Dr.

RAM MANOHAR LOHIYA NATIONAL LAW

UNIVERSITY
2018-2019

PSYCHOLOGY
PROJECT ON

VIOLENCE AT WORKPLACE

SUBMITTED BY: SUBMITTED TO:

Simran Yadav Ms. Tanya Dixit
Roll no: 180101136 Assistant Professor
Sec: B
BA LLB (Hons.), Semester-I Faculty of Law, RMLNLU

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Contents
ACKNOWLEDGEMENT .............................................................................................................. 3
INTRODUCTION .......................................................................................................................... 4
WHAT IS WORKPLACE VIOLENCE? ................................................................................... 4
THE"REAL" VIOLENCE .......................................................................................................... 5
INTERNAL VIOLENCE............................................................................................................ 5
WHY PEOPLE RESORT TO WORKPLACE VIOLENCE .......................................................... 6
CAUSES: .................................................................................................................................... 6
PREDICTORS OF WORKPLACE VIOLENCE ........................................................................... 8
TYPES OF WORKPLACE VIOLENCE ....................................................................................... 9
Type I: Criminal intent................................................................................................................ 9
Type II: Customer/client. ............................................................................................................ 9
Type III: Worker-on-worker. ...................................................................................................... 9
Type IV: Personal relationship. ................................................................................................ 10
What is workplace bullying? .................................................................................................... 10
What does bullying in the workplace look like? ....................................................................... 10
How bullying can affect your work .......................................................................................... 11
Below are few examples of cases where women experienced workplace violence in India. ... 12
8 More Notable Workplace Violence Incidents in 2017 All Over World ................................ 12
1. UPS Warehouse – San Francisco, California ........................................................................... 12
OUTCOME OF WORKPLACE VIOLENCE .............................................................................. 15
THE PSYCHOLOGICAL EXPERIENCE OF WORKPLACE VIOLENCE .............................. 16
SUBJECTIVE EXPERIENCE OF WORKPLACE VIOLENCE................................................. 17
EXPOSURE TO VIOLENCE: ................................................................................................. 17
NEGATIVE IMPACTS ON THE HEALTH OF THE VICTIMS OF WORKPLACE
VIOLENCE................................................................................................................................... 18
Psychological Impact of Workplace Violence on Women ........................................................... 20
MEASUREMENTS THAT CAN BE TAKEN TO SOLVE WORKPLACE VIOLENCE ......... 22
Conclusion .................................................................................................................................... 25
Reference ...................................................................................................................................... 26

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ACKNOWLEDGEMENT

I would like to use this opportunity to extend my heartiest gratitude to all the people who have
helped me develop this project.
First and foremost, I would like to thank my Psychology professor, Ms. Tanya Dixit , who has
been constantly supporting me, guiding me and helping me with all queries and difficulties
regarding this project since its fledging stage. Without her enthusiasm, inspiration and efforts to
explain even the toughest of jargons in the most lucid manner, the successful inception of this
project would have been a Herculean task.
Next, I would like thank the librariarns of Dr. Madhu Limaye library for helping me find the correct
resources for my research and for helping me enrich my knowledge.
Finally, I would like to extend my gratitude to my batch mates and seniors for providing me some
unique ideas and insights which helped me make this project even better.
I know that despite my sincerest efforts some discrepancies might have crept in, I hope and believe
that I would be pardoned for the same.
Thanking You
Simran Yadav

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INTRODUCTION
Newington, Connecticut—Angered about a salary dispute and his failure to win a promotion, a
Connecticut Lottery accountant reported promptly to his job this morning, hung up his coat and
then methodically stabbed and gunned down four of his bosses, one of whom he chased through a
parking lot, before turning the gun on himself (The New York Times, March 7,
1998).
Santa Ana, California—A dismissed state highway employee armed with an AK-47 assault rifle
killed four of his former co-workers at a maintenance yard yesterday in Orange, a
Los Angeles suburb, before being shot to death by the police in a fierce gun battle (The New York
Times, December 20, 1997).
In recent years, stories like these have become common.
Workplace aggression has crept into our organizations (Bureau of Labor Statistics, BLS, 1998;
Northwestern National Life Insurance Company, 1993), capturing the attention of employees who
fear aggression from coworkers and organizational outsiders, and the general public who fear
becoming innocent victims of workplace aggression. Homicide was the second leading cause of
job-related deaths in 1996 (Toscano & Windau, 1998). That same year, over 18,000 workers
suffered non-fatal injuries resulting in days away from work due to assaults and violent acts (BLS,
1998). As unfortunate as it may be, the phrase “going postal” has entered our vernacular, inspired
by the alarming incidents in which current or former employees of the United States Postal Service
violently attack current or former coworkers. Given the visibility of and media attention to the acts
of workplace aggression, it is not surprising that organizations and researchers are interested in
investigating factors related to workplace aggression and the development of prevention strategies
to combat this growing workplace threat.

