Workplace Violence

Workplace Violence:What To KnowWhat To Do

William McPeckDirectorEmployee Health and SafetyMaine State Government

The Perspective I Bring

Social worker with EAP specialization Maine State Fire Marshal’s Office

Investigated fires, explosions and arsons Trained in criminal profiling Trained in threat assessment Instructor in non-violent crisis

intervention

What Is Workplace Violence? Workplace violence

Any act of physical violence – overt aggression Homicide, physical and sexual assault

Workplace aggression – emotional toll Expressions of hostility

Gestures, facial expressions and verbal assaults Threats of physical violence Harassment, intimidation, bullying

Ostracism/shunning Obstructionism

Passive/aggressive behaviors that impede job performance or achievement of organizational objectives

Source: Joel Neuman, Journal of Management, May/June, 1998

Workplace Violence Can…

Be inflicted by a stranger with criminal intent, or

Be inflicted by an abusive Employee, supervisor or manager Client, patient or customer Former employee, manager or supervisor Family member or significant other

Workplace Violence Can…

Affect or involve Employees Visitors, customers, patients or clients contractors

Why the Increase in Workplace Violence?

Increase in societal tolerance of violence Acceptance of violence as a form of

communication Increased accessibility to weapons Less control over work environment Lack of careers, commitment and loyalty

Job vs. career Downsizing, Reengineering

Do more with less Loss of middle management

Why the Increase in Workplace Violence? (con’t)

Substance abuse Psychological factors

Increasing stress Breakdown of support systems

Nuclear families Extended families Sense of neighborhood/community

Change The increasing pace of change Ability to cope with pace of organizational

change

Why the Increase in Workplace Violence? (con’t)

Insatiable electronic media demands 24/7 TV news The Internet

Government and government workers easy targets for angry citizens Changes in government benefits and

services Entitlement philosophy

How Big Is The Problem?

Source of the statistics needs to be kept in mind

Two general sources of data Crime statistics Occupational injury statistics

OSHA Bureau of Labor Statistics Annual Survey National Traumatic Occupational Fatalities

Surveillance System - NIOSH

How Big Is The Problem? Nationally

1 million individuals are the victim of a violent workplace crime each year (BJS)

This represents 15% of all violent crimes committed annually in America (BJS)

The 1998 National Crime Victimization Survey estimates some 2 million American workers are victims of workplace violence each year.

(Source: Bureau of Justice Statistics, 1994)(Source: National Crime Victimization Study – 1998)

How Big Is The Problem? Nationally (con’t)

1980 – 1989 nearly 7,600 U.S. workers were victims of homicide in the workplace

Approximately 12% of all deaths from injury in the workplace

Causes of death in the workplace #1 Motor vehicle #2 Machinery #3 Homicide

(Source: NIOSH, 1993)

How Big Is The Problem? Nationally (con’t) Workplace Homicides

@7,600 1980 – 1989 (NIOSH, 1993) 1,080 in 1994 (BLS) 860 in 1997 (BLS) 645 in 1999 (BLS)

Overall workplace homicide has remained the third most frequent cause of fatalities in the workplace


Nationally (con’t) 1997, Percent of Work-Related

Homicides by Type Type 1 Criminal Intent – 85% Type 2 Customer/Client – 3% Type 3 Co or Past Worker – 7% Type 4 Personal Relationship – 5%

(Source: BLS)


Nationally (con’t) From 1980 – 1989, workplace homicide

was the leading cause of fatal occupational injury for women (NIOSH, 1993)

In 1999, workplace homicide was the second leading cause of fatal occupational injury for women (BJS)


Nationally (con’t) Victims of Workplace Violence 1992 –

1996 73.6% Simple Assault 19.7% Aggravated Assault 4.2% Robbery 2.5% Rape and Sexual Assault 0.05% Homicide

Source: National Crime Victimization Study - 1998

How Big Is The Problem? Nationally (con’t)

Fully 99.8% of the victims of workplace violence survive the assaults they experience

Source: Joel Neuman, Journal of Management, May/June, 1998

This doesn’t make the experience any less traumatic!

How Big Is The Problem? Nationally (con’t) Average number of violent non-fatal

victimizations in the workplace, 1992 – 1996,by selected occupations Retail - @285,000 Law Enforcement – @240,000 Teaching - @135,000 Medical - @130,000 Mental Health - @ 75,000 Transportation - @ 65,000

Source: University of Iowa, Injury Prevention Research Center, February 2001


Maine’s Experience (Source: Bureau of Labor Statistics)

Disabling Cases 1997 144 cases 1.1% 1998 164 cases 1.3% 1999 218 cases 1.3%

Maine State Government Employees Mental health workers Correctional workers Law Enforcement personnel

Who Commits Workplace Violence?

