essays on workplace violence

Workplace Violence: The Case Study Essay

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Type of Workplace violence

The case study under analysis features aggression or workplace violence. It is possible to define workplace violence as “any act or threat of physical violence, harassment, intimidation, or other disruptive behavior that occurs at the work site, and may cause physical or emotional harm” (Saragoza & White, 2016). This statement refers to the fact that Ethel attacked Abby verbally and physically, which made the latter survive severe asthmaticus.

Focal Issues

There are a few focal issues that are worth considering. Firstly, Abby was married to Sam, while Ethel tried to force her to leave her husband. This fact shocked Abby, and she started yelling back at Ethel, which resulted in asthma complications. As a result, Abby was admitted to the ICU, which was Ethel’s workplace. That is why Abby told the Nursing Supervisor that she was afraid of Ethel, who would try to kill her.

Identify the Victims and Perpetrator/Aggressor

The case study makes it clear that Abby is a leading victim who survives physical and emotional challenges. Ethel is an aggressor and attacks Abby verbally and physically. It is worth adding that the hospital’s reputation will suffer if Ethel tries to kill Abby.

Potential/immediate issues for employees/management/organization

The situation implies immediate issues that adversely affect Abby and the entire organization. Abby feels endangered, while the Nursing Supervisor should take some steps to increase her safety and have a discussion with Ethel. Simultaneously, potential issues can negatively affect the organization and individual employees. Firstly, acts of aggression and violence typically worsen the workplace environment. Secondly, when employees feel unsafe, their productivity decreases, and they can want to leave the job.

Appropriate interventions to be taken immediately, short- and long-term actions for the victim, perpetrator, and company

Immediate action – Call the police and provide a security guard for Abby to prove that Ethel cannot reach her. It is also reasonable to reach Sam and ask him to clarify his relationships with the two.

Short-term actions for victim – Provide Abby with appropriate medical treatment and mental health to overcome her anxiety.

Long-term actions for victims – Organize regular training sessions to help employees understand the importance of effective multidisciplinary teamwork (Saragoza & White, 2016). The human resource department should take specific steps to analyze employees’ aggression levels to know which individuals are subject to this violence type.

Suggestions to prevent or mitigate the chances this scenario will not happen again, at least at the company.

Risk assessment is effective since this approach helps organizations predict situations and identify individuals that can express aggression and violence (Kormanik, 2011). In this case, organizations can be proactive in preventing workplace violence.

Kormanik, M. B. (2011). Workplace violence: Assessing organizational awareness and planning interventions. Advances in Developing Human Resources, 13 (1), 114-127. Web.

Saragoza, P., & White, S. G. (2016). Workplace violence: Practical considerations for mental health professionals in consultation, assessment, and management of risk . Psychiatric Clinics of North America, 39, 599-610. Web.

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Essays on Workplace Violence

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Violence in Workplace, Essay Example

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Workplace violence is an all too common occurrence in the workplace whose causes and preventions are the topic of many studies by unionized labor, labor organizations, law, and government. Each of these has concerns, not the least of which is defining, identifying, preventing, and eradicating workplace violence. This paper will discuss these issues as a summary of violence in the workplace, namely identifying sources of violence, some of the causes, and the prevention strategies presently used.

According to the University of Health Care, 57% of companies that responded to a recent survey admitted that their company had suffered workplace violence within the previous three years. A second survey found that nearly 36% of these incidents were family or marital based, another 24% were triggered by stress, and 18% were due to the employee being fired. Nor is violence in the workplace limited to physical action. Workplace violence can be expressed verbally in threats or by threatening and intimidating behavior. According to NIOSH-the National Institute for Occupational Safety and Health Workplace, murders where a client kills the employee account for nearly 30% of fatalities in the workplace. This would include such things as dissatisfied customers or perhaps a disgruntled patient in a hospital waiting room. Armed robbery will account for fully 60% of homicides in the workplace, while employee to employee murder on the job will account for 10% by murder.

There are number of personalities that are prone to violence in the workplace, both male and female though males are the predominant offenders. These include workers who are loners and keep to themselves and do not mingle or socialize in or out of the workplace. Another group are men in their 40’s who are going through midlife crises, and people whose habits and hobbies are compulsive.

Even so, there are often early warning signs of impending violent behavior. Some of the early warning signs according to the University of Health Care are excessive stressors at home or on the job. Marital stress and job stress play huge roles. Employees who are in counseling or therapy are prone to violence. Workers who have suffered a recent death in the family often resort to violence on their fellow workers. Mental illnesses can result in violence by those suffering from such things as paranoia as well as employees facing an impending layoff or job loss. There is some question as to whether these characteristics should be taken into account automatically because in truth, each of us faces these challenges in our lives but only a few ever actually act on these as a trigger for violent behavior. Further, neither is it helpful to treat troubled employees with fear and paranoia as though they are prospective murderers. It is far more preferable to provide company managers with the necessary training to be supportive of troubled employees such that the worker will be inclined to find help rather than resort to violence.

