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BROADER
LOOK AT WORKPLACE VIOLENCE
By
DR. PHILIP J. SMITH, Ph.D.
Vice President of Assessment Services
Last month’s
website featured a very basic look at some of the characteristics
associated with risk of workplace violence. However, it is important
not to oversimplify this issue. For years, psychologists emphasized
the role of personality factors in determining behavior. This was
followed by a focus on situational factors, and finally, by a recognition
that it is the interaction of personality and situation that needs
to be the focus. It is helpful to carry this lesson into an understanding
of workplace violence. It is tempting to focus on identifying personality
types who commit violent acts in the workplace, and then seek to
screen or somehow remove such individuals from the workforce. Although
some characteristics have been identified, it is a mistake to see
this relatively simple solution as the whole story. Organizational
climate, company policies, and the nature of supervisory practices
as they contribute to an employee’s experience at work all
play a significant role. A work environment that is perceived as
safe, fair and offering respect and dignity is likely to reduce
the risk of violence, as well as increase productivity and morale.
In addition, some situations, which exist outside the workplace
in an employee’s personal life, can intrude into the work environment.
Domestic violence is the most striking example of this. Domestic
violence creates a “zone of danger” around the person
who is being assaulted, thus putting co-workers at risk. According
to one study, 74% of employed battered women are regularly harassed
at work by their abusers, either on the phone or in person. Partners
and boyfriends of such women commit 13,000 acts of violence in the
workplace every year. One hundred and fifty to one hundred and eighty
of these women are murdered at work each year. In addition to these
tragic outcomes, research indicates that battered women are frequently
late for work or miss days of work completely. They also have higher
turnover and lower productivity. It is estimated that the medical
costs alone added by complications arising from domestic violence
are in the range of $3 to $5 billion annually.
The issue of domestic violence in the workplace highlights an important
point. A high profile workplace murder is really the tip of the
iceberg. Whether an assault results from a battered woman leaving
her husband or an employee who blames all of his dissatisfaction
and unhappiness on a particular manager, acts of violence are generally
the final chapter of an evolving situation. These are problems that
are frequently avoided, ignored or just simply missed by managers
and supervisors.
There are no simple answers or fixes for these complex and varied
problems. However, some employers have taken the initiative in dealing
with issues that give rise to violence. With respect to domestic
violence, some employers have chosen to create a non-judgmental
and supportive environment where employees feel safe to talk openly
about domestic violence and to seek help. Policies, such as family
friendly and flexible leave policies and relocation assistance,
as well as practical steps such as escorting at-risk employees to
their cars, can go a long way towards opening up communication between
battered women employees and their employers. Leadership needs to
take an active role and to speak out and lend support to such initiatives.
The Harley Davidson Company developed a workplace awareness team.
This unit stocks women’s restrooms with referral materials
to community agencies. Polaroid has developed a comprehensive approach
which includes flexible leave options to address the need to be
absent from work due to family violence, as well as procedures and
training for all levels of staff. Other companies have developed
relationships with local domestic violence shelters and compiled
lists of community resources that are distributed to employees in
need of help. Clearly, such initiatives need to raise the sensitivity
and responsiveness to violence issues at all levels of the organization.
Nationally, Maine ranks in the top ten (1998 Crime Statistics) in
terms of the number of females murdered by male offenders. The majority
of these homicides involve someone the woman knows, husband or boyfriend.
Fifty five percent of the homicide cases in the year 2000 stemmed
from domestic violence. The Maine Department of Public Safety Crime
Statistics indicates that there were 4,468 domestic violence assaults
in 2000. Clearly, domestic violence is a very serious social problem
and employers can have a significant impact on how these problems
are resolved. Governor Angus King and the Maine Coalition to End
Domestic Violence have spearheaded an effort, Maine Employers Against
Domestic Violence ( www.mcedv.org
) seeks to enlist employers in taking steps to reduce domestic violence.
A number of large Maine companies have become involved in this effort
including Anthem Blue Cross/Blue Shield of Maine, Cigna Healthcare
and People’s Heritage Bank. Companies that become involved
in such efforts are taking a first step towards creating a healthier
and more productive workplace, as well as becoming part of the solution
in dealing with a devastating social problem.
If you would like to contact Dr. Smith about the topic or our consulting
services in this area, his email is psmith@dimihr.com
or you can call him at 207-772-2823.
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