WHAT IS WORKPLACE VIOLENCE?

“violence” means the threatened, attempted or actual exercise of any physical force by a person
other than a worker that can cause, or that causes, injury to a worker and includes any threatening
statement or behaviour that gives a worker reasonable cause to believe that he or she is at risk of
injury. Workplace violence is any act or threat of physical violence, harassment,
intimidation, or other threatening disruptive behavior that occurs at the work site. It ranges
from threats and verbal abuse to physical assaults and even homicide. It can affect and
involve employees, clients, customers and visitors.
Workplace violence is not just limited to physical assault, but can also include near misses, verbal
abuse, and sexual harassment. Even the fear of assault or witnessing an assault on a coworker can
have serious health effects on workers.

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According to the International Labour Organisation (ILO)1, workplace violence refers to “Any
action, incident, or behavior that departs from reasonable conduct in which a person is assaulted,
threatened, harmed, injured in the course of, or as a direct result of, his or her work”.
Workplace violence includes both:
internal violence, which occurs between workers themselves (including supervisors and managers)
and;
external violence, which occurs between workers and anyone else who is at the workplace.
The Occupational Safety & Health Administration (OSHA) defines workplace violence as, “any
act or threat of physical violence, harassment, intimidation, or other threatening disruptive
behavior that occurs at worksite.
It includes anything from verbal threats to physical confrontations—and in some cases homicide.
In fact, in 2014 the Bureau of Labor Statistics found that of the 4,679 fatal workplace injuries
that occurred, 403 were workplace homicides.
While many cases go unreported, OSHA states that every year almost 2 million American workers
report that they’ve been the victims of workplace violence.
THE PSYCHOLOGICAL COSTS OF WORKPLACE VIOLENCE IS

THE"REAL" VIOLENCE

Homicides and firearm injuries are extreme examples of workplace violence. The media regularly
focuses on these events because they evoke emotional responses, such as feelings of horror and
shock. However, these acts are infrequent and constitute the minority of workplace violence. More
frequent are those “everyday” acts of workplace violence, including:
a patient who insults and spits on his caregiver because he doesn’t want to take his medication;
a customer who hits a bus driver because he is asked to pay his ticket;
a motorist who physically intimidates a policeman because he is asked for the vehicle’s registration
certificate.

INTERNAL VIOLENCE

It is sometimes difficult to identify violent situations when they occur between colleagues
(horizontal violence) or between a superior and a subordinate (vertical violence).

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WHY PEOPLE RESORT TO WORKPLACE VIOLENCE

A variety of factors contribute to workplace violence, but stress is chief among them. Some of this
is work-related – fatigue and frustration from pressure to get the job done, sometimes without days
off, and with exceedingly long hours. Other factors may include, reprimands in front of other
employees, inconsistent discipline, employee favoritism, downsizing and reorganization. Non-
work stress factors can be just as significant – medical problems, financial difficulties, relationship
issues and family matters. Not knowing how to manage these issues, supervisors and employees
bring the stress to work and take it out on subordinates or coworkers. All of these factors can be
aggravated by the larger economic crisis.1

CAUSES:

It is clear that we are living in a much more violent society. There are more guns on the streets and
more people are handling their problems through violence. Naturally, much of this violence spills
over into the workplace -- hospital emergency rooms and social service offices -- and "outside
workplaces," such as neighborhoods where housing inspectors, home health workers and child
welfare workers work.
Workplace violence takes many forms and has many causes. Angered former employees,
customers who feel wronged, stressed out employees or a conflict between co-workers can elevate
to the point of a violent altercation in the office. Personal life does spill over into the workplace,
and sometimes those personal issues present themselves at the office with dangerous
consequences. Companies that recognize the potential for workplace violence are in the best
position to prevent it.
Lack of Pre-employment Screening
Companies that do not conduct thorough background screenings on potential employees run the
risk of hiring someone who could be prone to violence, or has a violent past. Although many
companies are using psychological tests during the hiring process in an attempt to weed out the
potentially violent candidates, the test is not full-proof and should not be substituted for a thorough
background check.

