Case Summary
A police officer on patrol responds to a call about a dispute at a healthcare nonprofit. They learns that an employee, Ron, was fired an hour earlier by manager Caleb for poor attendance, leading to a heated argument and insults. Ron threatened to return and make Caleb “pay.” HR reports that Ron had a 10-year record of above-average performance but no promotions, recently filed for divorce, and coworkers noted alcohol use, agitation, and paranoia about hidden cameras. While interviewing HR, the officer sees Ron return and approach Caleb in the parking lot.
The Scope of Workplace Violence in the United States
Workplace violence is a significant concern among employers and employees in the United States. This type of violence could be in the form of harassment, threatening, disruptive behavior, physical violence threats, or intimidation occurring at the work site (Occupational Safety and Health Administration, n.d.). There are many victims of workplace violence reported in the US yearly, with significant cases remaining unreported. Money exchange with the public and working with volatile people are among the main risk factors of workplace violence in America (US Department of Justice, 2022). Response to workplace violence requires attention to promote a safe working environment for American employees.
There has been an ongoing debate concerning the broader definition of workplace violence. Specialists concede that workplace violence falls into four broad categories. The first class of workplace violence is committed by criminals who have no connection with the workplace. Approximately 1.3 million workplace violence cases are reported in the US annually. (US Department of Justice, 2022).
This type of violence affects particular occupation groups, including taxi drivers, late-night retailers, and people working in isolated locations, among other workers. Workplace violence can be directed at employees by an organization’s clients, such as customers and patients. In 2018, the highest proportion of work violence-related injuries and illnesses, at 73% was among healthcare workers (Lim et al., 2022). The last two categories of workplace violence are associated with employees and people with a personal relationship with an employee in an organization.
Ron’s Likelihood to Engage in Workplace Violence
Ron has a high likelihood of being involved in workplace violence because of the specific events happening to him. Ron’s dismissal from work by one of the managers triggered his involvement in workplace violence. Ron did not expect to be fired, but an unsupportive manager has ended his job. Ron has been in the organization for 10 years, and despite his above-average performance, he has never received a promotion.
The employee lacks workplace motivation because the management has failed to promote him. Working in the health industry increases the risk of workplace violence due to work stress, pressure from work, and rising workloads (Lim et al., 2022). Ron exhibits deterioration in interpersonal relationships and social uncertainty.
Ron’s distress and anxiety after being fired caused him to engage in workplace violence. His temperament causes a high risk for his involvement in violence. His emotional reactivity leads him to engage in a quarrel with Caleb. Emotionally distressed individuals are likely to report workplace violence (US Department of Justice, 2022).
Ron is an achiever and is conscientious, but feels unappreciated after being fired. He has family problems with his wife, with whom he is seeking a divorce, and he has become easily agitated. Employees experiencing problems at work or home are at a high risk of being involved in workplace violence (US Department of Justice, 2022). Ron is stressed and has been drinking alcohol to cope. He is mentally unstable and experiencing unsupportive social relationships, which pose a risk of workplace violence.
Ron’s Emotions upon Dismissal from His Job
Job loss for Ron is personal and has an emotional toll on him. He may have experienced hurt after Caleb broke the news of his firing. Ron may have expected much support from the managers and fellow workers, but feels uncared for and unemphasized. Having worked at the nonprofit making health organization for 10 years, Ron may have thought that he had positively impacted his colleagues and organization and deserved appreciation. The news may have hurt him because he was going through marital issues with his wife, and the workplace gave him solace. After getting the news about being fired, Ron may have become hopeless.
Ron may have experienced anger and disappointment after Caleb broke the news. Being an above-average performer, no one seemed to appreciate his efforts. The employee was convinced Caleb had installed cameras in the office to monitor him. He lost trust in Caleb and may have considered him ruthless after firing him. Ron may have been vengeful and wished the worst for Caleb. He may have been determined to hurt Caleb to make him feel the pain he was experiencing after the news.
Crisis Intervention Strategies for Managing and De-escalating Workplace Violence
Organizations should invest in effective emergency response through planning and preparation. Implementing a workplace violence prevention policy is critical for managing any work-related violence (Cavaiola & Colford, 2018). The policy sets procedures for reporting threats and other workplace violence cases and promotes employee training to prepare them for violence prevention and management.
Employers should consider involving law enforcement and other professionals to handle workplace violence. The organization’s response to workplace violence should include de-escalation steps to provide necessary intervention measures. Remaining non-judgmental and actively listening to people’s concerns can help de-escalate workplace violence (Quick Safety, 2019).
Acknowledging an individual’s feelings during violence helps bring calmness. Remaining empathetic by understanding why that person feels a particular way helps resolve a conflict in the workplace (Quick Safety, 2019). Engaging a person in a talk and shifting the conversation to the future while creating hope can make an employee feel safe and hopeful and de-escalate work violence.
Some of the above-mentioned strategies for managing workplace violence apply to Ron’s and Caleb’s scenarios. The organization’s management should apply its policy to report the threat to concerned professionals, including law enforcement. Given the importance of an emergency plan to deal with workplace crises, this type of response should be universal for every organization. Staying impartial and attentively hearing Ron’s concerns can aid in calming workplace conflicts. Ron is stressed and hurt; showing him care can help reduce his aggression.
References
Cavaiola, A. A. & Colford, J. E. (2018). Crisis intervention: A practical guide. Thousand Oaks, CA: SAGE.
Lim, M. C., Jeffree, M. S., Giloi, N., & Lukman, K. A. (2022). Workplace violence in healthcare settings: The risk factors, implications and collaborative preventive measures. Annals of Medicine and Surgery, 78(2022), 1-5. Web.
Occupational Safety and Health Administration. (n.d.). Workplace violence. Web.
Quick Safety (2019). De-escalation in health care. Web.
US Department of Justice (2022). Indicators of workplace violence, 2019. Web.