Even so, there are a host of definite signs that disgruntled or potentially dangerous employees exhibit and that should not be ignored. The list includes such behaviors as when a worker utters statements that threaten revenge, not necessarily at work; workers are belligerent with authority figures or who become angry or upset with little or no apparent provocation; workers who exhibit classic symptoms of paranoia and who do what might be construed as odd things such filling notebooks with what they alone consider to be insults leveled at them; people who do not see the humor in any situations in the workplace; those who speak openly weapons as  means of exacting revenge; employees who constantly discuss violent movies and books; and, workers who make recurrent threats about suing another person.

It is a fact that in the workplace it is important to be vigilant of potential flare-ups by employees who have been passed over, for example, for promotions they feel they are entitled to. Many people who suffer rejection in their personal lives such as in their relationships oftentimes take their frustrations out on those around them-in this case their fellow workers. Workers who feel they are the victim of discriminatory practice are liable to react violently. An employee how has been fired and marched out of the building by security are high on the list of potentially violent ex-employees. We see these workers as using the date of dismissal as an anniversary to fulfill an act of revenge against a perceived enemy-the company, boss etc.

Other signs of suspicious behavior include workers who make veiled or direct threats against others in the workplace; intimidating behavior such as bullying and aggressiveness; workers who have supervisory conflicts; workers who bring or brandish weapons in the workplace; statements made by employees who have a fascination with workplace violence; statements that are made at work indicating a desperate family or life situation to that the point that the worker reveals they are contemplating suicide; employees who have a reliance on intoxicants such as alcohol and drugs; and, employees who have extreme fluctuations in behavior.

There are at least four main components of violence prevention in the workplace:

• A commitment by management and employee involvement.
• A thorough analysis of the worksite;
• Hazard prevention and control;
• Health and Safety training.

Company managers in the workplace need to commit to an accountability system for managers as well as workers and supervisors; there is a definite need for medical and psychological counseling programs for employees, especially those who have suffered from violence or assaults and who have witnessed them as well; management needs to commit to health and safety in the workplace for workers; there should be management support for workplace violence prevention programs; and there should be a budgetary commitement to allocate the necessary funding for these programs.

Ultimately, employees should be provided the opportunity participate in violence prevention programs and to know and be informed of their existence and operation. Workers should not be worried about repercussions or vengeful behavior because they report incidents in the workplace. Risk assessments can only be made if records are kept. There should be a security plan in place that has orders of priority depending on the level of incident such as the police or supervisor. An employee should have responsibility for the program and its operation and execution. This means that they will insure that workers, supervisors, and managers get the proper training. And lastly, management needs to make it clear to all and impose without prejudice, that violence prevention in the workplace is a right and therefore, as in the community, will not be tolerated and offenders should expect a policy of zero tolerance.

The thesis of thesis of this paper was to show that violence exists in the workplace and is identifiable by its potential adherents by their social behaviors. Further, once that has been accepted, workplace violence can be prevented, if not totally, then by recognition of the factors associated with its actions.

Farb, Daniel and Bruce Gordon. Workplace Violence Guidebook . (2005) University of Health Care. Los Angeles. CA

Spracale, Nicole. Violence in the Workplace: Preparation, Prevention and Response . (2002). Accessed at: www.Dissertation.com on: November, 14, 2010.

Rosen, Lori; Millam-Perez, Lisa. Workplace Violence Provention . (2004). CCH Incorporated.  Chicago, IL

Linsley, Paul. Violence and Aggression in the Workplace .(2006). Radcliffe Publishing Ltd. Oxon, UK.

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• v.78; 2022 Jun

Workplace violence in healthcare settings: The risk factors, implications and collaborative preventive measures

Mei ching lim.

a Department of Public Health Medicine, Faculty of Medicine and Health Sciences, Universiti Malaysia Sabah, Jalan UMS, Kota Kinabalu, 88400, Sabah, Malaysia

Mohammad Saffree Jeffree

Saihpudin sahipudin saupin, nelbon giloi, khamisah awang lukman.

b Centre for Occupational Safety & Health, Universiti Malaysia Sabah, Kota Kinabalu, Sabah, Malaysia

Violence at work refers to acts or threats of violence directed against employees, either inside or outside the workplace, from verbal abuse, bullying, harassment, and physical assaults to homicide. Even though workplace violence has become a worrying trend worldwide, the true magnitude of the problem is uncertain, owing to limited surveillance and lack of awareness of the issue. As a result, if workplace violence, particularly in healthcare settings, is not adequately addressed, it will become a global phenomenon, undermining the peace and stability among the active communities while also posing a risk to the population's health and well-being. Hence, this review intends to identify the risk factors and the implications of workplace violence in healthcare settings and highlight the collaborative efforts needed in sustaining control and prevention measures against workplace violence.