80% committed by males 40% committed by complete

strangers 35% committed by casual

acquaintances 19% by individuals well known to

victim 1% by relatives of the victim(Source: Bureau of Justice Statistics, 1994)

Weapons Used

WORKPLACE HOMICIDES, 1990-1989 Guns – 75% Knives etc. – 14% (Source, NIOSH, 1993)

In 62% of the violent crimes the perpetrator was not armed; in 30% of the violent crimes the perpetrator was armed with a handgun (Source: BJS, 1994)

Where Did The Incidents Occur?

61% in private companies 30% in government agencies 8% involved self-employed individuals(Source: BJS, 1994)

What Does Workplace Violence Cost?

The Economics of Workplace Violence Three most affected areas are:

Costly litigation Negligent hiring Negligent retention Negligent supervision Inadequate security

Lost productivity > 80% for 2 weeks post incident

CISD, investigations, PTSD Increased turnover Decreased morale


The Economics of Workplace Violence (Continued) Damage Control

Tangible Customer buying decisions

Intangible Media exposure Community relations Corporate image

(Source: Workplace Violence Research Institute)


Estimated that some 500,000 employees miss 1,751,000 days of work annually or 3.5 days per incident

This missed work equates to approximately $55 million in lost wages

(Source: BJS, 1994)

Classifications of Workplace Violence

Type I Criminal Intent Type II Customer/Client Type III Worker-on-Worker Type IV Personal Relationship


Classifications of Workplace Violence

Type I – Criminal Intent Perpetrator has no legitimate

relationship to the organization or its employees

A crime is usually being committed in conjunction with the violence Robbery, shoplifting, criminal trespassing

Classifications of Workplace Violence (con’t)

Type II – Customer/Client The perpetrator has a legitimate

relationship with the organization – The recipient or object of services provided by the affected workplace or victim

This category includes customers, clients, patients, students, inmates, etc.


Type III – Worker-on-Worker The perpetrator is an employee or past

employee of the organization who attacks or threatens fellow past or present employees

May be seeking revenge for what is perceived as unfair treatment

Includes employees, supervisors and managers


Type IV – Personal Relationship The perpetrator usually does not have a

legitimate relationship with the organization, but has or has had a personal relationship with the intended victim

May involve a current or former spouse, lover, relative, friend, or acquaintance

Domestic violence carried out at the workplace The perpetrator is motivated by perceived

difficulties in the relationship or by psychosocial factors that are specific to the perpetrator

What Are Possible Risk Factors?

Exchange of money with the public Working alone or in small numbers Working late night or early morning Working in high crime areas Guarding valuable property or

possessions Working in community settings

(e.g. taxicab drivers, retail clerks, police)

What Are Possible Risk Factors? (con’t)

Where alcohol/drugs sold or dispensed

Exposure to unstable or volatile persons? (e.g. health care, social services, criminal justice settings)

Employees deciding on benefits, or in some way controlling a person’s future, well-being or freedom? (Such as a government agency does)

(Source: NIOSH)

Conditions Allowing Workplace Violence

Individual Characteristics Precipitating Events or Conditions System Characteristics

Source: Workplace Solutions, 1997

Conditions Allowing Workplace Violence (con’t)

Individual Characteristics Paranoid personality and thinking Drug and/or alcohol problem Life stressor – divorce/separation, illness,

helplessness, loss or control, isolation


Precipitating events or conditions Termination Job changes Harassment by co-workers or supervisors


System Characteristics Not recognizing or ignoring early warning

signs Indifference to the needs of employees Poor management of downsizings,

terminations and accidents Punishing or terminating impaired or

deviant employees Poor or non-existent communication

between labor and management


System Characteristics (con’t) Information that could signal problems is

not shared Lack of commitment and involvement by

top management

Indicators of Potential Workplace Violence

Intimidating, harassing, bullying, belligerent or other inappropriate and aggressive behavior

Numerous conflicts with customers, co-workers or supervisors

Bringing a weapon to the workplace (unless job related)

Making inappropriate references to guns

Indicators of Potential Workplace Violence (con’t)

Making threats or idle threats about using a weapon to harm someone

Making statements showing a fascination with incidents of workplace violence

Making statements indicating approval of the use of violence to resolve a problem


Making statements indicating the identification with perpetrators of workplace homicides

Statements indicating desperation over family, financial or other types of personal problems

Statements about contemplating suicide


Direct or veiled threats of harm Substance abuse Extreme changes in normal behavior

Source: U.S. Department of Agriculture, 1998

Profile of the Most Likely Type III Perpetrator

A male, aged 25 to 40 years Has a history of violence Tends to be a loner Owns several weapons Has requested some form of

assistance in the past Exhibits frequent anger Has a history of conflict with others

Profile of the Most Likely Type III Perpetrator (con’t)