Stress
As much as companies attempt to dictate this, employees do not leave their personal issues at the
door. Stress, of a workplace and personal nature, can cause an employee to snap and lash out at at
whomever the perceived enemy is. Overworking employees can create a hostile work

1
[Link]

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environment, and if the employee is also battling personal issues, the combination can have
disastrous, if not deadly, results.
Lack of Employee Assistance Program

An employee assistance program (EAP) can diffuse a situation with a potentially violent employee
before the employee has a chance to act. Most employees become violent as a last resort--they feel
no one is addressing or acknowledging their needs. With an EAP program in place, employees
have an impartial party with whom they can discuss the stressors in their life and possibly receive
the assistance or treatment they need before things escalate into violence.

Denial
Companies who take the approach that nothing bad, such as a disgruntled employee returning to
do harm to his former boss, actually fuel the workplace violence fire. Ignorance of the potential
for violence in an organization will cause an organization not to put proper safety and conflict
resolution measures into place, leaving the organization vulnerable to such an attack from
employees and customers, and lacking the tools to diffuse the situation.

Disgruntled Customers And Former Employees

A person who feels a company has wronged him in some way can lash out at the company. It could
be a customer who feels he was cheated, or it could be an employee who was fired, laid off or
wronged by a co-worker. The angry customer or employee who comes back and opens fire on the
office is the most talked about type of workplace violence, but in actually, it is a very small
percentage of the total cases.2

2
[Link]

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PREDICTORS OF WORKPLACE VIOLENCE

PERSONAL FACTORS

- ALCOHOL
- AGGRESSIVE HISTORY
- SELF ESTEEM
- PSYCHOLOGICAL
AGGRESION

WORKPLACE FACTORS
-PERCEIVED INJUSTICE WORKPLACE

-ELECTRONIC VIOLENCE
MONITORING
- JOB INSECURITY

PERSON X SITUATION
INTERACTIONS

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TYPES OF WORKPLACE VIOLENCE

Type I: Criminal intent.

In this kind of violent incident, the perpetrator has no legitimate relationship to the business or its
employee(s). Rather, the violence is incidental to another crime, such as robbery, shoplifting, or
trespassing. Acts of terrorism also fall into this category.
In 2014, 31 percent of workplace homicides were perpetrated by robbers. The "other/unspecified"
category, with 27 percent of workplace homicides in that year, may also include instances of
criminal intent.

Type II: Customer/client.

When the violent person has a legitimate relationship with the business—for example, the person
is a customer, client, patient, student, or inmate—and becomes violent while being served by the
business, violence falls into this category.
A large portion of customer/client incidents occur in the healthcare industry, in settings such as
nursing homes or psychiatric facilities; the victims are often patient caregivers. Police officers,
prison staff, flight attendants, and teachers can also become victims of this kind of violence.
About 20 percent of all workplace homicides resulted from Type II violence in 2014, but this
category accounts for a majority of nonfatal workplace violence incidents.

Type III: Worker-on-worker.

The perpetrator of Type III violence is an employee or past employee of the business who attacks
or threatens other employee(s) or past employee(s) in the workplace. Worker-on-worker fatalities
accounted for approximately 15 percent of all workplace homicides in 2014.
All workplaces are at risk for this type of violence, but workplaces at higher risk include those that
do not conduct a criminal background check as part of the hiring process, or are downsizing or
otherwise reducing their workforce.

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Type IV: Personal relationship.

The perpetrator usually does not have a relationship with the business but has a personal
relationship with the intended victim. This category includes victims of domestic violence who are
assaulted or threatened while at work and accounted for about 7 percent of all workplace homicides
in 2014.
This type of violence can occur in all workplaces but is most difficult to prevent in workplaces
that are accessible to the public during business hours, such as retail businesses, and/or have only
one location, making it impossible to transfer employees who are being threatened. Women are at
higher risk of being victims of this type of violence than men.

What is workplace bullying?