• • Workplace violence needs to be addressed more comprehensively, involving shared responsibilities from all levels.
• • Emphasis on healthcare management's commitment, assurance, and clearly defined policy, reporting procedures, and training.
• • The healthcare workers' commitment to update their awareness and knowledge regarding workplace violence.
• • The provision of technical support and assistance from professional organizations, NGOs, and the community.

1. Introduction

Violence affects people at all levels of society and can occur anywhere; at home, on the streets, in schools, workplaces, and institutions. Violence had previously been overlooked as a Public Health issue due to the lack of a clear definition, undeniably a complex and diffused matter. It is not as simple as relating violence to scientific facts to define it; instead, it is a matter of judgment of appropriate and acceptable behaviors influenced by culture, values, and social norms. Violence is determined by the World Health Organization (WHO) as the deliberate use of physical force or power, threatened or actual, against oneself, another person, or against a group or community, that has consequences or has a high probability of resulting in injury, death, mental distress, mal-development, or deprivation.

Occupational Safety and Health Administration (OSHA) defines workplace violence as any act or threat of physical violence, harassment, intimidation, or other threatening disruptive behavior that occurs at work [ 1 ]. While physical violence (which includes beating, biting, kicking, pushing, slapping, stabbing, and shooting) in the workplace has been acknowledged, little has been done to address the presence of psychological violence until recent years [ 2 ]. Psychological violence is the intended use of power, including the threat of physical force against another person or group with the potential to impair the affected individual's physical, mental, spiritual, moral, or social development [ 2 ]. Besides, harassment which is also categorized as a type of violence, is defined as any behavior that degrades, humiliates, irritates, alarms, or verbally insults another person, including abusive words, bullying, gestures, and intimidations [ 3 ]. This review aims to determine the risk factors and consequences of workplace violence in healthcare settings, as well as emphasizing the joint efforts required to enhance the control and preventative measures of workplace violence.

2. Workplace violence in healthcare settings

Although violence in the workplace affects almost all sectors and groups of workers, it is apparent that violence in healthcare settings provides a significant risk to public health and an occupational health issue of growing concern. The healthcare and social service industries have the greatest rates of workplace violence injuries, with workers in these industries being five times more likely to be injured than other workers [ 4 ]. In addition, workplace violence in the health sector is estimated to account for about a quarter of all workplace violence [ 5 ]. Workplace violence is constantly on the rise in the health industry due to rising workloads, demanding work pressures, excessive work stress, deteriorating interpersonal relationships, social uncertainty, and economic restraints [ 5 ].

Healthcare workers accounted for 73% of all nonfatal workplace injuries and illnesses due to violence in 2018 [ 4 ]. According to World Health Organization (WHO), it is estimated that between 8% and 38% of health workers suffer physical violence at a certain point in their careers. At the same time, many more are exposed or threatened with verbal aggression [ 6 ]. Most violent cases are committed by patients’ family members or friends and followed by patients themselves [ 4 , 7 ]. Violence in healthcare settings worsens when there is a crisis, emergency, or disaster which involves large groups of people who are even more overwhelmed with panic attacks, shock, uncertainties, fears, and worries of the conditions they or their family members are going through [ 6 ]. As a result, healthcare workers become the targets to vent their anger or frustrations. The most vulnerable healthcare workers victimized are staff at emergency departments, especially nurses and paramedics, and staff directly involved with in-patient care [ 5 , 6 ].

Furthermore, the Healthcare Crime Survey conducted by International Association for Healthcare Security and Safety Foundation's (IAHSSF) in 2019 reported the assault rates against healthcare workers increased from 9.3 incidents in 2016 to 11.7 per 100 beds in 2018, which is the highest rate that IAHSSF has ever recorded since 2012 [ 8 ]. 85% of workplace violence occurrences were classified as National Institute for Occupational Safety and Health (NIOSH) Type II Customer/Client Workplace Violence, which involves violence directed at employees by customers, clients, patients, students, inmates, or anybody else for whom an organization provides services [ 9 ]. According to a meta-analysis of 47 observational studies, the overall prevalence of workplace violence against healthcare professionals was 62.4%, with verbal abuse accounting for the highest majority (61.2%), followed by psychological violence (50.8%), threats (39.5%), physical violence (13.7%), and sexual harassment (6.3%) [ 10 ].

