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Violence in the workplace

Contents

Information for workplaces where people may be exposed to physical assault, verbal abuse, threats and intimidation.

  1. ThinkSafe - WorkSafe
  2. What is violence at work?
  3. Which areas of work are affected by violence?
  4. Why reduce the risk of aggression and violence at work?
  5. How does violence occur at work?
  6. Reducing the risk of violence at work
  7. Management plans
  8. Violence management checklist
  9. Where to find more information

1. ThinkSafe - WorkSafe

Violence at work can happen in a variety of workplaces. It may cause psychological and physical pain and suffering, and may result in permanent disability or even death.

It is important to recognise that violence is a workplace hazard, and employers must take reasonably practicable steps to protect employees and other people in the workplace from violent incidents which may injure or harm them.

2. What is violence at work?

"Violence at work" is "any incident in which employees and other people are abused, threatened or assaulted at work". This includes employers, self-employed people and any other person affected by a violent incident in the workplace.

Violence ranges from physical assault and verbal abuse to intimidation and low-level threatening behaviour.

3. Which areas of work are affected by violence?

Employees may be exposed to various forms of violence and threatening behaviour. Violence may come from members of the public, students, patients or clients, or from supervisors, managers or other workers.

Workers' compensation figures show that nearly half the workplace assaults in WA were in the health and community services industry. Most of the assaults were to prison officers, security officers, taxi drivers, teachers, pizza delivery drivers and employees in service stations, chemists and video outlets.

People who work alone or at night may face added risks.

The threat of robbery or attack is significant for employees who handle such items as cash or drugs.

Non-physical violence such as verbal abuse, intimidation and threatening behaviour is difficult to quantify, but may significantly effect employees' psychological well-being. Employees who deal with members of the public in service industries and government agencies are likely to be exposed to these forms of violence.

4. Why reduce the risk of aggression and violence at work?

The cost of workplace violence includes financial costs of absenteeism, lost productivity, higher workers' compensation insurance premiums and medical expenses, and also personal costs of emotional trauma suffered by victims and their families.

Even the risk of violence, threats or abuse in a workplace can cause stress and emotional suffering. Both employers and employees benefit from reducing the risk of violence at work.

The Occupational Safety and Health Act has duties requiring employers and persons in control of workplaces to provide safe and healthy workplaces so employees and others at the workplace are not exposed to hazards. Employers must consult and cooperate with safety and health representatives and employees about safety and health in the workplace. These laws mean employers must take all practicable measures to reduce the risks of violence at work, as for any other hazard.

Employees also have a duty under the Act to take reasonable care of the safety and health of themselves and others, cooperate with their employers and comply with safety and health instructions. This includes reporting the potential for violence so the employer can provide a safe system of work.

5. How does violence occur at work?

Not every violent outburst has a reason, but some common factors may apply in the workplace. Often a combination of personal and environmental factors influence workplace behaviour.

Violent, abusive or threatening behaviour at work may have different origins, for example:

  • random hostility, with no clear intent, such as from a disturbed person or patient, or from someone under the influence of alcohol or other drugs
  • intimidation, used to achieve a desired end, such as faster service
  • expression of uncontrolled irritation, such as dissatisfaction with poor service or prolonged discomfort
  • displaced anger from past or non-work-related situations, applied unreasonably to the present
  • criminal activity
  • thrill-seeking or revenge
  • cultural, religious or political differences between subgroups in society.

6. Reducing the risk of violence at work

Prepare a management plan to identify potential threatening or violent incidents at work which may injure or harm the health of employees and others at the workplace. Assess and control the risk of violence in the workplace. Where appropriate, seek specialist assistance -- for instance, security agents, community police or support services.

Employers should prepare a plan to manage violence at work in consultation with employees and safety and health representatives, if any. Where appropriate, refer issues arising to safety and health representatives or the safety and health committee and resolve using the agreed procedure.

The recommended approach to managing violence at work is firstly to eliminate the opportunity for violent or threatening behaviour. If that is not possible, the potential for violence should be isolated, managed and minimised. Finally, additional personal protection, such as duress alarms and training in handling confrontational behaviour and diffusing aggression, may help minimise the risk of injury or harm to health.

7. Management plans

A management plan should include:

1. Identify

Identify types and areas of work where employees are likely to be exposed to violence:

  • review accident report records
  • gather information from people at the workplace on past violent incidents, threatening or abusive behaviour
  • provide information to staff to increase awareness of violence as a hazard, and to help them recognise incidents that should be reported
  • assign a particular person in the organisation to deal with inquiries and reports of violent incidents
  • provide a confidential means of reporting violent incidents and possible after-effects for those employees who may require it.

2. Assess

Assess the nature and extent of the identified problems.

This applies to less threatening and intimidating forms of violence as well as the obvious high-profile threats and risk of physical attack.

Assessing the problem should involve analysing information gathered on violent incidents to understand reasons for and determine:

  • similarity between incidents and patterns of behaviour
  • underlying causes of violent behaviour
  • nature of the violence -- whether physical assault, threatening behaviour, intimidation or verbal abuse
  • who is at risk of injury or harm -- including clients, customers, patients or members of the public
  • frequency of incidents
  • severity and consequences
  • staff perception of their safety or exposure to violence.