Workplace bullying is verbal, physical, social or psychological abuse by your employer (or
manager), another person or group of people at work.
Workplace bullying can happen in any type of workplace, from offices to shops, cafes, restaurants,
workshops, community groups and government organisations.
Workplace bullying can happen to volunteers, work experience students, interns, apprentices,
casual and permanent employees.
Some types of workplace bullying are criminal offences. If you have experienced violence, assault
and stalking you can report it directly to the police.

What does bullying in the workplace look like?

repeated hurtful remarks or attacks, or making fun of your work or you as a person (including your
family, sex, sexuality, gender identity, race or culture, education or economic background)
sexual harassment, particularly stuff like unwelcome touching and sexually explicit comments and
requests that make you uncomfortable
excluding you or stopping you from working with people or taking part in activities that relates to
your work
playing mind games, ganging up on you, or other types of psychological harassment
intimidation (making you feel less important and undervalued)
giving you pointless tasks that have nothing to do with your job
giving you impossible jobs that can't be done in the given time or with the resources provided

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deliberately changing your work hours or schedule to make it difficult for you
deliberately holding back information you need for getting your work done properly
pushing, shoving, tripping, grabbing you in the workplace
attacking or threatening with equipment, knives, guns, clubs or any other type of object that can
be turned into a weapon
initiation or hazing - where you are made to do humiliating or inappropriate things in order to be
accepted as part of the team.

How bullying can affect your work

If you are being bullied at work you might:

be less active or successful
be less confident in your work
feel scared, stressed, anxious or depressed
have your life outside of work affected, e.g. study, relationships
want to stay away from work
feel like you can’t trust your employer or the people who you work with
lack confidence and happiness about yourself and your work
have physical signs of stress like headaches, backaches, sleep problems.

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Below are few examples of cases where women experienced workplace violence
in India.

Working Woman Executive Ends her Life - Sexual Harassment Again

A woman CEO of a tea company in Jaipur has recently committed suicide on 11th June, 2011. She
has left behind a suicide note that on June 8th, 2011 the M.D. of her company G. K. Dalmia and
his friend Sunil Jain raped her after having drugged her in the flat. She mentioned that the accused
( G. K. Dalmia) wanted her to clear some company documents with financial irregularities which
she refused. To teach her a lesson she was raped.

A summary of Vishaka case, Supreme Court, 1997 for Sexually Harassed women in India
Vishaka case of sexual harassment at workplace is a case of landmark judgement by Supreme
Court of India. Not because it was attack on working women’s fundamental right to work without
fear and prejudice. Not because it is a saga of immense torture of a naïve working woman. Not
because a woman showed exemplary courage to fight against the male ego our immoral society.
It is a landmark case because first time ever it was officially recognized at such a high level of
need for laws for sexual harassment and laying down of guidelines of sexual harassment of
working woman. Till 1997 even after India’s independence of 50 years there was hardly any law
to safeguard sexual harassment of working women.
The women harassment bill, 2010 is still being worked out. And there no special laws to safeguard
sexually harassed working women. Just some guidelines from different courts in India, more
importantly from Supreme Court of India.

8 More Notable Workplace Violence Incidents in 2017 All Over World

1. UPS Warehouse – San Francisco, California

One of the most prolific workplace violence incidents this year occurred at a San Francisco UPS
warehouse facility in June. Just before 9:00 a.m. local time, a driver in full uniform opened fire on
his co-workers, killing three and injuring five. When police arrived on the scene, he turned the gun
and shot himself. Although no definitive motive has been agreed upon, the gentleman apparently
felt disrespected by his fellow employees, which could have led to the violent outburst. Employees
who were interviewed later stated how surprised they were, that the man never displayed any prior
violent tendencies.
It’s important to remember that strong workplace violence policies are important for every single
company. Even if you don’t believe anything like this could happen at your office, or your

