Violence in the workplace has become an epidemic. Not only is workplace violence increasingly common in those workplaces where violence is expected -- for example, corrections, law enforcement and mental health- but in almost every occupation that deals with the public.
According to the Bureau of Labor Statistics, homicides were the second leading cause of death in the workplace in 1994, accounting for 17% of all workplace deaths. Although the press focuses on "postal worker-type violence, where a berserk worker kills his supervisor," such worker-on-worker" violence makes up only 4-6% of all workplace homicides. The rest are the result of robberies, or assaults by residents, patients or customers against workers.
Homicide was the leading manner of traumatic workplace death among women in the United States from 1980 to 1989. Forty-one percent of women's workplace deaths were the result of homicide, compared with 10% among men. Although women account for only 7% of all worker fatalities, they were the victims in 17% of reported workplace homicides.
Violence-related fatalities are only the tip of the iceberg. According to the Department of Justice, one million individuals become victims of violent crime each year while working or on duty. A half million employees miss 1.8 million days of work each year, resulting in more than $55 million in lost wages, not including days covered by sick and annual leave. Workplace violence accounts for 16% of the more than 6.5 million acts of violence experienced by individuals age 12 and over.
The Department of Justice also reports that government employees have a higher rate of violence than private sector workers. Government employees make up 18% of the U.S. workforce, but make up 30 percent of the victims of violence.
Injuries and deaths related to workplace violence should no longer be tolerated. Most incidents are predictable, most are preventable. And like any other workplace hazard, it is the responsibility of the employer to take reasonable measures to minimize the likelihood of workplace violence.
WHAT IS WORKPLACE VIOLENCE?
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 co-worker can have serious health affects on workers.
EFFECTS OF 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 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.
CAUSES OF VIOLENCE
It is clear that we are living in a much more violent society. There are more guns on the streets and more people willing to handle their problems through violence. Naturally, much of this violence spills over into the workplace-offices -- and "outside workplace," such as neighborhoods where bus operators, meter readers and conductors must work.
Not only has society become more violent, but public policy has led to general society becoming more violent and more dangerous for workers, especially the people CSEA represents -- public service, utility and municipal workers.
The great wave of deinstitutionalization of recent years created an enormous homeless population. Many of these people are mentally ill and potentially violent. People who need the structure and supervision of an institution are now crowding our homeless shelters, unemployment offices, emergency rooms and subways, transit terminals, buses and work stations.
RISK FACTORS
There is a very dangerous common myth that workplace violence is essentially random and unpredictable. Because we can not predict it, we can't do anything about it.
Actually, most violent acts are predictable even in supposedly non-violent jobs, where "random" acts of violence occur. Experts have complied a long list of risk factors that are used to predict violence, including the work environment, work practices and the victim/perpetrator profiles.
Environmental factors that predict violence include a violent society, a violence prone neighborhood, the large number of weapons in circulation, early release of mental patients, and hospitalization instead of incarceration of criminals.
Work Practices include low staffing levels, working alone, working with money, long waits for services by customers, or lack of available services.
Perpetrator profiles may include persons with a history of violent behavior, gang members, relatives of injured persons, and drug users. Be Careful. Labeling or profiling groups of persons is often not accurate and may be discriminatory.
Victim profiles include:
- Employees who work in public services.
- People who handle money;
- People who deal with complaints, such as conductors, flight attendants, ticket agents, station clerks.
- People working alone, such as conductors, station clerks, bus operators, maintenance workers etc.
- People working late, shift workers, or working overtime.
PREVENTING VIOLENCE
Because violence
can be predicted, it can also be prevented, even in
workplaces that serve groups of the public who tend to
be aggressive and violent. In almost every situation,
there are solutions. Some are easy, painless and cheap,
others are more difficult and more expensive. Solutions
differ greatly from occupation to occupation, and from
workplace to workplace. Nevertheless, there are clearly
measures that can be taken to make the work environment
less dangerous, even in the most inherently dangerous
workplaces.
After identifying the risk factors that increase the
likelihood of workplace violence, the first thing the
union should do is come up with possible solutions. As
far as possible, the same principles should be used as
are used by industrial hygienists: first, attempt to
eliminate the problem, then attempt to engineer or build
the problem out of the workplace. Finally, change
administrative procedures.
