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• W32708390 abstract "INTRODUCTION Shortly after being fired, a Tampa, Florida man returned to his former workplace and shot three of his supervisors as they sat eating their lunches. He wounded two others, and then he killed himself. We live in an increasingly violent world. Across America, in cities large and small, citizens are becoming more and more fearful that violence is out of control. Violent crime, for example, has increased 200 percent in the past two decades (Stone, 1995). An act of violence occurs every six minutes on television, and the violence that is throughout our society has been superimposed on the corporate landscape. For 1992, the FBI estimated the total number of homicides in the U.S. at 23,760, or one homicide very 22 minutes. Over the decade of the 1980s, 7,603 homicides occurred in American workplaces (Stone, 1995). Workplace murder is one of the fastest growing categories of homicide in the United States. According to the Bureau of Labor Statistics, homicide was the second leading manner of job-related deaths (1,063), accounting for 17 percent of the 6,271 fatal work injuries in 1993. This translates to approximately 20 people killed at work each week (Stone, 1995). Before the 1980s, murder in the workplace was rare; now it is a daily occurrence. In addition to more than 1,000 homicides, one million physical assaults occur at work each year (Segal, 1996). Violent employee incidents often begin as simple conflicts that end in costly violent acts. Under the circumstances, employers have more than a right to attempt to prevent workplace violence; they have a responsibility. REASONS FOR INCREASED VIOLENCE People are violent today at the workplace for numerous reasons. Emotionally, the workplace is of crucial importance. As personal discourse declines in our age of mass media, social and interpersonal skills show a corresponding decrease (Kinney, 1995). According to a study of 395 human resource managers and security managers done by the University of Southern California's Center for Crisis Management in Los Angeles, survey participants attributed workplace violence to such flaws in their organizations as inadequate training programs to handle stress, substance abuse and violence, insufficient background and screening checks of all employees; poor communication, and general organizational instability (Workplace Violence, 1996). In addition, downsizing, which has displaced more than 9 million workers over the past decade, is partly behind the rising tide of workplace assaults and homicides. In the past three years, 122,000 workers were let go by IBM, 83,000 by AT&T, and 74,000 by General Motors. Also, the surviving employees are being asked to perform more tasks and are afraid to say no, for fear of losing their jobs (Clark, 1995). When a person feels powerless and hopeless, feelings of desperation or retaliation can over. One trucker went on a violent rampage when he was fired after being told by his supervisor that guys like you are a dime a dozen. That was the last straw (Labig, 1996). TOXIC WORK ENVIRONMENTS The great silent secret of the American workplace is that emotional abuse is a far more pervasive problem than sexual, age, or race discrimination (Estrin, 1996). Columbia University Psychologist Harvey Hornstein sent out a questionnaire to nearly 1,000 men and women over an eight year period. He found that 90% of the U.S. work force has at some point been subjected to abusive behavior. He adds that on any given day, one of five people gets abused by a boss (Labich, 1996). Employees learn to accept being screamed at, harshly criticized or threatened with job loss, and they are taught to take the heat (Estrin, 1996). Many people have experienced a verbal lashing from a manager, a vindictive coworker, or a raging administrator. Not surprisingly, emotional abuse exacts a huge penalty in terms of turnover, lost productivity, destroyed morale, not to mention workplace violence. …" @default.
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• W32708390 date "1998-01-01" @default.
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• W32708390 title "When the Terminator Comes to Work" @default.
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