3. Control

PREVENTING VIOLENCE

Find ways of preventing the type of violent incidents identified in each work area.

There will often be a number of solutions to a particular problem and some will be easier to apply than others. New ways of managing violent and threatening behaviour will be easier to introduce and more effective if employees are actively involved in changes affecting their work. Specific actions may include:

  • changes to the work environment -- for example, redesigning waiting areas to provide welcoming, calming surroundings, installing security lighting, protective barriers and remote control door locks, improving surveillance and visibility of offending behaviour, and reducing irritating background noise
  • changes to systems of work to limit opportunities for violent and threatening behaviour -- improving cash handling procedures, rostering experienced staff, rostering more staff at peak periods to reduce stress, setting realistic deadlines
  • providing security systems, such as security staff and video surveillance.

DEALING WITH VIOLENCE

Where it is not practicable to completely eliminate all opportunities for violent and threatening behaviour, management plans should include back-up procedures to be followed before and during violent or threatening situations.

These may involve:

  • selecting appropriate staff and providing them with clear guidelines
  • induction training for employees new to areas of potential workplace violence
  • training in interpersonal skills to help employees diffuse potential violence
  • a system for alerting co-workers or the police
  • additional personal protection, such as duress alarms

REDUCING CONSEQUENCES OF VIOLENCE

Management plans should include:

  • procedures for the victim and others following verbal or physical violence
  • victim support and rehabilitation services for employees involved in verbal or physical violence to help them manage the impact of crisis situations and develop skills for handling violent incidents in the future.

4. Evaluate violence management

Monitor potentially threatening or violent situations using a system where employees can provide regular feedback, and make more modifications as necessary.

Review and improve the management plan regularly, and after any threatening or violent incident.

Preventive measures will differ for each problem, and a combination of measures may be needed to reduce the risk.

Through consultation, employers and employees may decide on wide ranging strategies that suit their particular workplace. Consultation is the key to a successful management plan.

8. Violence management checklist


Use this checklist to find problem areas in the way your workplace manages violence.

1. The workplace (Each YES answer indicates a risk of violence)   

  • Are money/valuables/drugs kept at the workplace?
  • Is violence or aggression fairly frequent?
  • Are people affected by alcohol or other drugs? 
  • Are people or patients physically ill or mentally ill?
  • Are customers likely to be angry, disgruntled?
  • Are staff relationships stressed or tense?

2.  Employees (Each YES answer indicates a risk of violence)

  • Are certain employees likely to become violent?
  • Do staff work alone or at night?
  • Do inexperienced staff deal with customers?
  • Are employees bored, stressed, unhappy at work?
  • Are employer-employee relationships strained?

3. Identify, assess and control (Each NO answer indicates a risk of violence)  

  • Are all workplace violence reports analysed?
  • Are employees asked about risk of violence?
  • Are potentially violent people identified?
  • Are causes of potential violence identified?
  • Have risks of injury or harm been assessed?
  • Are there controls for averting violence? 
  • Have they been used successfully?
  • Are employees happy with the controls?

4. Consultation and co-operation (Each NO answer indicates a risk of violence)

  • Is the safety and health committee involved? 
  • Does the safety and health rep check hazards?
  • Is there a procedure for reporting incidents?
  • Are all changes discussed with employees?
  • Are employees asked opinions on violence?
  • Are staff perceptions of safety considered?
  • Is safety of public/customers/patients considered?

5. Violence management plan (Each NO answer indicates a risk of violence)  

  • Does your workplace have a violence management plan?
  • Was it drawn up in consultation with employees?
  • Does it cover identification, assessment, control?
  • Does it cover induction and training?
  • Does it set safe procedures for hazardous tasks?
  • Is there an action plan for violent situations?
  • Does it include first aid and medical support?
  • Does it include backup from police, emergency?
  • Does it include prompt de-briefing and counselling? 
  • Is a rehabilitation service provided? Is the plan reviewed after each violent situation?

6. Training (Each NO answer indicates a risk of violence)  

  • Have staff been trained to recognise and avoid potential violence, and diffuse violence and aggression? 
  • Do staff have interpersonal skills training?
  • Are there safe procedures for violent situations?
  • Do staff understand violence management procedures?
  • Are staff trained to report violent incidents?

9. Where to find more information

For information on assessment or prevention of violence in the workplace, please contact WorkSafe on 1300 307 877 or via safety@commerce.wa.gov.au or the Office of Crime Prevention on (08) 9222 9733.

More detailed information can be found in the following books and guides. All are available for viewing in the WorkSafe library.  Information can also be obtained from other states' safety and health authorities.

Books

  • Bowie, V. 1989. COPING WITH VIOLENCE: A guide for the Human Services. Karibuni Press, Sydney.
  • Braithwaite, R. 1992. VIOLENCE - UNDERSTANDING, INTERVENTION ANDPREVENTION. Radcliffe Professional Press, Oxford.
  • Grainger, C. and Kerr, S. 1994. VIOLENCE: A risk management handbook for dealing with violence at work! Miintinta Press, Brisbane.
  • Minor, M. 1995. PREVENTING WORKPLACE VIOLENCE: Positive Management Strategies. Crisp Publications Inc., California.

Publications

Suggested internet serach terms

  • occupational violence
  • workplace violence
  • work related violence
  • work related aggression
  • workplace aggression
  • occupational aggression

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