The adopted culture within today’s workplace contributes to the frequency of Workplace Violence incidences that occur. ‘Applied Ethics’ in the workplace contributes to the development of this culture. Statistics have outlined that insider threats cause the majority of Workplace Violence incidents. These insiders are familiar with operational practices and are familiar with security deficiencies. The risks associated with these deficiencies (physical or procedural) and the will of an employee to take action to solve a dispute creates unsafe working environments.

Associated with Workplace Violence,

When insiders are familiar with the ‘lay of the land’ it makes it hard for security personnel to identify potential threats and identify risk exposure. In order for security personnel to identify potential threats and exposure they must identify the root problem(s) associated with Workplace Violence. The root problem that is often overlooked is ‘Applied Ethics’ and its influence on the organizational culture. Marion-Webster dictionary defines ethics as “the discipline dealing with what is good and bad and with the moral duty and obligation.” If a group of governing security bodies were assessed and ask a query about ‘Applied Ethics’ the mainstream of these governments would plan that their structural performs are in detail ‘ethical’ and that the mainstream of workplace violence issues are produced by bad rentals. These governments may never classify that there could be an even better issue related with violence in the office that is related to ‘Organizational Agents’ and the organization performs that these managers tool to meet structural goals.

Labor defines Workplace Violence,

The U.S. Section of Labor defines Workplace Violence as “any act or danger of bodily violence, pestering, pressure or other intimidating troublesome conduct that happens at the effort site.” Arithmetical assessments have also drew that Office Violence is a major donor to killings within the office and that at least 2 million labors file intellects of being ill-treated in the office every year. These figures are met from stated events but when you classify the financial factors related with the need to ‘remain employed’ the figures of misuse may be even advanced if staffs choose not to account misuse. The following questions can be asked: How much of bad moral does do employees stand and do not report occurrences? How are bad moral practices hitting your governments at risk?

Protection to employees from Workplace Violence,

On the national and state levels there seems to be very little laws that fall outside of the Civil Rights Act of 1964 and the Occupational Safety and Health Act (OSHA) of 1970 that provide protection to employees from Workplace Violence. Organizations are given the option to develop sound policies and procedures in an effort to aid the prevention process of Workplace Violence. These policies and procedures rely primarily on effective communication; which in some large organizations can be blurred as information is distributed. Large governments have a hard time regulating these rules and events due to devolution; and often rely on its go-betweens who may be main donors to Workplace Ferocity events. This often creates the committer to prey change which puts the original committer and other acquitted wounded at risk.

Effective policies and procedures created to deal with the threats of Workplace Violence are the key to recognition and prevention. Different levels of an organization aid the publication and promotion process. These same levels of the organization can implement practices that will influence ‘Applied Ethics’ and that can make positive contributions to the organizations culture.

Human Resources,

  1. Ensure that detailed policies and procedures are in place and enforce publication.
  2. Measure organizational culture by conducting climate surveys and evaluating turnover rates.
  3. Promote open door policy and protect employees who report different forms of Workplace Violence.
  4. Evaluate the managerial practices of all personnel who have been designated as ‘Organizational Agents’.
  5. Promote non-bias investigations.
  6. Discourage the cronyism method of management.

Line Management

  1. Evaluate and promote organizational policies.
  2. Provide consistent training on workplace violence to managers.
  3. Promote team building.
  4. Meritoriously promote personnel vice promoting through attrition.
  5. When Workplace Violence incidences occur ensure that details of the incident are referred to proper management levels and Human Resources for mitigation.

Victims,

  1. Strive to be an above average employee.
  2. Identify current organizational policies.
  3. Notify potential perpetrators through the use of Human Resource mediation; placing perpetrators on notice.
  4. Document incidences.
  5. Seek legal action.

Security Personnel,

  1. Ensure that there is a policy in place.
  2. Conduct non-bias investigations.
  3. Gather information from Human Resources and Line Managers on incidents; make recommendations.
  4. Foster a relationship with employees.
  5. Inform top-level management of risk and threat levels.
  6. Protect information that outlines physical vulnerabilities.

Top Level Management,

In an effort to prevent insider threats and the contribution that these threats make towards Workplace Violence, organizations need to be founded on an Ethical Prism. This prism consists of an organization’s four walls, ceiling (tolerance level) and floor (accountability). The key elements that are needed to foster positive ethical prisms and reduce risk associated with Workplace Violence are:

Accountability – Hold Violators Accountable no matter what position they hold

Tolerance – “0” Tolerance

Transparency – Deploy a checks and balance system

Training – Provide recurring training applications

Non-Bias Practices – Treat Everyone Equal

Team Building – Ensure that the organization promotes team building

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