Workplace Violence
Management Control Needed

By Arhan Sthapit

WITH the organisations increasingly turning to team-management approaches to overcome challenges and address opportunities emerging in the business environment, workplace violence is also ironically on the rise across the world. From Nepal to the United States, managers are grappling with the challenge of eliminating workplace violence that, though, differs in nature and magnitude. In the US alone, experts say about two million people fall victim to workplace violence every year. The US Department of Justice estimates that workplace assaults claim more than one million victims every year. The workplace violence incurs annual cost of about US $ 20-35 billion to US businesses. It adversely affects the efficiency, productivity, organisational growth and corporate culture.

Types

Workplace violence manifests itself in many forms, ranging from verbal abuse to physical violence to quid pro quo, a type of sexual harassment when sexual favours are requested or demanded in exchange for tangible benefits-like promotion, pay increase-or to avoid tangible harm like loss of job, demotion, etc.

According to a recent Business Week report (USA 2000/1), 42 per cent workers 'witnessed others yelling and other verbal abuse'; it tops the list of the different types of workplace violence. The report recorded 29 per cent cases of 'being yelled at co-workers themselves', followed by 23 per cent incidents of 'being cried over work-related issues.' The cases of workers 'purposely damaging machines or equipment', and inflicting direct, 'physical violence' in the workplace stood at 14 per cent and 10 per cent respectively. There were 2 per cent cases of 'striking a co-worker.'

Traditionally, employee stress caused by uncaring managers, long service hours, unrealistic deadlines and unnecessary work interruptions is attributed to the rise in workplace violence. Office layout designs with small rooms or cubicles amidst the noise and commotion from those around the employees are other factors contributing to such violence. However, for modern management experts, the dangerously dysfunctional work environment is the root cause of the workplace violence.
There are a number of factors that constitute the dysfunctional work environment. These factors include the rapid and unpredictable change (in which instability and uncertainty plague employees), authoritarian leadership (with a rigid, militaristic mindset of managers), repetitive and boring work, and double standards in terms of policies, procedures and human resource development opportunities for employees.

Likewise, another factor is the 'destructive' communication style in which managers communicate in an excessively aggressive, condescending, or explosive style; it takes the form of excessive workplace teasing and 'scapegoating.' Chances of violence rise, as managers make no attempt to get proper help for 'emotionally troubled employees'.

Unresolved grievances tend to pile up dangerously when the management- because of personal favours or trade union pressures- protects 'dysfunctional and problematic individuals', only to increase work-related violence cases. Hazardous work environment as well as faulty operation process and equipment also results in a dysfunctional workplace where violence is most likely.

Managers must take timely and appropriate control measures to deter workplace violence. Nip the violence-contributory factor in the bud: it is the accepted mantra. To check the violence effectively, managers should be involved in a continuous controlling process that includes pre-control, concurrent control and post-action control (pre-control) measures.

The concurrent controls are exercised during the time the action is being taken. They are often more effective than post-action controls for the obvious reasons. The simplest form of concurrent control is personal observation which modern management gurus call MBWA (managing by walking around).
It helps managers identify potential problems and observe how employees treat and interact with each other. Managers-particularly on the frontline who directly deal with the workers, should establish a 'role model' in how they treat others whereby their subordinates learn the behavioural aspects.
Another concurrent control step is to install effective reporting systems like corporate hotlines or some other mechanisms for instantly reporting and investigating incidences that are likely to result in immediate workplace violence. This helps managers make quick and decisive intervention and even get expert assistance if violence erupts.

Organisations may also provide necessary equipment or procedures for dealing with violent situations, e.g., alarm-systems, cell-phones and code names or phrases, so as to check violence with a just-in-time (JIT) approach.

Effective feedback system is indispensable for post-action controls that are more meant for a curative purpose. The organisation communication system should be strengthened where employees are encouraged to communicate openly about such incidences and about what is being done. More elaborate post-control measures include investigating incidences and taking appropriate action as well as reviewing the entire organisational policies and changing them, if necessary.

Pre-control measures -for being preventive and pre-emptive- are always strongly recommended. As a pre-control measure, the management should forge its commitment not to dysfunctional, but to functional work environments. This includes a number of important preventive actions, which begin right from the time of hiring/selecting employees. Cautious and rational employee selection as well as human resource audit is advised. Likewise, managers should never ignore the violence-threats.

Useful Step

Another useful step is to educate employees and front-line managers about how to avoid danger if situation arises. The employee assistance programmes (EAPs) that help employees with 'serious behavioural and emotional problems' to get rid of them should prove instrumental. On the top of that, communicating the organisation's goals, policies, procedure and corporate culture clearly and effectively is the general advice that helps prevent workplace violence in the long run.

Other Stories

• Cloning Conundrum
• Detour To Kathmandu