Has a history of family or marital problems After periods of verbalizing anger, will

become withdrawn Is paranoid Exhibits self-destructive behavior such as

alcohol and/or drug use

Remember, don’t take profile too literally

Source: www.svn.net/mikekell/v3.html

Behavior Warning Signs of Potential Violence and Their Probability of

Occurrence

Male (80% or better) White (75% or better) Working age (90% or better) Will display one or more of the

following behaviors (90% or better) A history of violence Evidence of psychosis Evidence of abnormally strong sexual

desire (erotomania)


Occurrence (con’t)

Evidence of drug and/or alcohol dependence

Evidence of depression and withdrawal A pattern of pathological blaming Evidence of impaired neurological

functioning An elevated frustration level An interest/fascination in weapons Evidence of a personality disorder


Occurrence (con’t)

Unexplained increase in absenteeism Noticeable decrease in attention to

appearance and personal hygiene Has a plan to “solve all problems” Resistance and over reaction to changes

in policies or procedures repeated violations of the organization’s

policies


Occurrence (con’t) The following behaviors are commonly exhibited, but

have an uncertain probability: Will vocalize or otherwise act out, violent

intentions prior to committing a violent act Over a sustained period of time, will exhibit

behaviors that are interpreted as insignificant, strange, bizarre or threatening by coworkers and supervisors

Remember: These are general guidelines.Exceptions will always occur

Source: Workplace Violence Research Institute

Preventing Workplace Violence

Three general approaches to prevention Environmental Administrative/Organizational Behavioral/Interpersonal


Preventing Workplace Violence (con’t)

Environmental Adequate inside and outside lighting Secure entrances and exits Security hardware

Turnstiles Key cards Smart cards Biometric systems

Physical barriers


Environmental (con’t) Metal and Explosives Detectors Security Forces

Uniformed vs. Business Attire Armed vs. unarmed

Specialized customer/client meeting rooms

Other engineering controls


Administrative/Organizational Programs

Workplace Violence Plan Threat Assessment Team EAP

Policies Harassment Workplace violence SOPs


Administrative/Organizational (con’t) Hiring and Termination Practices

Hiring Corroborate information on applications/resumes

(42% contain intentional misstatements of material facts)

Interview – Use of open-ended questions Looking for a pattern of aggressive behavior

Conduct background investigation Firing

Consider the possibility of violent response Plan out – script out the procedure


Administrative/Organizational (con’t) Work Practice Controls - Work practices

aimed at maintaining a safe working environment – Written procedures and guidelines


Behavioral/Interpersonal Changing employee attitudes toward security – It

won’t happen to me Staff training – Train staff to anticipate,

recognize and respond to conflict and potential violence in the workplace Personal security techniques Non-violent crisis intervention techniques De-escalation techniques Communication techniques How to report violent, inappropriate, disruptive

or threatening behavior


Supervisor/manager training – in addition to the staff level training, supervisors and managers should receive training in: Creating a positive work culture/climate

that supports employees Developing skills for displaying compassion,

concern and support for employees – employee trust is critical

How to best utilize the EAP


Supervisor/manager training (con’t) Performance management Administering progressive discipline Contract management/grievance

handling Employee counseling/coaching

Special Considerations For Managers/Supervisors

What are the workplace violence risks at the worksites you run?

Indicators that employees need immediate intervention Excessive tardiness or absences An increased need for supervisory attention or

supervision Reduced productivity Inconsistent work habits Strained workplace relationships

Special Considerations For Managers/Supervisors (con’t)

Inability to concentrate Violation of safety procedures

New, sudden involvement in accidents or violations

Changes in health or hygiene Unusual or sudden behavioral change Fascination with weapons Alcohol and/or drug abuse

Anonymous, confidential screening 1-877-788-4173

Special Considerations For Managers/Supervisors (con’t)

Stress Excuses and Blaming Depression

Anonymous and confidential screening 1-877-788-4173

Responding to Workplace Violence

Facility Emergency Action Plan Threat Assessment Team Emergency Response Team CISD EAP and Behavioral Health Services Media Contact Organizational Recovery/Continued

Operation Plan

Special Issues for Field Forces

Need to develop specific safety guidelines to employee’s specific situation and the problems they are likely to encounter

Preparation of daily work plans/itinerary (e.g. flight plan)

Maintaining periodic contact throughout their tour of duty

Special Issues for Field Forces (con’t)

Use of a buddy system Need to recognize potentially

dangerous situations ahead of time, so back-up can be secured/started or a strategy implemented so the employee does not go in alone

Source: U.S. Department of Agriculture, 1998

For Further Information: William McPeck Director, Employee Health and Safety Maine State Government 114 Sate House Station Augusta, ME 04333 207-287-6783 (voice) 207-287-6796 (fax) [email protected]

Workplace Violence

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