Transcript Workplace Violence - Indiana University of Pennsylvania

Workplace Violence
 Research has identified factors that may increase the risk
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of violence at worksites.
Such factors include working with the public or volatile,
unstable people.
Working alone or in isolated areas may also contribute to
the potential for violence.
Handling money and valuables, providing services and
care, and working where alcohol is served may also
impact the likelihood of violence.
Additionally, time of day and location of work, such as
working late at night or in areas with high crime rates,
are also risk factors that should be considered when
addressing issues of workplace violence.
Prevalence of Workplace Violence
 The Bureau of Labor Statistics’ (BLS) Census of Fatal
Occupational Injuries (CFOI) shows an average of
590 homicides a year from 2000 through 2009, with
homicides remaining one of the four most frequent
work-related fatal injuries.
 See the article linked to the course syllabus
Workplace Violence Prevention
 Several studies have shown that prevention
programs can reduce incidents of workplace
violence.
 A well written and implemented Workplace Violence
Prevention Program, combined with engineering
controls, administrative controls and training can
reduce the incidence of workplace violence.
Types of Workplace Violence
 Classifications of workplace violence that describe the
relationship between the perpetrator and the target of
workplace violence are:
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1. Type 1—Criminal Intent
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2. Type 2—Customer/Client/Patients
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Violence directed at employees by customers, clients, patients, students,
inmates or any others to whom the employer provides a service.
3. Type 3—Co-worker
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Violent acts by people who enter the workplace to commit a robbery or other
crime—or current or former employees who enter the workplace with the
intent to commit a crime.
Violence against co-workers, supervisors, or managers by a current or former
employee, supervisor, or manager.
4. Type 4—Personal
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Violence in the workplace by someone who does not work there, but who is
known to, or has a personal relationship with, an employee.
Risk Factors
 Known risk factors to consider, listed by NIOSH in its report
NIOSH Current Intelligence Bulletin #57: Violence in the
Workplace: Risk Factors and Prevention Strategies (1996):
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Working with unstable or volatile persons in certain healthcare, social
service or criminal justice settings.
Working alone or in small numbers.
Working late at night or during early morning hours.
Working in high-crime areas.
Guarding valuable property or possessions.
Working in community-based settings, such as community mental
health clinics, drug abuse treatment clinics, pharmacies, communitycare facilities and longterm care facilities.
Exchanging money in certain financial institutions.
Delivering passengers, goods or services.
Having a mobile workplace such as a taxicab.
OSHA and Workplace Violence
 Can initiate inspections under certain conditions
 The following are examples of requirements could be cited as
appropriate for employee exposure to workplace violence
incidents:
 Section 5(a)(1) General Duty Clause; or
 29 CFR 1960.8(a) Executive Order 12196, Section 1-201(a) for
Federal facilities (the General Duty Clause for Federal
agencies).
 29 CFR 1904 Recording and Reporting Occupational Injuries
and Illnesses.
 29 CFR 1910.151 Medical Services and First Aid
 29 CFR 1926.23 First Aid and Medical Attention
 29 CFR 1926.35 Employee Emergency Action Plans
OSHA’s Elements of an effective violence
prevention program
 Management commitment and employee
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involvement;
Worksite analysis;
Hazard prevention and control;
Safety and health training; and
Recordkeeping and program evaluation.
Controlling Workplace Violence in Health Care
and Social Settings
 OSHA’s Guidelines for Preventing Workplace Violence for
Health Care & Social Service Workers
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Create and disseminate a clear policy of zero tolerance for workplace
violence, verbal and nonverbal threats and related actions.
Ensure that no employee who reports or experiences workplace violence
faces reprisals.
Encourage employees to promptly report incidents and suggest ways to
reduce or eliminate risks.
Require records of incidents to assess risk and measure progress.
Outline a comprehensive plan for maintaining security in the workplace.
Establish a liaison with law enforcement representatives and others who
can help identify ways to prevent and mitigate workplace violence.
Assign responsibility and authority for the program to individuals or
teams with appropriate training and skills.
Affirm management commitment to the program.
Workplace Violence in Retail Trade
 Plan Components
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Risk assessment—This includes documenting and evaluating instances of violence and
threats, and holding meetings with affected workers.
Hazard prevention and control methods—Administrative and engineering controls should
be taken to eliminate risks of violence.
Administrative policies—Increasing numbers of staff on duty, not allowing employees to
work alone, increasing security, reducing numbers of late night and early morning hours
worked, limiting patient or client access to certain areas and informing workers of patients
or clients with violent histories are all policies that can make a workplace safer.
Engineering controls—Increasing lighting, installing alarm, communication, and
surveillance systems, placing physical barriers between clients and employees and changing
doors to entry only locking systems can help reduce violence.
Training and education—All workers should be trained about safety and security procedures.
Post incident counseling- Medical care and professional counseling should be available to
victims of workplace violence or workers affected by violent incidents.
Recordkeeping—All incidents of workplace violence, however minor, should be reported and
recorded.
 (Taken from the Retail, Wholesale, Department Store Union website)