WORKPLACE VIOLENCE-presentation.pptx

Workplace violence

1. Keep Me Safe WORKPLACE VIOLENCE

2. The prevention of workplace violence is a natural extension of the responsibilities of safety and health professionals. Hazard analysis, records analysis and tracking, trend monitoring, incident analysis, and prevention strategies based on administrative and engineering controls are all fundamental to both concepts. In addition, emergency response and employee training are key elements of both. Consequently, occupational safety and health professionals are well suited to add the prevention of workplace violence to their normal duties. OCCUPATINAL SAFETY AND WORKPLACE VIOLENCE: THE RELATIONSHIP

3. Violent acts, behavior, are threats that occur in the workplace or are related to it. Such acts are harmful are potentially harmful to people, property, or organizational capabilities. A workplace my be any location either permanent or temporary where an employee performs any work-related duty WORKPLACE VIOLENCE

4. Occupational violent crime (OVC). Intentional battery, rape or homicide during the course of employment. Employee. An individual with an employment-related relationship (present or past) with the victim of a workplace-violence incident. Outsider. An individual with no relationship of any kind with the victim of a workplace-violence incident or with the victim’s employer. Employee- related outsider. An individual with some type of personal relationship (past or present) with an employee, but who has no work-related relationship with the employee. Customer. An individual who receives products or services from the victim of a workplace-violence incident or from the victim’s employer. Terms Associated with Workplace Violence

5. Aggravated assault Acts of Workplace Violence

6. Sexual assault

7. Product tampering

8. Sabotage

9. Homicide

10. Acts committed during robberies

11. Psychological and Social Considerations having had a violent past; having had a difficult childhood due to maladjusted parents, a stormy relationship with family and a school life marked by failure; having problems with psychotropic substance abuse, especially alcoholism; suffering from a serious mental illness, the symptoms of which have neither been correctly diagnosed nor treated with appropriate therapy; being in a situation which is likely to lead to violent acts against oneself or others, such as having access to firearms. Causes of Workplace Violence

12. Causal Interactions Attackers and Victims affected by the stress of overwork or certain light forms of mental illness leading to misunderstanding or misinterpretation on the part of the person who is attacked, lack of experience in resolving difficult problems at work, women are more likely than men to be victims of violence but respond less aggressively; also more prone are personality types that tend to be demonstrative, expansive, less flexible or less displomatic , as opposed to the kind of person who tends to be self-effacing in difficult or delicate situations in the workplace.

13. Work Organization and Management overcrowded, poorly-ventilated, dirty and noisy premise a lack of precision in the assignment of roles and responsibilities, a poorly-distributed workload, too many bureaucratic procedures and a lack of decision-making autonomy among staff or with clients, a centralized and depersonalized organizational culture, tied to large companies in which the risks associated with management are higher than in small companies,

14. a very authoritarian management style or one allowing very little participation, where there is too wide a gap between job design and task performance, a work environment where employees and groups of employees are isolated, encouraging mutual suspicion and intentional disregard of various forms of workplace discrimination, a lack of job security caused by precarious employment and the whole set of deteriorating working conditions associated with the weakening of unions, globalization and budget cutbacks in the public service

15. The situations which carry the highest risk of external violence are listed as follows: Working alone (night-time taxi drivers, investigative journalists and foreign correspondents, service station employees), Being in contact with the public (members of the police force, restaurant and hotel personnel and public transportation employees: buslines , railway and subway systems, airlines), Handling valuable items and money (private security agencies and retail sales), Assisting people in distress and their family and friends (homecare, social services, detoxification centres , emergency services, psychiatric hospitals, senior citizens' homes), Working in education (schools in poor neighbourhoods of large cities or in rural and outlying areas), Holding a job in particularly vulnerable conditions (child slave labour in sweatshops or in the street, unskilled workers in outlying rural areas and immigrants).

16. The situations which carry the highest risk of internal violence are tied to events that affect the working conditions of employees and are listed as follows: Recruitment, selection and integration of employees, Performance or salary appraisals, Applying disciplinary measures including moving staff around, (transferring from one team to another, demoting, suspending, firing, dismissing without notice),  Disputes related to compensation for employment injuries, Exercising a right or obligation in accordance with various labour laws,

17. Disgruntled Employees Delusional Person

18. TYPE 1 : Violent acts by criminals, who have no other connection with the workplace. Types of Workplace Violence

19. A system for ensuring that employees comply with safe and healthy work practices, comply with work practices designed to make the workplace more secure and do not engage in the threats or physical actions that create a security hazard to other employees in the workplace. A system for communicating with the employees about workplace security hazard. Procedures for identifying workplace security hazards including periodic inspections to identify unsafe conditions and work practices. Preventive strategies for Type 1

20. Procedures for investigating occupational injury or illness arising from a workplace assault or threat of assault. Procedures for correcting unsafe conditions, work practices, including workplace security hazards and attention to procedures for protecting employees from physical retaliation for reporting threats. Training and instruction about how to recognize workplace security hazards, measures to prevent workplace assaults and what to do when an assault occurs, including emergency action and post emergency procedures.

21. TYPE 2 : Violence directed at employees by customers, clients, patients, students, inmates, or any others for whom an organization provides services.

