Types of Workplace Violence
The case study under analysis deals with two types of workplace violence. The first one is implicit and relies on company gossip. Employees state that Susie has an affair with her boss, Steve, which refers to sexual harassment. This conflict can be defined as “unwanted conduct of a sexual nature or other conduct based on sex affecting the dignity of women and men at work, which include physical, verbal, and nonverbal conduct” (Lee, 2018, p. 594). The second type is explicit, and it refers to the fact that Susie Q has found a hand grenade under her desk. One cannot underestimate the significance of this violence type because this item can result in actual harm to employees’ health.
Focal Issues
In the case study, there are a few focal issues that deserve attention. Firstly, Susie had had an excellent reputation in the organization until her behavior decreased six months ago. The employee engaged in recurrent episodes of tardiness to work and had loud arguments with colleagues. Secondly, when Susie discovered a grenade, she said: “I knew he was trying to get rid of me, but not like this.” These words reveal that she has already experienced abuse from her boss, who wanted to end their relationship.
Identify the Victims and Perpetrator/Aggressor
Susie is a primary victim because she has found a harmful item under her desk. However, her colleagues also suffer because they are involved in this dangerous situation. Firstly, Susie’s changed behavior led to conflicts that negatively affected the workplace environment. Secondly, the grenade also scared them, which adversely impacted their mental well-being and, therefore, productivity. As for an aggressor, the case study does not explicitly state who subjects Susie to violence. However, it is possible to suggest that Steve is the aggressor because the two have a sexual relationship that the boss wants to end.
Potential/Immediate Issues for Employees/Management/Organization
The case study demonstrates that sexual violence has already created negative outcomes for Susie. She suffers from decreased job satisfaction and anxiety, while her tardiness can be a sign of absenteeism and lower organizational commitment (Lee, 2018). It is possible to expect that the situation, if unresolved, can lead to the fact that other affected employees can start having the same problems. This discussion demonstrates that the organization and management can face negative potential issues in the near future. Finally, one should not ignore the fact that a hand grenade can result in immediate traumas and injuries for numerous individuals.
Appropriate Interventions to Be Taken Immediately, Short- and Long-Term Actions for The Victim, Perpetrator, and Company
Calling the police should be immediate action, even though Susie opposes this step. Law enforcement officers should determine who left a grenade under the desk because this fact can be classified as a crime. In the short term, it is necessary to provide the victim with a safety plan to ensure that she is protected from the aggressor. In the long term, Susie and all company employees should participate in regular training to know how to respond to sexual harassment (Burke, 2018). If not arrested, the perpetrator should be given disciplinary sanctions to show that the organization condemns such misbehavior.
Suggestions to Prevent This Scenario From Happening Again
It is reasonable to take specific steps to prevent this scenario from happening again. Firstly, the organization should create a working environment that will promote collegial and civil interactions (Lee, 2018). Secondly, a code of conduct policies should be available, and employees should obligatory follow its requirements, including the No Fraternization policy. Finally, there should be an easy, safe, and accessible procedure for employees to report sexual harassment (Burke, 2018). These particular steps can prove that the organization will not face the problem in the near future.
References
Burke, R. J. (2018). Reducing sexual harassment at workplace. Effective Executive, 21(2), 51-56.
Lee, J. (2018). Passive leadership and sexual harassment: Roles of observed hostility and workplace gender ratio. Personnel Review, 47(3), 594-612.