NCJ Number
193127
Date Published
2002
Length
14 pages
Annotation
This chapter identifies the stages in the process that leads to workplace violence and suggests ways businesses can disrupt and stop this process.
Abstract
Stage 1 involves early warning signs that an employee needs monitoring; the presence of these employee actions does not necessarily mean that violence will occur. Some of the signs are consistent arguments with co-workers and customers, extreme paranoia, and being frequently angry and easily frustrated. When behaviors escalate to stage 2, the workplace will usually suffer some significant impact that requires prompt intervention. Stage 2 behaviors may include stalking, destruction of personal and corporate property, bullying or intimidation of coworkers, sexual harassment, and specific threats of harm. Behaviors unchecked at stage 2 can escalate into the more serious behaviors of stage 3, which may include an unauthorized weapon at work, sexual assault, physical assault, suicide attempts, bombings, or murder. Employee traits that contribute to the behavioral process in the escalation to violence are drug/alcohol abuse, psychological problems, social isolation, defensiveness, low self-esteem, and lack of self-control. Viewing workplace violence as a process encourages a comprehensive corporate strategy that includes crisis management planning, pre-crisis intervention, and prevention. Employee-violence prevention efforts should include a strong and clear policy that identifies inappropriate behaviors, target hardening, carefully crafted hiring practices, and maintenance of a healthy work environment. Pre-crisis intervention is enhanced by early identification of the warning signs; trained personnel; and responsive professional, legal, and emotional support systems. 6 tables and 34 notes