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warehouse, there might not be any warning signs or they could be hard to miss. Proper policies
and procedures allow you to minimize the impact of incidents that nobody sees coming.
2. Fiamma – Orlando, Florida
Another violent incident occurred earlier this year in Orlando when a former employee
returned to his old factory and opened fire, killing four males and one female. He also shot
himself before law enforcement was able to subdue him. This particular employee had a history of
violence, having gotten into a physical altercation with another employee in 2014. In this case, the
shooting was premeditated, as he planned on singling out and killing specific people. At least one
of those was somebody he reportedly had a bad relationship with, although it was not the
gentleman he had previously gotten into an altercation with.
While there might not have been any signs that violence of this nature was to occur, it’s a good
reminder that workplace violence must be dealt with completely. Terminating employees who get
into physical altercations is a good idea, and you should consider alerting authorities or improving
security immediately after the termination. If a non-fireable incident occurs, ensure that all
necessary parties receive the help they need, both professionally and for their own well-being.
3. Dotcom Computers – Raynham, Massachusetts
This September, an employee in Raynham, MA was arrested for attempted murder after
stabbing his supervisor in the neck following an apparent argument. Medical personnel arrived
on the scene quickly and the supervisor was able to survive without any permanent complications.
The employees at Dotcom Computers were commended by Raynham’s Chief of Police for their
efforts in detaining the attacker and alerting authorities immediately. He said, “Despite the
dangerous situation, they intervened immediately to prevent further harm to the victim.”. This is
an excellent lesson – proper workplace violence training can literally be the difference between
life and death.
4. Iowa Medical Classification Center – Des Moines, Iowa
On the day after Thanksgiving, a nurse was attacked by a patient. The patient walked into her
office and struck her repeatedly with a closed fist. Her fellow staff and correctional offices
overheard the commotion and quickly rushed to her aid. She was treated and released without
sustaining any major injuries.
When it comes to workplace violence, nurses are especially vulnerable. They are extremely
accessible, often working alone with patients, who might be experiencing physical or emotional
trauma and taking a variety of medications. For medical facilities, workplace violence strategies
are absolutely vital to the safety of their employees.
5. Mercy Hospital – Minneapolis, Minnesota
Another violent incident occurred involving a nurse this October in Minneapolis . A female
patient carved a message for her nurse into the hospital wall, hid behind a door and punched him

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when he entered the room before attempting to escape. He was struck near his glasses, but
sustained only two very minor cuts on his face.
This is another example of how important it is to protect medical professionals (and all employees),
whether male or female. In this case, a female patient attacked a male nurse, and could have caused
great harm if she continued the assault instead of fleeing.
6. Fox Pizza & Subs – Greensboro, North Carolina
Earlier this month, an angry customer attacked a pizzeria employee in Greensboro because
he believed the pizza that was delivered to his house was too cold. The gentleman entered the
establishment angrily and even forced his way into the kitchen before being calmed down and
offered a free pizza. However, as he waited outside he decided to enter the restaurant again, and
after arguing with the manager. After the cashier attempted to intervene, he knocked her down and
drug her across the floor, striking her several times.
It’s not just nurses, of course. Any employees who deal with the public on a daily basis are at risk
of dealing with violent situations. In this case, a cold pizza was all it took for a customer to assault
an innocent cashier. In this case, proper training could have led the staff to alert the authorities
when the man first became hostile, ensuring it didn’t escalate any further. Additionally, training
may have allowed the employees to successfully diffuse the situation or prohibited the vulnerable
cashier from inserting herself into an already tense incident.
7. Pittsburgh King Elementary School – Pittsburgh, Pennslyvania
In October, a fourth-grade teacher was attacked by a parent after confiscating her daughter’s
cell phone according to school policy. The student bit her teacher as she was confiscating the
phone, causing the teacher to call her mother and request a conference. At the meeting later that
day, the student alleged she had been choked by her teacher, and her mother vowed that the teacher
would “get it later”. Along with her boyfriend, she followed the teacher as she sought medical
treatment for the bite and threw a brick at her, knocking a tooth out and causing facial injuries.
As horrifying as this incident is, it’s a perfect reminder of how critical it is that employees report
any threats of violence, no matter who it’s from. After her student’s mother threatened she would
get it later, an appropriate report might have provided safety from the threat, either with the
authority’s intervention or simply a quick escort home.
8. Inca Chicken
Our final example of workplace violence in 2017 occurred in Brooklyn this September at
a local chicken take-out joint. A robber arrived at the restaurant at about 9:15 a.m. and crept
behind the counter while an employee was in the bathroom. When the 78-year-old cashier
emerged, they attempted to subdue the robber and was violently thrown to the ground. Luckily, he
sustained no major injuries

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 OUTCOME OF WORKPLACE VIOLENCE

