A qualitative analysis of workplace violence from a managerial perspective

Abstract

Workplace violence (WPV) is a worldwide widely known phenomenon, defined as “Incidents where staff are abused, threatened or assaulted in circumstances related to their work, including commuting to and from work, involving an explicit or implicit challenge to their safety, well-being or health” (ILO, ICN, WHO & PSI, 2003, P.2). In general, WPV is divided into two main categories, namely, physical, and psychological violence. Research has shown that WPV is significantly higher in health and social care (Malgorzata Milczarek & EU-OSHA, 2010; ILO, ICN, WHO & PSI, 2003). WPV is associated with both personal and organizational risk factors, and is it linked to several physical and psychological personal consequences, as well as detrimental organisational factors. An exploratory qualitative approach has been chosen, with a relativist ontological stance, and an interpretivist epistemological stance (Ritchie & Lewis, 2003). This has enabled the researcher to (1) explore the participants’ experience and perception of WPV, (2) analyse how they perceive risk factors at their workplace, and (3) explore how the organisation manages WPV, while identifying possible gaps through their perspective. Data was collected through a self-devised survey amongst 10 first-line managers working with long-term care facilities, locally. Data was thematically analysed. Five main themes pertinent to the aim and objectives of this study were identified. Main emerging themes were, a) Understanding WPV from the first-line managers' perspective, b) Normalisation and Acceptance of WPV in customer care-based businesses, c) Underreporting of WPV, d) Empowering and Engaging Employees, and finally e) Human Resource Training and Development. The participants shared the experience of both physical and psychological acts of violence by residents and relatives/friends of residents. Psychological acts of violence were mostly perpetrated by visitors, with physical and psychological violence frequently perpetrated by residents. The majority of violent acts were directed towards Health Care Workers and incidents commonly involved residents living with dementia, mental and/or intellectual conditions. Furthermore, results shed light on the potential consequences of WPV from both a personal and organisational standpoint. Findings also revealed a culture of violence tolerance, fuelled by different cultural backgrounds, the ‘client is always right’ concept, lack of direction and protection from authorities and a high-pressure working environment. Moreover, findings explored the phenomenon of underreporting of WPV, shedding light on organisational and personal precipitating factors and possible organisational implications that arose from underreporting of WPV. Subsequently, findings explored the importance of empowering and engaging employees to successfully implement a Violence Prevention Programme. Whilst also shedding-light on how understaffing within LTC facilities, can be associated with WPV. Finally, findings also identified training opportunities and gaps that were critical in reducing WPV incidents. Indeed, the findings of this study revealed the complexity of WPV within Long-Term Care. Results provided a platform to further explore the prevalence and risk factors of WPV, whilst identifying strategies that prevent and mitigate WPV.