee. Incidents such as being passed up for promotions or being teased by colleagues can result in feelings of injustice and isolation. To avoid being victimized, one of the ways that the employee retaliates is by refusing to follow company policy, which includes reporting to work on a timely and daily basis. If the source of aggression becomes more than what the employee can bear, he/she will usually quit, resort to vehement measures, or both. Absenteeism and Turnover: Employer Initiated Violence Bryant and Cox conducted a study that allowed participants to reconstruct forms of past violence experienced while at work using atrocity tales (or narratives). Because this analysis has been conducted from a bottom-up perspective, it allows one to observe that workplace violence can also be initiated from above. Mills suggests that any harassing or threatening behavior sent by employee or employer that involves elements of fear, isolation and exclusion, intimidation, assault or abuse constitutes violence (Bryant and Cox). In particular, Bryant and Cox addressed how a firm’s decision to downsize as part of corporate change and organizational restructuring resulted in belligerent attacks from lower management on subordinates. This antic is best illustrated below: [A] participant believed that bullying in the workplace coincided with management strategies to downsize. The participant suggests that direct pressure tactics were used in an attempt to "push" employees out of the organization by refusing to pass on vital information and by introducing consultants into the organization to convince employees to leave voluntarily. Such consultants would "shake the tree and a lot of people just jump[ed]" out of the organization as a result of "frustration, anger ... and fear" (Bryant and Cox). In short, Bryant and Cox found that most of the atrocity tales focused on the abuse of management power and the manipulation strategies that management used in an attempt to pressure workers to resign from their organizations. The interesting finding here is that unnecessary turnover occurs in downsizing efforts. The atrocity tales depict how employees felt the process was not fair because people were being laid off that did not deserve it. Generally, supervisors had their “manager’s pet,” and constantly tantalized others who they particularly disliked. To some participants the threats and psychological pressure placed on them by managers were unbearable (Cox and Bryant). Some employees were taunted by managers who would joke about lack of job security and limited careers in the organization. Participants believe that behavior of this nature was an attempt to destabilize and belittle them (Rayner and Hoel) so that they would resign (Bryant and Cox). Assuming absenteeism was heavily moderated during this structural change, managers could also attempt to justify the firing of employees who may have really needed the time off to deal with anxiety and stress. Strategic leaders, not limited to the CEO, Board of Directors and Division Heads, must make a conscious effort to be consumed with every element involving downsizing efforts to make sure that fair and measurable practices are used. For instance, management may establish continuous off-site meetings for employees to share views about their businesses or their superior, and how either dimension can be improved. This discussion could be lead by division heads, in order to facilitate a full discussion without any reservation. The report, along with other imperative suggestions can be reviewed directly by senior management, who could articulate areas of improvement to department managers, with the idea that all parties would combine to openly discuss views about the downsizing process and other important business initiatives. This way, employees can begin to feel natural about having open communication in the working environment without holding in their concerns about being personally violated and bullied. Another suggestion would be to expand performance reviews to document and rate people on their performance within their respective departments where those performing below par are aware of the possibility of losing their job if the need arises as opposed to surprising them with Donald Trump’s infamous slogan: You’re fired! Changes in current job practices after September 11th September 11th was a time that changed the lives of many people across the world. The terrorist attacks occurring that day caught U.S. citizens off guard and were enough to change the way they viewed safety at work. As stated above, people normally react to violence by calling in for work or quitting altogether, generating an extremely high percentage of employee turnovers. Similarly, residents of Washington D.C., New York City, and other big cities began reconsidering their work location, not wanting to become the next victim. Some urban dwellers say they are rethinking working in skyscrapers, while others have left cities altogether (Sealey). Some people are leaving downtown locations. Attorney Ronald Gin has thought about moving his office to another location (Ridge and Chaker). Absenteeism has also been indirectly experienced by a renewed interest in telecommuting. Telecommuting constitutes using telecommunications to work from home or other locations instead of at the organization's premises. Thus, it can be concluded that employees are attempting to turn from psychical attendance as a last resort to quitting. Employees concerned that the workplace could be a target of terrorist attack or anthrax-tainted mail find telecommuting a viable option for continuing their work while addressing their fears of terror attacks (Bosco and Harvey). Knowing this, manager’s can attempt to promote flexible work arrangements for their employees in order to avoid high turnover or absenteeism. Working from home is an alternative that might keep people from leaving the company. For certain industries, companies can give laptops and expense accounts to those who feel the necessity to have one. The money invested here is far less than accounting for the huge magnitude of lost revenue from hiring and training new people while constantly paying for general overhead costs. Furthermore, it is definitely worth the effort to establish in order to compete for new and talented individuals, since people do not want to work at a place where they feel their safety is in danger. In truth, people are beginning to reevaluate job positions offering these perks, and usually cling to them if one presents itself during the selection process. Preventing Workplace Violence Despite the growing concern caused by workplace violence, many U.S. workplaces remain hazardously unprepared to address workplace violence, according to a 2004 Security Director's Report (SDR) analysis of data from 270 organizations. It's disturbing to note that less than half of all companies have a written policy on how to conduct layoffs or terminations, provide training to employees on the organization’s workplace violence policy, or provide workplace violence prevention training to managers and supervisors. One notion as to why workplace violence is not handled properly is that senior management and HR hold the responsibility for workplace violence programs and activities at 80% of the 270 organizations in the SDR survey. The security department or a workplace violence prevention team leads the effort at only 14% of organizations. This is particularly troubling in light of the fact that 70% of organizations said they needed to have a terminated empl...