Primarily in the twenty-first century, the workplace has experienced progressive growth in communication and technological capacities as well as opportunities for advancement in education and training. In addition, there have been improvements in the strategic management of workplace violence and other crises. However, compared to other achievements within the workplace, there has been the minimal implementation of alleviation strategies in the area of workplace crises such as violence. As time progresses, more incidents and complaints continue to increase as is evident from employee relations and human resource reports. This increase is presently causing worry among employees; especially those convinced that increasing threats and violence cause frequent resignations ultimately leading to changes in the workplace. Overall, workplace violence is present in various companies and depends on its degree of application. This paper discusses workplace violence and focuses on its effects on company morale. The paper also examines the standard procedures used during emergencies. Moreover, it elucidates on how Target and Wal-Mart human resource departments set up policies that react, prevent, and clean up situations involving workplace violence and bullying.
The Society for Human Resource Management (SHRM) defines workplace violence as a broad spectrum of behaviors that include threats, violent acts, and other conducts, which generate reasonable concerns for safety from violence (Taneja, 2014). A 2012 survey by SHRM concluded that over one-third of organizations within North America reported incidents of workplace violence (Taneja, 2014). In a similar survey two years earlier, conclusions also indicated that workplace violence is continually increasing in frequency. Such statistics show that the problem of workplace violence is still a recurrent one that needs a proper address. According to the Occupational Safety and Health Administration (OSHA), in accordance to the National Institute for Occupational Health, workplace violence refers to acts of violence (including threats of assaults and actual assaults) directed towards particular individuals on duty or at work (Taneja, 2014). While this definition is unique for the National Institute for Occupational Health, a similar definition provided in 2002 by the OSHA states that workplace violence refers to threats of violence against workers and can take place in or outside work premises through a range of verbal and physical assaults. Such assaults may include aggravated assaults, rapes, simple assaults, and robberies among other categories.
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In 1994, lead researchers noted that occupational fatalities often resulted from homicides, which accounted for 40 percent of all women fatalities and 10 percent in men (Taneja, 2014). Further, reports from the Bureau of Labor Statistics indicate that a larger majority of such acts of violence occur in relation to related crimes and robberies. Regardless of the involvement of statistics in understanding the degree of workplace violence, its impact on the workforce and overall productivity are well known and generally negative. A report written during the dawn of the twenty-first century affirms through the analysis of various studies that victims of workplace bullying reported thought-provoking statistics. These include 28 percent of lost work time to avoid those who instigate; 53 percent of time lost worrying about the bullying incident and the occurrence of future incidents; 37 percent reduction in organizational commitment, 22 percent reduction in work effort, and 46 percent job resignation to avoid the instigator.
Similarly, in another study, data collected from 1400 employees across various industries indicated that 50 percent of the sample respondents lost work time worrying about the situation and how to handle the instigator. This study also made pertinent conclusions on the victims, showing that (1) they either disengage or reduce their expertise help to organizations, (2) become less committed to the organization, (3) engaged in organizational theft as retribution, and (4) reduced their overall work effort. Further, over 50 percent of the respondents in this study, which amounts to more than 700, affirmed the fact that increased employee turnover has to take place in events of flagrant workplace bullying and violence. Other studies indicate that the negative impact of behaviors considered uncivil often lowers employee physical wellbeing, increases burnouts and turnover intentions ultimately reducing enterprise productivity and as a result leading to losses. Through such studies, it is abundantly clear that uncivil behaviors have the tendency of portending damaging effects, predominantly the lessening of employees’ sense of contribution and commitment to the company; ultimately resulting in employee turnover within the organization.
Bullying and Company Morale
Bullying has morphed from being a teenage problem to becoming a problem in the workplace. Studies show that as many as 55 million Americans have experienced bullying in the workplace. Presently, bullying in workplaces continues to generate immense attention from both scholars and practitioners. Due to significant adverse impacts on the victims, this attention is well thought and timely. Fundamentally, organizational culture determines its business ethical and environmental methodologies. In building culture, human service organizations require more loyalty, dedication, and adeptness to ensure proper work performance. Such ethical practices often include public protection and the exhibition of acceptable character. Research shows that bullying has adverse effects on the victim in terms of their abilities to perform a job. Primarily such studies indicate that it can have tremendous effects on morale and productivity, ultimately resulting in the financial ruin of a business. Chesler (2014) notes that bullying in workplaces occurs due to the lack of policies and procedures able to handle bullying cases through reports and without the fear of being viewed as ineffective, being scorned, and ostracized. Most companies tend towards being too strict; thereby, obstructing the opportunity to progress in as far as workplace bullying and violence is concerned.
