How this example should be used
This policy is just an example and is not an exhaustive list of what you should include. Your policy should be specific to your business and you should consult your staff in its development.
Purpose of this policy
The purpose of this policy is to set out our company’s policy and procedures to prevent, manage and respond to work-related violence. Management supports this policy and we will not tolerate any instances of work-related violence, including verbal abuse, to our staff. No member of staff will be blamed for an instance of work-related violence caused by a customer or member of the public. All employees have the right to be treated with consideration, dignity and respect.
This policy applies to all staff
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This is based on the Health and
Safety Executive’s definition.
Responsibilities of staff and managers
These relate to all members of staff, including door supervisors and other personnel who work on these premises, or have responsibilities relating to them.
Managers
All managers have a responsibility to implement this policy and to make sure their staff are aware of it and understand it. Managers should also:
■ Treat any reports of work-related violence, threats or abuse seriously and respond to them promptly.
■ Record details of the incident where appropriate and give all employees involved in the incident full support during the whole process. You should also respond and consider seriously any suggestions made by staff about how to improve violence prevention and management, and give feedback to staff about their suggestions, including whether it will be taken forward and if not, why not.
■ Set a positive example by reporting all incidents of violence and abuse and not tolerating abusive behaviour from customers and members of the public. Make
2 of 5 pages
Health and Safety
Executive
Example policy on work-related violence sure you also offer good customer service and follow specific policies, eg on
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Staff have a responsibility to act in a way that does not incite or increase the likelihood of violence. Any staff member found to be encouraging or inciting violence may be subject to disciplinary action.
Staff and managers should also work with trade unions, where relevant, in preventing, addressing, reporting and responding to incidents or work-related violence. Risk assessments
The risk assessments for work-related violence are kept in the manager’s office in the health and safety folder.
The risk assessments were conducted by the senior manager and are reviewed every year, unless an increase in the number of incidents suggests the assessment should be reviewed more frequently.
3 of 5 pages
Health and Safety
Executive
Example policy on work-related violence
The risks were assessed by talking to staff, reviewing the incident book and considering the work environment and job design. If staff believe a risk factor has not been covered by the assessment or have ideas on further prevention measures, they should discuss these with their manager. The contents of the risk assessment will be communicated to all staff and appropriate training will be
Horizontal violence is not a topic that medical faculties discuss on a day-to-day basis, but it is an enormous problem within the health care system. In this research the author looks at bulling from a registered nurse (r.n.) aspect .The effects on patient centered care can be detrimental for patients and r.n.’s. The work place needs to be a safe place for not only the patients but also the employees. With the rise of new graduate nurses who are employed by the medical facilities, they too are starting to face horizontal violence within the first year on the job, which leads to retention of nurses in the medical field. Horizontal violence will continue to arise if nurses do not stand up to bullying and empower victims to speak up on horizontal violence.
Nurses continually strive to bring holistic, efficient, and safe care to their patients. However, if the safety and well-being of the nurses are threatened or compromised, it is difficult for nurses to work effectively and efficiently. Therefore, the position of the American Nurses Association (ANA) advocate that every nursing professional have the right to work in a healthy work environment free of abusive behavior such as bullying, hostility, lateral abuse and violence, sexual harassment, intimidation, abuse of authority and position and reprisal for speaking out against abuses (American Nurses Association, 2012).
Workplace violence in the nursing profession has been extensively reported and documented. It is associated with serious negative consequences both for the nurse and their patients. Such disruptive behaviors in the nursing profession severely impact the emotional and mental well-being of the nurses that in turn affects retaining qualified and experiences staff in a healthcare organization. Such type of violence is considered as a major occupational hazard and condemned by major nursing organizations including the CENTER for American Nurses and American Nurse Organization. In the nursing profession workplace violence includes several types of negative behavior such as lateral violence, bullying and aggression. Lateral or horizontal violence is described as harmful or disrespectful behavior towards a coworker or a group of coworkers which in essence denies them of their basic human right and has a profound negative effect on their self-esteem and confidence (Becher & Visovsky, 2012). While lateral violence is mostly observed among peers or coworkers bullying is generally observed between a higher authority staff and those working under them such as a nursing supervisor and a staff nurse. Bullying is mostly verbal in nature which involves the use of abusive language, intimidation, insult and using authority to subdue, threaten or humiliate their subordinates (Lateral Violence and Bullying, 2008). When nurses are subjected to any kind of horizontal violence or bullying over a period of time it unduly affects them with physical, emotional, mental and financial consequences. In addition such workplace violence also brings forth negative consequences for the healthcare organization and patients in particular. Thus given the seriousness o...
