PSY-836_Assignment_Benchmark_Stress and Violence the Workplace

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Benchmark: Stress and Violence in the Workplace College of Doctoral Studies, Grand Canyon University PSY 836-0500 Principles of Personnel and Human Resource Management Dr. King September 13, 2023,

2 Benchmark: Stress and Violence in the Workplace Assume you hear gunfire in your workplace. Your stress response system activates, resulting in an instant panic attack. Your brain goes completely "blank" as your heart rate increases, your breathing becomes labored, your stomach flutters, you can only use gross motor skills, your hands shake, you speak in monosyllables, your perception of time shifts, your visual field narrows, your hearing becomes limited, and you are terrified. So, in the face of workplace violence, our brains stop thinking logically, and we are hard-wired to follow our coworkers—our herd. This might force us to dash past many exits where we could find a speedy and secure escape to instead follow the terrified mob, frequently into greater danger. The International Labor Organization (ILO) has recognized violence and stress as key dangers to society and businesses. In addition, the Occupational Safety and Health Administration (OSHA) offers information for workers suffering from workplace stress (Workplace Stress - Overview). For this paper, the author will describe a) factors contributing to stress, b) factors contributing to violence in the workplace, c) legal and ethical obligations, d) interpersonal and group consulting, and e) performance management to mitigate stress and violence in the workplace. Factors Contributing to Stress Over the last few decades, workplace stress has been a more frequent topic of debate. It has become a significant worry for many firms, affecting their management and operations. Most workplace stresses are produced when the expectations become harsh or excessive (Aamodt, 2016). For example, sometimes, the company must notify employees about changes in the business or the technology they utilize in their systems, which can produce stress and

3 confusion (Stich, 2020). As a result, workers may continually worry about losing their jobs if they do not perform properly and comprehend the organization's latest adjustments. As a result, some factors that lead to stress in the workplace, according to Aamodt (2016a), are having a heavy workload or too much responsibility, working long hours or under tight deadlines, having no control over the work situation or having no say in the decision- making process, being unhappy, insecure, or feel discriminated, and lastly facing changes or uncertainty in the job role or organization. Factors Contributing to Violence However, workplace violence is a significant issue that may harm employees and compa- nies. Therefore, employers must take precautions to prevent workplace violence by recognizing possible risk factors and establishing suitable rules and procedures. OSHA recommends reducing workplace violence that companies may utilize as a starting point. Furthermore, the Occupational Safety and Health Administration (OSHA) lists many elements contributing to workplace vio- lence ( Workplace Violence - Risk Factors ). Risk Level Specific jobs, such as those that involve working with the public or handling money, are at a higher risk of violence than others ( Workplace Violence - Overview ). Several other charac- teristics increase the likelihood of violence for workplace workers. For instance, working alone or in remote regions potentially increases the possibility of violence (Aamodt, 2016a). Providing services and care, as well as working in environments where alcohol is offered, may all influence the chance of violence. Additionally, the time of day and location of employment, such as work- ing late at night or in high-crime regions, are risk variables to consider when addressing work-

4 place violence concerns. Employees who exchange money with the public, delivery drivers, healthcare professionals, public sector employees, customer service agents, law enforcement of- ficers, and the military are in greater danger ( Workplace Violence – Overview ; Aamodt, 2016a). Unresolved conflicts Disagreements between employees and management can evolve into violent occurrences. Employees and managers communicating poorly can create workplace friction, unhappiness, and uncertainty. Poor communication typically creates a stressful environment in which individuals must be more motivated to be productive and inspired to participate (Aamodt, 2016b). Unre- solved workplace conflict may have a significant and wide-ranging impact on both personnel and the firm. It raises stress and health risks, erodes trust, reduces motivation, morale, performance, and productivity, and raises absenteeism and presence. Poor management Conversely, neglecting to address employee complaints or providing proper training can contribute to workplace violence. Tuckey et al. (2022) state that workplace violence and lousy management practices may harm employees and enterprises. Abusive conduct, especially when demonstrated by leaders, may permeate the business, generating whole climates of abuse (Tuckey et al., 2022). This inappropriate abuse can potentially reduce job satisfaction, productiv- ity, and dedication. Furthermore, it might harm a work group's collective efficacy and damage essential ties among team members (Aamodt, 2016b). The consequences of disruptive work- places are profound, hurting work teams and people. Inadequate policies

5 A lack of rules or processes for dealing with violent situations can make employees feel insecure and vulnerable. Therefore, workplace violence prevention training can help mitigate these issues by creating a supportive environment and establishing clear workplace violence poli- cies. Tucker et al (2022) asserted that formal organization policies contribute to organizational performance and employee health and well-being outcomes. Legal and Ethical Obligations Aamodt (2016c) emphasized that legal and ethical obligations are related concepts. In- stead, legal obligations are rules and regulations that the law must obey. Ethical obligations are principles and values that guide behavior and may vary depending on the situation or the person (Aamodt, 2016c). In other words, legal obligations are objective and mandatory, while ethical obligations are subjective and discretionary. Lowman et al. (2006) asserted that the ethical prac- tice of psychology in organizations entails articulating ethical principles, values, and standards, promoting those principles through formative and continuing education, developing and imple- menting methods to help psychologists monitor the ethics of their behavior, and attitudes, adjudi- cating complaints of unethical behavior, taking corrective action when warranted, ensuring that psychologists always act responsibly and professionally, and adhering to the principles of the American Psychological Association. Aamodt (2016c) claims that the legal implications of mak- ing job decisions appear difficult. After all, job choices are subject to several regulations and court judgments. Role of Industrial-Organizational Psychologists Therefore, Industrial and Organizational psychologists play a critical role in helping companies meet their legal and ethical requirements to alleviate workplace stress and violence

6 ( Industrial and Organizational Psychology Provides Workplace Solutions ). They use psychological concepts and research approaches to improve the entire working environment. For instance, 1. Identifying Training and Development Needs: This involves assessing the skills and knowledge gaps within the workforce and determining what training and development programs are needed to address those gaps. 2. Designing and Optimizing Job and Work Quality: Plays a role in structuring jobs and workflows to ensure they are efficient and aligned with organizational goals while promoting job satisfaction and work quality. 3. Formulating and Implementing Training Programs: Responsible for creating and executing training programs that enhance employees' skills and competencies, contributing to their professional growth and overall organizational success. 4. Evaluating Training Effectiveness: Assesses their impact and effectiveness after training programs are implemented, adjusting as necessary to ensure they meet objectives. 5. Coaching Employees: Provide coaching and support to employees, helping them improve their performance, solve workplace issues, and achieve their career goals. 6. Developing Criteria for Performance Evaluation: Design performance appraisal systems, define criteria for evaluating individual and organizational performance, and ensure that the evaluation process is fair and effective.

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