Workplace Violence in Health Care Settings

Just as in every organization, conflicts are inevitable, ranging from financial matters to personal disputes among the employers and employees, and many others in between - some may be uncomplicated yet some are too serious, such as violence. Technically, violence in the workplace can be defined as "any bodily injury inflicted by one person on another (which may include) language and actions that make an employee uncomfortable (...), and aside from this, (it may also cover) threats and harassment" (Ginn & Henry, 2002). The U.S. National Institute of Occupational Safety and Health (NIOSH) further extends the definition as "'violent acts', including physical assaults and threats of assault, directed toward persons at work or on duty" (as cited in Ginn & Henry, 2002). Moreover, this issue can draw serious concerns in any kind of organization. As a matter of fact, it is reported that, "between 1980 and 1993, violence in the workplace claimed more than 1,000 lives each year in the United States" (Bowman & Zigmond, 1997). Furthermore, the scope of workplace violence varies by the type of industry. In this paper, focus is given on health care settings, which include but not limited to clinics, nursing homes, and hospitals.

Violence in Healthcare Settings

The statistics provided by NIOSH show that among the health care settings, "27% (of the workplace violence) occurred in nursing homes, 13% in social services, and 11% in hospitals" (as cited in Ginn & Henry, 2002). What is more, it has also been reported that "the highest industry rates for assault in 1994 were residential care and nursing home facilities (40 and 37 incidents per 10,000 workers respectively" (as cited in Keim, 1999). All these figures are quite alarming for the institutions that are supposedly preserving life are now posing a threat to it. "As criminal acts grow annually, medical facilities can no longer be considered safe havens, free from attack and violence" (Bagley, 1993).

Perpetrators of workplace violence may include employers and employees however, it should be noted that the matter is not always initiated by them. Other individuals who are not part of but are within the workforce may also instigate violence. As in the case of health care settings, "two-thirds of the work days lost by women in health care settings are due to injury by the very people for whom they are providing care" (as cited in Keim, 1999). "For example, one psychiatric hospital reported 20 assaults by patients on staff in 1992; three of these claims led to W.C.B. claims for time loss" (Boyd, 1995). Moreover, some of the roots of workplace violence are "dysfunctional relationships " (Keim, 1999), compensation claims (Boyd, 1995) and "workplace bullying" resulting to low morale of employees (Ginn & Henry, 2002). Furthermore, violence in the workplace occurs in all kinds - from simple disputes to serious homicides. With these facts, it is now about time to focus attention on this issue

On Preventing Violence

Fortunately, there have been several attempts to minimize, if not at all eradicate, workplace violence. According to Keim (1999), the three points at which workplace violence can be addressed are "pre-employment, disciplinary policy and post-incident" (p.16). This means that an institution should assess thoroughly the background and the possibility of violent behavior of applicants. Also, in order to ensure the safety of the people in the workplace, it helps that the organization or institution hire competent employees who will constitute a strong security force (Bagley, 1993, p.98). Bagley also noted that the latest trend today in terms of security is the use of K-9's, or trained dogs (1993). This implies that the institution might consider increasing the budget on the security department in order to make thorough training of employees possible. Aside from this, the company must provide more stringent standards in hiring people who will be protecting the office.

Nevertheless, despite the wide-ranging ways to prevent violence in the workplace, sometimes, it still pays off if attention will be drawn on the individual level. For one, since there are a lot of stressful events in a workplace, as in the case of hospitals where people die right in front of an individual, "some writers suggest that workplace violence can be handled through stress management" (Ginn & Henry, 2002). This can take in the form of regular debriefing in order for them to function normally and in good health. In addition to this, empowerment of the employees can be done through "encouraging group acceptance and cooperation, acknowledging individual contributions to group efforts, and creating opportunities that allow people to discover and make practical use of each other's skills and expertise" (Johnson & Indvik, 1994). Also, it is essential that supervisors are trained to recognize signs of employees' problems immediately to avoid potential violent tendencies (Johnson & Indvik, 1994). Further, common sense has it that fixing disputes among members of the organizations is also of utmost importance. Moreover, since violence, as earlier mentioned can also be initiated by people who are not actually part of the workplace but is within it, the employees should be trained further on what to expect and how to handle possible situations. In the case of the health care settings, those 'within but not a part' of the workplace include the patients. For instance, many intellectually disabled clients find change to be highly stressful and react negatively to inconsistency in their everyday worlds. People of this kind should be dealt with accordingly in order to avoid conflicts. This can be done through training of attending employees or altering the physical environment of the institution by making the place safer and more secured.

Further, the means of preventing workplace violence can be summarized as "rethinking the rules that govern the workplace, rethinking the environmental design of the workplace, rethinking the social, economic, and political structure of the given institution itself, providing increased staffing where necessary, and providing more education and training throughout affected industries" (Boyd, 1995).

Conclusion

Workplace violence, being given technical definitions, implies that it is now a prevailing problem that surely needs solution for the kinds of violence that occur are far-fetched. The issue itself is already alarming but what is even more disturbing is the fact that, most researchers found out that violence usually occurs in health care settings. This is indeed bothersome since these institutions should be preserving lives and not harming them. Although, strong security force is critical, a different approach of viewing the problem has been suggested by focusing on the individuals within the organizations. As human beings, we have needs that are more than just the physical. If these needs will be neglected, there is a possibility that violence might result. Therefore, it is important that an organization does not only have competent physical and financial resources but also human resources as well. In addition, since there are people within but not a part of the organization such as ill patients who may develop violent tendencies, it is important that they will be given consideration. Proper training in handling them can do the job. Above anything else, the trick is simply to provide a healthy environment where violence is unlikely to take place.

References

Bagley, G. (1993). How Can Hospitals Operate Safely?. Security Management, 37. Retrieved on April 12, 2008 from http://www.questia.com/read/5002198733.

Bowman, J. & Zigmond, C. (1997). State government response to workplace violence. Public Personnel Management, 26. Retrieved on April 12, 2008 from http://www.questia.com/read/5000479209?title=State%20Government%20Response%20to%20Workplace%20Violence.

Boyd, N. (1995). Violence in the Workplace in British Columbia: A Preliminary Investigation. Canadian Journal of Criminology, 37. http://www.questia.com/read/5000343977? title=Violence%20in%20the%20Workplace%20in%20British%20Columbia%3a%20A%20Preliminary%20Investigation

Ginn, G. & Henry, L. (2002). Addressing workplace violence from a health management Perspective. SAM Advanced Management Journal, 67. Retrieved on April 12, 2008 from http://www.questia.com/read/5000626729?title=Addressing%20Workplace%20Violence%20from%20a%20Health%20Management%20Perspective.

Keim, J. (1999). Workplace violence and trauma: a 21st century rehabilitation issue. The Journal of Rehabilitation, 65. Retrieved on April 12, 1998 from http://www.questia.com/read/5002314037?title=Workplace%20Violence%20and%20Trauma%3a%20A%2021st%20Century%20Rehabilitation%20Issue.

Johnson, P. & Indvik, J. (1994). Workplace violence: an issue of the nineties. Public Personnel Management, 23. http://www.questia.com/read/5001710880?title=Workplace% 20Violence% 3a%20An%20Issue%20of%20the%20Nineties