STRESSORS MODERATORS DIRECT OUTCOMES(STRESS) INDIRECT

PSYCHOLOGICAL NEGATIVE MOOD OUTCOME

EXPERIENCE OF
SOCIAL SUPPORT
WORKPLACE
VIOLENCE DENIAL

DRINKING/SMOKING PSYCHOLOGICAL
EXPOSURE
OPTIMISM
DEPRESSION
VULNERABILITY COGNITIVE
HARDINESS MARITAL FUNCTION
DISTRACTION
LOW POINT
PREDICTABILITY
SEVERITY
PSYCHOSOMATIC
GASTRIC PROBLEM
FEAR
SLEEP PROBLEM
HEADACHES
RESPIRATORY
PROBLEMS

ORGANISATIONAL
ABSENCE
EMOTIONAL
EXHAUST
ACCIDENTS
JOB PERFORMANCE

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THE PSYCHOLOGICAL EXPERIENCE OF WORKPLACE VIOLENCE

In searching for models to aid in understanding the nature and consequences of workplace
violence, the literature on family violence may be especially useful because of its considerable
emphasis on understanding the victims. However in considering the consequences of workplace
violence, some deviation is necessary in some important respect. In literature on family violence,
the research focus has primarily been on what would be called the primary victim.( i.e., the
individual who was abused). There is certainly some research on primary victims of workplace
violence. For example employees who were held in bank robberies (Leymann ,1988), train driver
who hit someone who jumped on to the tracks (Framer, Tranah , O’ Donnell, &Catalan 1992;
Theorell, Laymann , Jodko, Konarski & Norbeck, 1994), resevists engaged in grave reservation
duty during Operation Desert Storm (Sutker et al., 1994) and military personal engaged in peace
keeping missions (Lamerson and Kelloway,1995) all suffer an increased risk of developing post
traumatic stress disorder. However , an understanding of the effects of workplace violence must
go further and consider the perception and behavior of “secondary” victims ( i.e., employees who
themselves were not violated but whose perception ,fears , and expectations are changed as a result
of being vicariously exposed to the violence).

Embracing this perspective has important implications for the way in which the psychological
experience of workplace violence should be studied . first ,an objective approach to understanding
workplace violence can not be sufficient. An objective approach would classify individuals
according to whether they have personally experienced workplace violence or dichotomously
classify events as violent. A more productive approach would emphasize individuals’ perceptions
of workplace events, which would be consistent with the traditional work stress framework (Pratt
and Barling ,1988) in which objective ,quantifiable workplace events are stressors ; individuals’
interception and perception of these events reflect psychological stress and it is the stress that
ultimately generates psychological or physical strain.
A second major implication of this framework is that the perception of the workplace event is
multifaceted ( with actual exposure reflecting only one of its perceived characteristics).

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SUBJECTIVE EXPERIENCE OF WORKPLACE VIOLENCE

Understanding the subjective experience of workplace violence is important in itself and also helps
in predicting how different people exposed to workplace violence might respond differently. An
understanding the subjective experience of workplace violence is complicated because individuals
neither experience nor respond to workplace violence in the same way.
There is a set of core experience that includes direct or vicarious exposure to violence ,perceived
vulnerability , the “low point”, predictability and severity that together constitute the subjective
experience of workplace violence.

EXPOSURE TO VIOLENCE:

Exposure to workplace violence can occur personally or vicariously. For example employees can
witness workplace violence directly or view fellow employees being attacked, such as in a bank
robbery , where there would presumably be more vicarious than direct victims . Similarly , if a
former employee return to the worksite to settle violently a perceived grievances with a specific
supervisor there would be a direct and a vicarious victims. In addition , employee may view stories
about workplace violence on TV or hear about workplace violence through friends or read reports
in newspapers.
Such vicarious exposure presumably would be detrimental because employee may infer that they
too, might be attacked in similar manner in future. Extrapolating form Bandura’s (1973) social
learning theory, direct exposure to workplace violence will be harmful than vicarious exposure,
which in turn will be more personally damaging than hearing or reading about the incidents.