Even though some institutions may have a proper formal incident reporting system, there are still many incidents, especially in the forms of bullying, verbal abuse, and harassment, unreported [ 11 ]. Lack of reporting guidelines or policy, lack of trust in the reporting system, and fear of retaliation are among the many reasons for underreporting [ 12 , 13 ]. For example, in Malaysia, with the launching of the guidelines and training modules to address and prevent violence against healthcare workers, more cases were reported with a drastic 159% increase from 167 cases in December 2017 to 432 cases in December 2018 [ 14 ]. The Emergency Department and the Psychiatry and Mental Health Departments were high-risk areas, as they were in other countries, with the most common perpetrators being patients, their relatives, or visitors [ 14 ]. While verbal violence, physical assault, intimidation, and sexual harassment were among the types of workplace violence documented [ 14 ], cyberbullying has been on the rise in recent years, with humiliation, defamation, and unlawful video recording in healthcare settings.

3. Risk factors of workplace violence in healthcare settings

The etiology of workplace violence can be pretty complex, and many risk factors are related to both the perpetrators and the healthcare workers assaulted. The environments under which care and services are provided in healthcare settings contributed to healthcare workers being more prone to occupational violence. Many studies were conducted, and some of the risk or associating factors that contributed to the amplified incidence of violence towards healthcare workers over the recent years are: (i) attitudes and behaviors of patients, family members, friends, or visitors who are often under intense emotional charge and expectations [ [15] , [16] , [17] ]; (ii) healthcare workers and work factors which include shortage of staffs, inexperienced or anxious staffs, poor coping mechanism and lack of training [ [18] , [19] , [20] , [21] , [22] ]; and (iii) system or environmental factors (overcrowded areas, long waiting hours, inflexible visiting hours, lack of information as well as difference of language and culture) [ 15 , 17 , 19 , 20 , 23 , 24 ].

4. Effect of workplace violence in healthcare settings

Violence against healthcare workers in any situation is inexcusable, especially when they are working around the clock to ensure that everyone receives the best treatment possible. The effect of violence harms healthcare employees' physical and psychological well-being of healthcare workers [ 6 ]. Victims of violence are more likely to experience demoralization, depression, loss of self-esteem, ineptitude as well as signs of post-traumatic stress disorders like sleeping disorders, irritability, difficulty concentrating, reliving of trauma, and feeling emotionally upset [ 7 , 17 , 24 , 25 ].

Furthermore, the negative implications of such widespread violence in healthcare sectors have a significant impact on the delivery of health care services, including a decline in the quality of care delivered, increased absenteeism, and health workers' decision to leave the field [ 5 , 15 , 17 , 19 , 25 ]. As a result, the number of health services available to the general public will be limited, resulting in increased healthcare costs due to resource constraints. In addition, if healthcare workers leave their employment due to harassment and threats of violence, equal access to primary health care would be threatened, particularly in developing countries where the number of healthcare workers is insufficient to meet the needs and demands of the population.

Many healthcare employees mistakenly feel that workplace violence is just part and parcel of their jobs [ 26 , 27 ] and that they were unlucky enough to be in the wrong location at the wrong time. Many employees believe no action will be taken against the perpetrators [ 28 ], or they refuse to endure the stigmatization and the inconvenience of filing reports and following through on legal proceedings [ 29 , 30 ]. They are typically concerned that if they speak up about what has occurred to them, they will be shamed or labeled incompetent with a lack of supervisory support [ 12 , 29 ]. Furthermore, the harassed healthcare workers are even more concerned that the offenders may inflict additional harassment, violence, or threats on them and their family members if reports are made [ 31 ].

Hence, it further implies the need for proper awareness and recognition followed by clearly defined control and prevention measures of workplace violence in healthcare settings to prevent the negative impact of workplace violence to both the healthcare staffs and services. These measures are also vital to ensure that all healthcare workers, especially the front liners, are well protected in a safe working environment so that health care services can be continued to run smoothly without any interruptions for the benefit of the community.

5. Collaborative efforts in prevention and management of workplace violence in healthcare settings

The detrimental effects, mainly the psychological impact of workplace violence on affected healthcare employees, are one of the most critical reasons it must be handled before it escalates to higher absenteeism rates or further affects healthcare workers' overall performance. It will have even more negative implications for the healthcare sector when staffing is already scarce, and patient loads continue to rise inexorably.