In the early 1980s aggression and violence in the workplace have been a source of a lot of public discussion. (Piquero pg.383) The issues have risen again recently and have mostly been present in management and business fields. Workplace aggression often includes “behavior by an individual or individuals within or outside organizations that is intended to physically or psychologically harms a worker or workers and occurs in a work related”. (Schat& Kelloway Pg. 191) A national survey Conducted by the National Centers for Victims of Crime shows several statistics regarding workplace homicide by type show that is the year of (see fig. 1), violent crimes against victims working or an duty( see fig. 2) and nonfatal workplace violence committed by strangers(see fig. 3
Nurses encounter various challenges in the workplace. One of the most alarming trends is that they often become the victims of physical violence. It should be kept in mind that healthcare settings account for about 60 percent of all violent assaults that occur in various American workplaces (Gates, Gillespie, & Succop, 2011, p. 59). Additionally, more than 50 percent of nurses report that they suffered from physical abuse, at least once (Gates et al., 2011, p. 60). In turn, this tendency makes nurses even more vulnerable to the effects of stress. Moreover, they are likely to feel dissatisfied with their jobs. This paper is aimed at reviewing the scholarly articles that can illustrate the origins of this problem and its impacts on the experiences
Has the thought ever crossed your mind that you could be gunned down while tabulating this month’s sales figures, attending a working review of a future briefing or simply having coffee with a co-worker while you talk about the upcoming weekends plans? Perhaps it should, it crossed my mind several times after listening on the phone to the panic, screams and faint sound of gunfire occurred at the Washington Navy Yard. Despite my training and years of experience it seems that retirement has dulled my sight somewhat, I put those lenses back on a took a hard look at the building I work in between 40-50 hours a week a now see that it is a potential slaughterhouse. A design accentuated by limited exits within sight of one another, closed off office spaces and limited internal locks would provide an advantages to an active shooter with even limited skill.
Horizontal violence is psychological harassment that creates hostility in the workplace between two nurses or a nurse and another healthcare professional (Ditmer, 2010). The idea that horizontal violence exists in nursing is a phenomenon that is as ironic in the healthcare field that is supposed to be a ground for empathy, compassion and humanity. It is common yet many find it difficult and distressing to address. This harassment is usually presented in different ways including both aggressive along with disruptive behaviour, bullying, verbal abuse, humiliation, gossiping, threats, withholding information, and not properly explaining or training the processes (Ditmer, 2010, p. 9). As a nursing student, I have experienced horizontal violence numerous times whether in academics or in the clinical areas. Hence, this topic is important to me as I have experienced it first hand and important to nursing leadership as well because “leadership sets the scene, the attitudinal agenda, for a faculty or hospital.”( Scherbakova, 1995). Nursing leaders play an important role in managing and halting horizontal violence. This paper aims to explore the phenomenon that is horizontal violence, define and identify what constitutes horizontal violence in academics and clinical areas, its effects and the solutions to stop horizontal violence.
According to the Bureau of Justice Statistics (BIS), workplace violence affects 1.7 million people each year. The Bureau of Labor Statistics’ Census of Fatal Occupational Injuries (CFOI) reported 11,613 workplace homicide victims between 1992 and 2006. Averaging just under 800 homicides per year, the largest number of homicides in one year occurred in 1994, while the lowest number occurred in 2006 (CDC).