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NEGATIVE IMPACTS ON THE HEALTH OF THE VICTIMS OF
WORKPLACE VIOLENCE

Aside from physical injuries, violent, abusive or threatening incidents in the workplace often result
in serious and disabling psychological damage. Victims of workplace violence also have an
increased risk of post traumatic stress disorder (PTSD), a disorder common among combat
veterans and victims of terrorism, crimes, rape and other violent incidents. Psychological trauma
is a common outcome of violent incidents, but one that has not received nearly enough attention
or study. Emotional problems resulting from violent incidents include self doubt, depression, fear,
post traumatic stress syndrome, loss of sleep, irritability, disturbed relationships with family,
friends and co-workers, decreased ability to function at work, and increased absenteeism. Workers
often blame themselves when they are injured in an assault, and management often encourages
this self-blame.
It is rare that these issues are dealt with effectively even in the short term. But there is increasing
evidence that victims and witnesses of violent incidents need long term treatment to fully
overcome these problems.
After a rigorous selection process, 68 studies were included in the review. The results revealed
seven types of consequences that may result from acts of workplace violence:
 Physical consequences
 Psychological consequences
 Emotional consequences
 Consequences related to functioning at work (e.g., sick leave)
 Consequences on patient relationships and quality of care provided to patients
 Social consequences (e.g., family life, sense of insecurity)
 Financial consequences
It appears that psychological and emotional aspects (e.g., anger, fear) are the factors on which
violence has the most negative impact. Victims suffer from post-traumatic stress (between 5% and
32% according to four studies), increased vigilance, irritability, and sleep disorders. Some authors
also note depressive symptoms but with a percentage lower than 20% in most cases.
Regarding emotional aspects, 25 of the 68 studies reported at least one consequence of this type.
Anger, fear, sadness, and disgust were symptoms that occurred most often.
Consequences at the professional level were also significant, since between 13% and 60% of
victims considered leaving their jobs after an act of violence, according to 12 of the 68 studies.
Ten of the sixty-eight studies also reported consequences in terms of quality of care. Included in
these consequences were developing a sense of fear toward patients in general, loss of pleasure in
working with patients, and less time spent with patients.

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"These results demonstrate that the consequences of workplace violence are not only profound but
also multiple," concludes Lanctôt, of the University of Montreal's School of Criminology.

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Psychological Impact of Workplace Violence on Women

Women impacted psychologically by workplace violence may dread going to work, and the stress
could also have a long-term impact on their personal and professional relationships. While each
woman responds in her own unique way, typical reactions include fear, denial and depression. She
may be afraid to report the violence, for fear of retaliation or she may be afraid an investigation
will hurt her chances of promotion, giving her a reputation of being a tattletale.

Denial
Women struggling to heal from the impact of workplace violence frequently experience shock and
may even deny they are victims. A woman may simply tell herself that what happened to her
doesn't constitute workplace violence and think things like, "Boys will be boys." Sometimes just
educating women on what constitutes workplace violence can begin the healing process.
According to a U.S. Department of Labor website, workplace violence is defined as, "any act or
threat of physical violence, harassment, intimidation, or other threatening disruptive behavior that
occurs at the work site. Examples include threats of violence, verbal abuse and physical assault.
The violence can be perpetrated by co-workers, customers or visitors.

Decreased Job Satisfaction

A 2002 study in the "Journal of Applied Psychology" noted responses by men and women to both
colleague-initiated and public-initiated violence at work. Co-worker aggression was found with
both men and women victims to negatively affect their emotional well-being and how good they
felt about going to work every day. Both women and men who experience workplace violence that
was initiated by a member of the public were more likely to express wanting to quit their job, as
compared to people who did not experience this type of violence.

Depression
Julian Barling, Ph.D., at Queen's School of Business, writes that workplace violence tends to be
associated with a pattern of increasingly depressive symptoms. A complex chain reaction is set
off, according to Barling, where a woman experiences greater stress, avoidance of work activities
and finally emotional numbing over time. When the symptoms escalate to the point where a woman
cannot enjoy her job or personal relationships anymore, she should seek professional help.

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Fear
Dr. Barling writes that a woman who has been victimized in the workplace is likely to fear future
violent encounters. This fear can be debilitating, leading to psychosomatic symptoms including
ulcer and headaches over time and perhaps developing into post traumatic stress disorder, where
the traumatic experience is relived over and over again in the victim's mind. After a while, even
anticipating going to work can make a woman feel sick and apprehensive. She may begin to project
this fear to other situations, seeing danger all around her.

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MEASUREMENTS THAT CAN BE TAKEN TO SOLVE WORKPLACE
VIOLENCE

Workplace violence is a rare situation but can easily be prevented by taking certain measures that
ensure your workplace will be non-violent. . Below, are ten ways to prevent workplace violence
in your facility:

1. Create a policy that prevents harassment.

Be sure to involve each level of the facility, such as the managers, employees, and executives and
keep them informed about the new policy. Distribute the policy as wide as possible and be sure to
know that every employee understands it. Complaints can be handled well with a set of procedures
that take care of them quickly and privately.

