Preventing Workplace Violence

While training in anger management can be very helpful in preventing workplace violence incidents or even minimizing their effects, there are a number of other things an employer can do.

One of the best ways to prevent workplace violence and avoid law suits is to guard against some common mistakes employers make. These errors typically surface after an incident, but then it’s too late. Let’s look at some of the issues.

Negligent Hiring: An employer may be found liable for damages and injuries caused by an incident of workplace violence if the courts deem that the perpetrator was hired negligently, i.e. without a sufficient background check, if that background check would have exposed the possibility of dangerous behavior.

Negligent Training: An employer may be found liable for damages and injuries caused by an incident of workplace violence if the courts deem that the perpetrator was not trained sufficiently to do his or her job safely, i.e., a police officer who shoots someone because he or she does not have sufficient training in the use of a firearm.

Negligent Supervision: An employer may be found liable for damages and injuries caused by an incident of workplace violence if the courts deem that the employer could have stopped or prevented the incident if the or she had supervised the perpetrator more closely and known about the threats and other dangerous behaviors taking place.

Negligent Retention: An employer may be found liable for damages and injuries caused by an incident of workplace violence if the courts deem that the employer knew of the perpetrator’s dangerous behaviors and was negligent in not terminating his or her employment.
Protecting Your Organization Against Liability.

• Regularly remind your employees of your organization’s workplace policies
• Stay alert for any changes in your employees’ behavior or interactions
• Create an atmosphere that encourages trust and confidence between you and your employees
• Document unusual behavior and warning signs in detail
• Don’t hesitate to intervene EARLY when you notice an employee’s performance or behavior deteriorating
• Discuss with management your concerns about conflicting or ambiguous organizations policies

Author's Bio: 

Dr. Evans is president of A Center for Human Potential (www.acenterforhumanpotential.com), an organization specializing in anger and emotional managment. Dr. Evans has over twenty-five years of experience in applied psychology and the behavioral sciences. He has practiced in a wide variety of areas including: individual, group & family counseling; psychological & educational evaluations; development, delivery & evaluation of staff development workshops; approved sponsor of continuing education for psychologists by the American Psychological Association.

Dr. Evans has managed training and training related activities for the: U.S. Departments of Transportation; Energy; Internal Revenue; Defense, and the U.S. Postal Service; other training programs presented to: Allied Signal; AT&T; CIGNA Insurance; Crum and Forster; Kennedy Space Center; Public Schools in the Counties of: Citrus; Clay; Flagler; Hillsborough; Orange; Pinellas; Seminole; and Volusia; and Tampa General Hospital; also gave an invited address to the 2nd Joint National School/Community Conference on Youth Violence and Substance Abuse in Orlando, FL, 11/18/99.

Dr. Evans is a Certified Anger Management Facilitator by Anderson and Anderson.