*Remove the Problem: Do not permit employees with
access to money to work alone. Utility workers who must
turn off services should have escorts.
Lack of support for workers who are victims of violent
incidents discourages workers from reporting incidents.
Lack of support can also lead to needless psychological
trauma, both among victims, as well as co-workers and
witnesses.
There must be a system in place where persons trained in
treating people exposed to violent incidents can
intervene immediately after an incident has taken place.
Whether the procedure is called counseling or
"debriefing," the procedure must begin as soon as
possible.
Also, workers who witness incidents and co-workers who
do the same jobs as the assault victim- even in a
different location may also need counseling or
debriefing. Such counseling should be done by experts in
Post Traumatic Disorder and other problems facing people
who have witnessed or been involved in violent
incidents. Often the counseling must be long-term and
include family members.
Taking Action
It is the employer's responsibility to maintain a
safe workplace. A violent workplace is an unsafe
workplace. Unfortunately, employers are often not
willing to work with the union to attack the problem.
Supervisors often assume that violence is just "part of
the job" and workers shouldn't complain. Supervisors
sometimes laugh off employee requests for a police
accompaniment when going alone into a neighborhoods that
are so dangerous that even armed police would not enter
them alone. Some supervisors discourage employees from
filing workers compensation claims or taking time off
for violence-related workplace injuries. Some blame the
worker for a violent incident. Some workers blame
themselves.
Union Action
Talk to workers, conduct a survey. Urge members to
document all assault incidents, close calls, and abusive
behavior. This data should be reviewed on a regular
basis and discussed with management. Keep members
informed through the local union newsletter.
Develop a plan of Action. (See CSEA fact-sheet "Action
Plan") Attempt to work with management to develop a plan
to prevent workplace violence. If management refuses to
respond, the union should take action. File grievances,
develop contract language, build coalitions, or go to
the media.
Using OSHA
Another effective action is to use OSHA (in 26
states, public employees are covered by OSHA). Although
there is no OSHA standard designed to protect workers
from violence, OSHA has cited employers under the
General Duty Clause, which requires employers to provide
a safe workplace. In order to sustain a general duty
clause violation, OSHA must prove the existence of a
hazard, which is recognized and causes or is likely to
cause death or serious physical harm, and the existence
of a feasible and effective method to abate the hazard.
The union will need to assist OSHA in building its case.
1.Prove to OSHA that a Hazard Exists
The employer's
injury and illness forms (OSHA Log 200/400) will hold
evidence on the extent ofviolence-related injuries.
Grievances, complaints, minutes of health and safety
committee meetings, and workers compensation records
will also be evidence that a problem exists.
2.The Hazard is Recognized
Recognized means that the employer has knowledge
that assaults are a hazard in the workplace and/or that
workplace conditions make violence likely. Recognition
can also mean that the employer should have had
knowledge that assaults are a problem in the workplace
even if the employer doesn't admit there is a problem.
For example, the employer should have known there is a
problem because this problem is generally recognized by
people in the field, or there have been several studies
written, or guidelines have been issued.
Recognition can be proved in the following ways:
- The facility's or department's own internal rules.
- Journal/professional articles recognizing violence in this type of work.
- Injury statistics in the workplace or in the industry in general.
3. The Hazard Causes or Is Likely to Cause Death or
Serious Physical Harm
Workers
Compensation records, medical records, and accident
reports can be used to prove the severity of injuries
related to workplace violence.
4. A Feasible and Effective Method to Abate the
Hazard Exists
There are a variety of sources of information on
potential steps that can be taken to minimize the
likelihood of violence in the workplace. These could
include:
- Methods used in similar workplaces;
- Employee surveys;
- Health and Safety Committee recommendations;
- Literature search for articles, studies or guidelines.
- International Unions, AFL-CIO, Central Labor Council, etc.
In
conclusion, violence in the workplace is a serious
hazard, a predictable hazard, and a hazard that has
effective, feasible solutions. Like any other health and
safety hazard, it is the employer's responsibility to
provide the working conditions that will minimize the
likelihood of employee injury due to violence. It is
OSHA's responsibility to enforce that responsibility.