2. Create an effective line of communication.

Communication is a key factor in preventing workplace violence. Violent intruders thrive on
silence from the victims and any witnesses. Encourage your team members to communicate by
having regular team meetings. These meetings will help defuse tensions and misunderstandings
while ultimately defusing any possibility of violence.

3. Training sessions and awareness is a key factor in helping to prevent violence.

Take the time to have training sessions and provide awareness of a violent intruder. Emergency
Response Plans should be drawn up and Emergency Response and Preparedness Training should
be provided as well. Emergency Management Training will help to prevent workplace violence in
the higher levels of your facility.

4. Establish a “Zero-tolerance” code of conduct.

Be sure to check that all employees are aware of your facility’s code of conduct. This helps to
show your company’s commitment to preventing a violent intruder.

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5. Encourage your employees to accept individual differences.
Help your teams to understand that the differences between each member are a vital factor in team
strength. Activities can help the teams get to know each other and recognize individual’s strengths
and weaknesses.

6. Prevent conflicts from turning into harassment or violence.

Monitor your teams and how they work together. Some team situations can cause tensions and if
these tensions are not relieved, they can fester and grow into a negative workplace causing violence
and harassment. Resolve these conflicts quickly as soon as they begin.

7. Show that the quality of the relationships between each members of a team is important
to you and everyone else on that team.
Be sure to encourage each person to be open-minded to team members and give each of them an
important role showing that their work is meaningful. Be fair and respectful to every member,
showing that when they treat you and everyone else with respect, they in return will be shown
respect.

8. Communicate with each level of your facility the unacceptable behavior and the
consequences of threatening any other employee or committing any violent acts.
Define these unacceptable behaviors clearly and precisely and give clear examples. State your
facility’s view of workplace violence and its commitment of a safe workplace.

9. Encourage everyone to report any and all violent incidents.

Ensure your employees of the confidentiality in which they can report incidents and assure each
that no retaliation will be made against those that report acts of violence.

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10. Reduce the risk involved in handling the assets of your company.
Robbery is a large factor in workplace violence. You can reduce the risk of this by keeping the
amounts of the assets to a minimum, use electronic pay systems to reduce assets that are available,
and install a locked drop safe.

By taking these measures to prevent violent intruders or domestic violence in the workplace, you
are ensuring your employees that their safety is your main concern. Workplace violence is a
horrible situation and by trying to prevent it we can reduce the amount of violence per year and
create a safe workplace.

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Conclusion

Violence in the workplace is prevalent in India and workplace violence has become one of the
most serious occupational hazards facing personnel working in today’s healthcare environment.
Emotional problems resulting from violent incidents include self doubt, depression, fear, post
traumatic stress syndrome, loss of sleep, irritability, disturbed relationships with family, friends
and co-workers, decreased ability to function at work, and increased absenteeism.

Healthcare workers should not be expected to accept violence as “part of the job,” and employers
must take appropriate steps to ensure that the chances for violence are minimized.
A victim of sexual harassment may ultimately want to speak out against their abuser, but it’s
important for others to speak up, too, even ahead of the victim. If you know something, say
something; but don’t gossip —that only escalates the problem and further endangers the victim.
For the victim, speaking out may be challenging, and in some cases they may just really not be
willing or able to do so. It’s important that both victims and their supporters understand that while
silence isn’t ideal, it may be what works for the coping or healing process at the moment. But only
if you’re talking to a mental health professional about what is going on. This cannot be emphasized
enough: If you are being sexually harassed you mustn’t keep this a secret; it is literally toxic to
your health.

It is necessary for employers to create an environment in which employees are safe, secure, and
productive. Systems must be put in place that address violence and promote risk-assessment and
prevention. . Emergency Response Plans should be drawn up and Emergency Response and
Preparedness Training should be provided as well.
Healthcare professionals must become educated in the recognition of and response to workplace
violence, including effective de-escalation communication techniques and appropriate ways to
manage an aggressive individual. Employees must also make a commitment to safety and health
by making themselves accountable for modeling appropriate behaviors among coworkers.
we can get involved, set the ball rolling and make positive changes.

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Books
(Barling, Prediction,consequences and violence at workplace)

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