Report on Workplace Violence: Indicators, Prevention & Measures

This report provides a comprehensive overview of workplace violence, addressing its impact on employee productivity and well-being. It begins by identifying various violence indicators that employees might display, such as isolated behavior, anger, and frequent absenteeism. The report emphasizes the importance of the human resource department in recognizing these signs. It then outlines actions management can take to prevent workplace violence, including security analysis, observation of employee behavior, and the implementation of harassment policies and drills. Finally, the report details measures employees can take to protect themselves, such as discussing issues with managers and reporting incidents promptly. The conclusion highlights the growing issue of workplace violence and the need for proactive measures from both management and employees. The report includes references to various sources, supporting the information presented.

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Table of Contents
Introduction................................................................................................................................2
Violence indicators an employee might display........................................................................3
Actions that management can take to help prevent workplace violence...................................4
Measures through which employees can protect themselves against workplace violence........5
Conclusion..................................................................................................................................7
References..................................................................................................................................8

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Introduction
This report will discuss the workplace violence that hampers the productivity of the
employees because workplace violence adversely affects the employees at the psychology
and physiology level. Workplace violence is usually conducted in the form of physical abuse
or by giving threat to any employees (Yamada, Duffy & Berry, 2018). In this report there will
be a discussion about the violence indicators, methods that management should take in order
to prevent workplace violence and ways through which employees can protect themselves
against workplace violence.

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Violence indicators an employee might display
There are various violence indicators that an employee might display. The major concern
here is that associates person or human resource manager should effectively look for such
violence indicators because it is noted in 80% cases that due to external threats or fear
employees themselves never tells about the workplace violence-related thing. It is expected
from the human resource department or concern department to observe such signs in order to
judge the current status of any employees (Brous, 2018). Such indicators are:
 Isolated behaviour (Cutter, 2020).
 Anger or frustration is shown by the employees
 Employees might also the sign of irritated attitude due to perceived injustice.
 Frequent complaints by an employee.
 When an employee says that their office’s management incorporates huge politics and
they rule the employees (Gibney, Masters, Aybat & Amlie, 2018).
 Warning signs such as crying, temper tantrums or sulking.
 Frequent or excessive absenteeism is also a sign of workplace violence (Gooch,
2018).
Whenever a discussion starts for the workplace violence then most people think that
workplace violence means any physical assault, even the human resource department of
many organizations do not take any step until they do not notice any physical inquiry.
However, the above violence indicators are the mix combination of physical violence as well
as physiological pressure (Green, 2018). It is estimated by the OSHA that nearly 2 million
American people are suffering from workplace violence and over 60% of the cases are
unreported because employees fear that reporting such violence can be resultant in
termination from their job (Ray, 2019).

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On a government level, workplace violence in the United States is the duty of the US
Department of Labor—Occupational Safety and Health Administration (OSHA). OSHA's job
is to guarantee the security of American specialists by setting and implementing work
environment safety guidelines. Government guidelines set by OSHA are adjusted by
numerous states (Zhang, Liu, Xu, Yang & Bednall, 2019). A few states set thеіr possess
norms dependent on OSHA rules. Laborers in both general society and private parts are
secured by OSHA territorial workplaces under government supervision or by an OSHA
program worked by their state (Martinez, 2016).
Actions that management can take to help prevent workplace violence
Violence in the workplace is the increasing issue and the upper-level management of
every organization should incorporate necessary steps to prevent workplace violence. Below
are the necessary steps that management should take with the immediate efforts for
safeguarding their employees (Payne, 2017). In today’s corporate culture, safeguarding the
employees from both physical as well as mental pressure is important.
 Security analysis:
This is a concern with protecting employees from physical harm. Under security
analysis, it is important to identify any potentially hazardous activities around the
location. Security analysis should be strong for giving entry access to a visitor in the
building (Walton & Rogers, 2017).
 Managers or team leaders should observe the tune:
Every employee has their own characteristics or style. Managers or team leaders
should pay attention whenever they notice any adverse change in the tone of their
team members. For example: when any of their team members behave awkwardly,
stated feeling threaten, taking excessive leaves, etc (Walton & Rogers, 2017).

