Workplace security has become a common issue in today’s corporate world. Often, companies that have experienced violent actions in the workplace did not see them coming. Companies have adopted policies and strategies based on the notion that workplace violence can happen anywhere. Thus, companies have prioritized their efforts and focus on securing the workplace by placing different security measures within the business premises including the installation of CCTV, extra lighting, and the introduction of security checks/personnel in strategic places.
Occupational health researchers have categorized workplace violence into four major sections, namely criminal intent, customer-on-worker violence, personal relationship, and worker-on-worker violence (Holbrook, Bixler, Rugala, & Casteel, 2018). The first instance involves a perpetrator with no legitimate connection to any stakeholder or the business itself, and he or she commits a crime associated with different types of violence, such as shoplifting and trespassing. Besides, the client-on-worker violence is common in workplaces where client–worker interactions are high. Often, a client might be violent towards a worker for different reasons, including disappointment, lack of patience or discontentment. Thirdly, worker-to-worker violence (also known as horizontal violence) includes bullying and unfair treatment between two or more workmates. Lastly, violence that arises from personal relationship effects can spill over to the workplace, and therefore, cause a hostile work environment.
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Worker-to-Worker Violence and Solutions
One of the most common types of workplace violence happens between coworkers. Lateral or horizontal violence can happen for different reasons, including ill feeling towards other employees (Winston & McClure, 2014). Furthermore, Griffin and Moorhead (2014) state that lateral violence is common because employees might feel undervalued or unwanted due to biased support from the managers and lack of appreciation or engagement in the workplace. Fortunately, this type of violence can be prevented or fixed through communication, learning from mistakes, showing support, and recognizing employees for their hard work and dedication. However, Griffin and Moorhead (2014) insist on implementing incentive programs and employee empowerment programs that will aim at influencing a healthy and robust relationship between employees.
In conclusion, the work environment is a dynamic system of interconnected functions that might cause aggravation and hate among workers if not managed well. Often, these negative energies tend to ignite violence and emotional or verbal abuse among coworkers. Fortunately, occupational health researchers have developed methods that senior managers and supervisors can implement to create a workplace environment free of violence.
- Griffin, R., & Moorhead, G. (2014). Organizational behavior: Managing people and organizations. Mason, OH: South-Western Cengage Learning.
- Holbrook, C., Bixler, D., Rugala, E., & Casteel, C. (2018). Workplace violence: Issues in threat management. New York, NY: Routledge, Taylor & Francis Group.
- Winston, W., & McClure, L. (2014). Risky business: Managing employee violence in the workplace. New York, NY: Routledge, Taylor & Francis Group.
