Chapter_17_Workplace_Viol - Chapter 17 Workplace Violence:...

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Unformatted text preview: Chapter 17 Workplace Violence: Prevention and Intervention Introduction (pg. 319320) According to Joseph Kinney, workplace violence includes four broad categories: Threat: expression of one's intent to inflict injury. Could be an intimidating stare or posture, verbal exchange, etc. Harassment: Behavior designed to trouble or worry someone. Examples: grease on a coworkers desk, harassing phone calls, graffiti on bathroom walls, etc. Attack: The use of unwanted force against someone in order to cause them harm. Unwanted spitting, choking, punching, slapping, and grabbing. Sabotage: Destruction of employer's property, tools, equipment, and products to hinder the manufacturing process, which can affect a company's profits. The Phenomenon of Workplace Violence (pg. 320322) Of the victims, men are more likely than women to experience violence. Women are just as likely to be victims of theft. 80% of all workplace homicide were committed with a firearm. The most risky places to work based on chance of death through homicide are: retail, service industries and government. The Phenomenon of Workplace Violence (pg. 320322) No matter what the type of workplace violence, it is destructive. It not only attacks the very fabric of the organization, it also serves to polarize and frighten the workforce, which can negatively affect productivity and employee satisfaction. There are several common sources of violence on the job: Strangers: may have a grudge against the company or an employee or may be infatuated with or stalk an employee Customers Employees; current or former Spouses or Lovers; of employees. Basic Levels of Violence (pg. 325326) One a person decides to act out, violence can take many forms. Experts agree that it manifests itself in three levels of intensity. Level 1: Spreads rumors and gossip to harm others, frequently argues with coworkers. Level 2: Argues increasingly with customers and supervisors, steals property for revenges, verbalizes the wish to hurt coworkers and supervisors, regards self as victimized by management me against them. Level 3: Frequently displays intense anger, recurrent physical fights, use of weapons to harm others, destruction or sabotage of company property. Preventing Workplace Violence (pg. 326328) The single biggest deterrent to violence in the workplace is careful hiring and screening. An organization that is proactive on the issue of workplace violence should consider the development of a VIACT: Violence Intervention and Contingency Team. The VIACT primary goal is to ensure that all available resources are used at the earliest opportunity to prevent and respond to potentially violent situations. An organization must be careful of the perpetrators legal rights. The case law suggests that an employer can be found liable for defamation of character if it mistakenly reports the perpetrator as violent when the evidence suggests otherwise. To avoid this, an organization should begin its investigation by discussing the allegations with those who have first hand accounts of the violent acts. Intervention Strategy (pg. 329323) The work place spectrum is offered as a proactive strategy for recognizing, dealing with, and defusing a potentially violent act before it is too late. The key to using the spectrum is to look at all employees to determine where on the spectrum each employee falls. The levels are the Normal, the Covert, the FenceSitter, the Overt, and the Dangerous employee. Proactive intervention begins with the covert employee. The strategy is to identify the covert employee before they reach they fencesitter stage of the continuum and to direct the employee back to the normal range of behavior. Intervention Education: immediately recognizing and correcting unsatisfactory behavior and performance patterns before they get out of hand. ...
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This note was uploaded on 04/13/2008 for the course CJ 385 taught by Professor Nalla during the Spring '08 term at Michigan State University.

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