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 Employers should create harassment policies:
Creating harassment policies will help the employees for raising the issue if anyone in
the company tries to harass them. Every organization should begin with the anti-
harassment policy and these policies should be in tune with the legal guidelines of the
United States of America (Yamada, Duffy & Berry, 2018).
 Organizing frequent drills and zero-tolerance policy:
This will create awareness among the employees about their role in the emergency
crises. For example: Every corporate building has an emergency that exists, in case of
fire it is expected that all the people who are in the building will take the emergency
to exist. Now, frequent drills activities will create awareness in employees for the
necessary that they need to take in case of an emergency (Brous, 2018).
Measures through which employees can protect themselves against workplace violence
Workplace violence always adversely affect the working people at the physiology and
psychology level. It is expected from the employees that they should also take effective
measures in order to prevent such actions. Below are the guidelines mention for the
employees to prevent workplace violence:
 Discuss the issue with the manager:
Employees should discuss the issue with their managers and if they think that their
manager is not taking any corrective action then employees have the option to follow
the hierarchy and to approach their higher-level authorities.
 Immediately report an incident:
Employees should immediately report such incidents related to workplace violence. It
is expected that management will take immediate action on all the complaints filed by
an employee (Gibney, Masters, Aybat & Amlie, 2018).

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 Colleagues should encourage another person if they ever noticed that another person
has been facing workplace violence issues:
Employees should maintain a positive environment in their workplace through mutual
understanding and coordinating. It is always been observed that employees firstly
discuss issues with their colleagues and with office friends. In such a case, employees
should encourage victims to report such issues (Gooch, 2018).

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Conclusion
It is concluded that workplace violence is a growing issue in the United States
of America. Workplace violence includes physical harm as well as mental abuse. In this
report, various workplace abuse indicators are discussed that are proceed by the employees.
These indicators are the sign of behaving frustrating, behaving as they get any threaten from
someone, etc. Management of an organization should take corrective actions and they should
design various policies that can help in preventing workplace violence.

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References
Brous, E. (2018). Workplace violence. AJN The American Journal of Nursing, 118(10), 51-
55.
Cutter, C. (2020). New Thinking Emerges on Optimal Tenure for a CEO. Retrieved from:
https://www.wsj.com/articles/new-thinking-emerges-on-optimal-tenure-for-a-ceo-
11580725800
Gibney, R., Masters, M. F., Aybat, O., & Amlie, T. T. (2018). WORKPLACE VIOLENCE
AND FATALITIES: A MACRO PERSPECTIVE. Northeastern Association of
Business, Economics and Technology, 121(1), 50-70.
Gooch, P. (2018). Hospital workplace violence prevention in California: new
regulations. Workplace health & safety, 66(3), 115-119.
Green, D. (2018). Workplace Violence. Oxford: Oxford University Press.
LaRue, J. (2018). False Witness: Morality in Media and EBSCO. Journal of Intellectual
Freedom & Privacy, 2(3-4), 13-19.
Martinez, A. J. S. (2016). Managing workplace violence with evidence-based interventions: a
literature review. Journal of psychosocial nursing and mental health services, 54(9),
31-36.
Payne, M. L. (2017). Perception and behavior for underreporting workplace violence.
Oxford: Oxford University Press
Ray, L. (2019) Workplace violence statistics in 2016 shook the united states to the core.
Retrieved from: https://www.communityresponsesystems.com/blog/workplace-
violence-2016/

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Walton, A., & Rogers, B. (2017). Workplace hazards faced by nursing assistants in the
United States: a focused literature review. International journal of environmental
research and public health, 14(5), 544-600
Yamada, D. C., Duffy, M., & Berry, P. A. (2018). Workplace Bullying and Mobbing:
Definitions, Terms, and When They Matter. Workplace Bullying and Mobbing in the
United States, 1(5), 44-50.
Zhang, Y., Liu, X., Xu, S., Yang, L. Q., & Bednall, T. C. (2019). Why abusive supervision
impacts employee OCB and CWB: A meta-analytic review of competing mediating
mechanisms. Journal of Management, 45(6), 2474-2497.