Nonetheless, there is still much room for improvement in workplace violence awareness and abilities. There is an essential need to have a strong collaborative effort, support, and commitment from top management and the workers to protect themselves. There is no single guideline that is suitable for all settings. Hence, the management of each healthcare setting needs to create or adapt and establish a practical, acceptable and sustainable workplace violence prevention program. It should be according to the needs of their respective environments, using the available guidelines or recommendations by WHO, ILO, DOSH, and evidence-based research.

In non-emergency settings, interventions to prevent violence against healthcare professionals focus on techniques to better manage aggressive patients and high-risk visitors while in emergency circumstances, interventions are more focused on assuring the physical security of healthcare facilities [ 6 ]. Among some of the prevention and control measures in the sequence of effectiveness include; (i) substitution by transferring a client or patient with a history of violent behaviour to a more suitable secure facility or area [ 13 ]; (ii) engineering control measures which include installing barrier protection, metal detectors and security alarm systems, allocating conducive patients or visitors areas and clear exit routes [ 1 , 13 ]; (iii) administrative and work place practise controls which include implementing workplace violence response and zero-tolerance policies [ 1 , 17 , 24 , 32 ], ability to resolve conflict situation [ 33 ], establishing mandatory timely reporting system [ 34 ], ensuring employees are not working alone [ 35 ], flowchart for assessing and response in emergency situations [ 1 , 35 ]; (iv) post-incident procedures and services that include trauma-crisis counselling, critical-incident stress debriefing and employee assistance programs [ 35 ]; (v) safety and health training in order to ensure that all staff members are aware of potential hazards and how to protect themselves and their co-workers through established policies and procedures [ 32 , 35 , 36 ].

Aside from that, international or regional professional organizations, councils, and associations play essential roles in supporting, participating in, as well as contributing to initiatives and mechanisms aimed at minimizing and eliminating the potential risks of workplace violence in healthcare settings [ 5 , [37] , [38] , [39] ]. It includes but is not limited to (i) actively advocating on the awareness and training for workplace violence; (ii) incorporating in their codes of practice, codes of ethics, and clauses concerning the unacceptance of any form of workplace violence; (iii) integrating accreditation procedures in healthcare institutions on the requirement of measures aimed at preventing workplace violence; (iv) establishing workplace violence surveillance by mandatory and guided data collection procedures on the incidents of violence in all healthcare settings; and (v) offering support for victims of workplace violence, specifically in the form of legal aid if necessary.

In addition, participation and contribution from community groups, non-governmental organizations (NGOs), as well as business corporations in terms of technical support and financial assistance, play an essential part in curbing and preventing workplace violence in the healthcare settings [ 5 , 35 , [37] , [38] , [39] ]. Among the initiatives and activities which are highlighted include (i) creating and maintaining a strong network of information and expertise in workplace violence; (ii) assisting in promoting awareness of the risks of workplace violence; (iii) participating in training and educational programs; (iv) assisting in the support structure for the prevention and management of workplace violence; as well as (v) incorporating and emphasizing the importance of good communication skills and coping mechanism among the healthcare workers.

Summary of the risk factors, effects as well as the collaborative efforts which are important in the control and prevention measures for workplace violence in healthcare settings are tabulated in Table 1 .

Summary of risk factors, effects and collaborative management of workplace violence in healthcare settings.

6. Conclusion

It is undeniable that workplace violence needs to be addressed more comprehensively, involving shared responsibilities from all levels. These include (i) government's legislations; (ii) healthcare management's dedication, firm support, assurance, and clearly defined policy, reporting procedures, and training; (iii) the healthcare workers' commitment to update their awareness and knowledge regarding workplace violence; and (iv) the provision of technical support and assistance from professional organizations, NGOs, and the community.

Sources of funding

This research did not receive any specific grant from funding agencies in the public, commercial, or not-for-profit sectors.

Ethical approval

No ethical approval is required for this review.

Not applicable as it is a review and does not involve any new data collection from healthcare workers.

Author contribution

Mei Ching Lim drafted the initial manuscript and was involved in the literature search. Mohammad Saffree Jeffree was responsible for conceptualizing the study, facilitating manuscript writing, and approving the final manuscript. Saihpudin @ Sahipudin Saupin, Nelbon Giloi, and Khamisah Awang Lukman contributed expert input in literature search and facilitated manuscript writing. All authors have seen and approved the final manuscript.

Registration of research studies

Not applicable as it is a review and does not involve any new data collection from healthcare workers .

Dr Mei Ching Lim.

Provenance and peer review

Not commissioned, externally peer-reviewed.

Declaration of competing interest

The authors report no conflict of interest nor proprietary or commercial interest in any product mentioned or concept discussed in this article.

Acknowledgements