22. Controlling access into and out of the workplace and freedom of movement within workplace. Placing barriers between clients and service providers. Escape routes Installation of alarm systems or panic buttons. Presence of security personnel. Preventive strategies for Type 2

23. TYPE 3 : Violence event consists of: Current or former employee Some other person who has a dispute with an employee of the affected workplace (e.g., relative, partners).

24. Provide trainings Monitoring and appropriately responding to such behavior. Establish a clear anti-violence management policy. Applying the policy consistently and fairly to all employees.   Preventive strategies for Type 3

25. Individual Factors Associated with Violence Record of violence. Membership in a hate group. Psychotic behavior. Romantic obsessions. Depression. Finger pointers. Unusual frustration levels Obsession with weapons. Drug dependence. Contributing Factors to Workplace Violence

26. Environmental Factors Associated with Violence Dictatorial management. Role ambiguity. Partial, inconsistent supervision. Unattended hostility. No respect for privacy. Insufficient training. C ont …

27. The Workplace Culture Companies that place the welfare of workers ahead of even their customers have happier employees that value their jobs and safety measures against workplace violence. This emphasizes on communication between management and worker, continuous training, and team work. Make it a habit to perform a manage-worker consultation with regards to making decisions in the workplace, such as making settlements on grievances through negotiation and arbitration between labor-management committees. PREVENTING VIOLENCE

28. Training Train managers to seriously address worker complaints, acknowledge feelings, even when workers may be mistaken with how they perceive situations in the workplace. The best training for managers is to inform workers of new policies and how these relate to the different positions in the company. Such makes it less likely for workers to have negative reactions about policy changes in your organization, and promotes healthy relationships. Training is best retained when you repeat it regularly. C ont …

29. Rules Establishing rules about violence and harassment backs up your company's education on the nature of violence in the workplace. These rules may include such prohibitions as: "No employee shall yell, swear, insult, or harass another member of the company" or define terms such as "physical abuse, including pushing, is also prohibited." Issuing rules sets your company's expectations on the extent of workplace violence and harassment. C ont …

30. Performance Reviews Regular appraisals help establish your company's expectations on employee performance. Appraisals built on performance and based on what other employees think of a particular worker is better than single-manager appraisals (currently the norm in most corporate cultures). Performance reviews involving team members are carried out by maintaining the anonymity of reviewers so that no personal grudges build up, only an objective review. C ont …

31. Layoff and Firing Policy Layoffs are a situation that comes to companies reeling in crisis, which often rouse violent reactions among those workers facing termination. To prevent workplace violence in reaction to layoffs or firing (as a result of unreliability, incompetence, drunkenness, etc.), your organization has to setup an exit program consisting of counseling and out-placement help. Also don't miss to acknowledge the employee's contributions to the organization and allow each fired worker time to bid farewell to co-workers. C ont …

32. Pre-Employment Screening Workplace violence is not only instigated by virulent reactions towards policy changes in your organizations. Many instances of workplace violence stems from psychologically and/or emotionally disturbed individuals who got through undetected in the screening process. To prevent such loopholes in the beginning part of recruitment, a pre-employment interview that delves deep into an applicant's ability to adapt to different workplace tensions and fit into your organization's community should be made. C ont …

33. Drug-and-Alcohol-Free Workplace The widespread use and abuse of drugs and alcohol are matters that often occur outside the control of management. However, even when seemingly unstoppable, your organization should have stringent rules that deal with individuals who come to the workplace intoxicated or who brings, shares, and distributes drugs and alcohol. C ont …

34. Provide safety education for employees so they know what conduct is not acceptable, what to do if they witness or are subjected to workplace violence, and how to protect themselves. Secure the workplace. Where appropriate to the business, install video surveillance, extra lighting, and alarm systems and minimize access by outsiders through identification badges, electronic keys, and guards. Provide drop safes to limit the amount of cash on hand. Keep a minimal amount of cash in registers during evenings and latenight hours. What can these employers do to help protect these employees?

35. Equip field staff with cellular phones and hand-held alarms or noise devices, and require them to prepare a daily work plan and keep a contact person informed of their location throughout the day. Keep employer provided vehicles properly maintained. Instruct employees not to enter any location where they feel unsafe. Introduce a “buddy system” or provide an escort service or police assistance in potentially dangerous situations or at night. Develop policies and procedures covering visits by home health-care providers. Address the conduct of home visits, the presence of others in the home during visits, and the worker’s right to refuse to provide services in a clearly hazardous situation. C ont …

36. Nothing can guarantee that an employee will not become a victim of workplace violence. These steps, however, can help reduce the odds: Learn how to recognize, avoid, or diffuse potentially violent situations by attending personal safety training programs. Alert supervisors to any concerns about safety or security and report all incidents immediately in writing. Avoid traveling alone into unfamiliar locations or situations whenever possible. Carry only minimal money and required identification into community settings. How can the employees protect themselves?

37. Encourage employees to report and log all incidents and threats of workplace violence. Provide prompt medical evaluation and treatment after the incident. Report violent incidents to the local police promptly. Inform victims of their legal right to prosecute perpetrators. Discuss the circumstances of the incident with staff members. Encourage employees to share information about ways to avoid similar situations in the future. Offer stress debriefing sessions and posttraumatic counseling services to help workers recover from a violent incident. Investigate all violent incidents and threats, monitor trends in violent incidents by type or circumstance, and institute corrective actions. Discuss changes in the program during regular employee meetings. What should employers do following an incident of workplace violence?

38. THANK YOU!