Ever seen a nurse who is afraid to return to work? What about a nurse that comes home on crutches, has bruises, or even just comes home with an emotional break down? These are all results of workplace violence in a healthcare setting. It is a very real issue that is currently on the rise. This sort of violence can result from an angry patient, visitor, or even another nurse on a variety of units. Unfortunately, because the healthcare setting can become very hostile, nurses are always going to be at risk for violence. The only way to fight violence is to attempt to prevent it by recognizing the behavioral patterns that lead to a violent outbreak, redirect the person on the verge of a violent action, and ensure each facility has a prevention program.
The Workplace is considered a second home for many people because a work shift may range 8 to 12 hours daily. Based on that fact alone it is important to feel safe, comfortable and content in the workplace. Despite the differences in the public and private sector the mission, goals and objectives of any organization can be similar. For example, productivity, cost effectiveness, efficiency, profit or goods/services and the safety within the establishment is equally important. Unfortunately, the challenges that face management are increasing rapidly and during the past 2 decades "Violence in the Workplace" has become an increased fear among employers and employees. Violence in the Workplace can be defined as" (1) any problem related to the workplace or away from the workplace if it relates to the job" http://www.state.il.us/isp/viowkplc/vwpp1.htm. Violent incidents that may occur on site and violence that occurs away from the job but is job related. Types of job related violence away from the job may include telephone harassment, stalking and confrontations.
Workplace violence is scary and intense. It doesn’t matter who you are in the situation, the victim, onlooker, or even the committer, it is frightening. When something happens to push an employee over the edge into violent action, many other employees are inadvertently involved. I observed a case of workplace violence many years ago, but I will not forget it anytime soon.
Workplace violence is a frustrating issue confronting businesses today. While more data on the reason for violence and how to handle it is getting known, there is frequently no sensible basis for this sort of behavior and, in spite of all that we know or do, fierce circumstances happen. No superintendent is resistant from working environment brutality and no manager can completely anticipate it.Workplace violence can cause many issues for a business, from extra expense, to how to deal with the problem, and prevent it from happening in the future.
Violent behavior at work and at school is exhibited in a wide-range of abusive behavior, a field that varies from mild forms of teasing to verbal abuse to long-standing persecution to deadly violence itself. Work-related slayings have steadily ranked amongst the highest causes of on-the-job deaths in the United States since 1992. Workers in certain occupational classes appear as amplified threats of violence, including schoolteachers. While faculty aggression has been recognized as a challenge among students, little is understood about violence in opposition to teachers. Several Legislative acts such as the Violence Against Women Act (VAWA), Victims of Crime Act (VOCA), Family Violence Prevention and Services Act (FVPSA), and a variety of Hate Crime Laws begin to tackle the topic of hostility in our society, but further preemptive measures to stop aggression is necessary. Violence is considered a premeditated behavior: Social customs and skills are taught and fortified by influential individuals, the better the chance of eliminating emotional and physical violence from the workplace and schools.
Domestic violence has now more than ever become an increasing problem with three-quarters of all women killed in New South Wales dying at the hands of an intimate partner (Phillips & Park, 2006). Domestic violence is defined as ‘ongoing physical, emotional, social, financial and/or sexual abuse used to exert control and power by one partner over another in an adult relationship’ (Buchanan, 2008, p. 2). The media often constructs domestic violence in such a way that it conveys a two-fold message on the issue. On the one hand, it uses language to express myths that tend to put the blame on the victims, as opposed to the offenders; these myths reduce the compassion for the victims involved and extrapolate unjust conclusions about the individuals’
Review of the Conners Early Childhood by Kiera M. Hill, Graduate Student of Counselor Education, Mississippi State University, Mississippi State, United States of America: DESCRIPTION. The Conners Early Childhood (Conners EC) asses a variety of issues like behavior, social, emotional, and development through a rating scale. The Conners EC is designed for children in early childhood, particularly between the ages of 2 to 6 years of age. The purpose of the assessment is to be able to identify disorders and developmental delays early. The Conner’s EC can be implemented in designing an intervention as well as the screening and monitoring.