Workplace bullying is pervasive among numerous organizations. Most scholastic definitions explain workplace bullying to be a form of malevolent victim abuse through verbal or physical means. Moreover, the sole motivation of bullying is the domination of the victim. In present work environments, bullying is unwelcome, persistent, and intrusive, representing a force that prevents others from fulfilling their duties. When workers are targets of bullies within the workplace, most of them commence their week with high anxieties leaving them unfocused on pertinent tasks. Moreover, with higher levels of anxiety, such individuals cut down on work days while looking forward to the weekend or the next vacation. Often, adult bullies exhibit behaviors such as credit theft, belittling others, excluding others on important company decision-making meetings, threatening others, and unfair criticism among others. The worst form of bullying is that of bosses, whereby, they exhibit characteristics such as the questioning of commitment and adequacy, privacy intrusion, the undermining of work dispensed, success impediment, the spread of rumors, and work isolations among others.
Workplace bullying is inherently harmful and many employees often endure such kinds of bullying since they do not want to lose their jobs. However, letting others take advantage of others in the workplace is detrimental first to the victim and then to the company. The effects of bullying on overall morale are two-pronged. First, bullying results in various health risks for the victim. It is evident through medical research that being a victim of bullying results in both physical and psychological health problems, which include anxiety, stress, trouble sleeping, panic attacks, ulcers, and ultimately high blood pressure (Verkuil et al., 2015). Such adverse health conditions are only exacerbated depending on the degree of bullying and its duration upon the victim. Nonetheless, once bullying episodes are perpetrated, victims are often left to pick up the resultant negative psychological and physical effects. Secondly, once victims go through various health complications, their job performance becomes affected, which leads to a loss of morale. Here, victims may have trouble making germane decisions and incapacities to concentrate due to reductions in self-esteem. Once such attributes exceed positive ones, workers begin to lose morale consequently resulting in a significant reduction of work performance. Also, since such workers often lose immense time preoccupied with defending themselves, avoiding the bully, and building a support network, the loss of motivation is inevitable.
Standard Operating Procedures in Dealing with Emergencies within Target and Wal-Mart
In order to reduce workplace violence and eventually curb it, the implementation of standard operating procedures is vital. By definition, standard operating procedures are prescribed methodologies and well-established routines of performing certain designated operations. Other sources define it as a systematic instruction guide compiled by organizations to aid workers in the performance of complex routines, thereby, assuring efficiency and quality output through uniform performance. While both Target and Wal-Mart are different companies, they both represent the same industry and are slightly similar in terms of customer base and business structure. Therefore, both the standard operating procedure for Wal-Mart and Target, in relation to workplace violence and bullying is structurally similar.
Structurally, the standard operating procedure has various sections that define its general guidelines on best practices; factors that cause an increased risk in workplace violence; the planning and preparation process; dealing with potentially violent meetings; conflict resolution; and tips for verbal communication as well as safety. To begin with, the standard operating procedure in the case of emergencies for both these companies offer general information concerning the meaning of workplace violence, its sources, and attributes perpetuating its risk of increase. Under sources of workplace violence, the standard procedure sights peers/colleagues, clients/customers/patients, members of the public, intruders, and other outside contacts, which include former and current partners. Under factors that cause an increase in the risk of workplace violence, documented procedures indicate working with the public; the provision of service, care, advice, or education; the handling of money; and working alone in small numbers causes a greater increase in risk.
Following general guidelines, during emergencies, the standard operating procedure stipulates proper planning and preparation. Under this, the most imperative step is understanding your exits including safe places or rooms and knowing access to telephones and other pertinent services among others. Within the planning and preparation section, subsections such as trusting one’s instincts and dealing with strangers are crucial. In a retail chain store, workers deal with various customers. Therefore, the SOP for such occurrences in the event of a threat is to adopt a non-threatening attitude towards the stranger then escorting the stranger to locations deemed fit for handling the situation. In the event strangers act suspiciously, prompt reports have to be made to the security. In addition, Wal-Mart SOP suggests the building of rapport with customers to form a connection that distinguishes strangers from repeat customers. In preparing for violent meetings, the standard operating procedure suggests the review of the general environment of the meeting, the setting up of the meeting closest to the nearest exit, and the removal of unnecessary equipment and papers that could be used as a weapon. Therefore, generally, in events of emergencies, the standard operating procedures for both Wal-Mart and Target are well defined
The Enactment of Policies by Human Resource Departments in Target and Wal-Mart
In order to root out workplace violence completely, policies that react, prevent, and clean up such acts are significant. Both Target and Wal-Mart have various policies and local laws that protect their both their local and global subsidiaries. Wal-Mart periodically publishes global policies that dispense associates guidance similar for all its locations. Moreover, each business unit it operates, by mandate of the management, is required to have a complete list of policies that guide associates globally. As such, the most recent statement of ethics by Wal-Mart reiterates their commitment to uphold proper work ethics within their branches. Among policies discussed in this brief include, and to be implemented by human resource departments is dignity and respect for all; strive for excellence; quality service for customers; and the upholding of unwavering integrity (McMillon, 2017). Such principles are crucial in the prevention of workplace violence. Target retail also has similar policies. Under its labor and human rights policies, the company abhors improper hiring practices; discrimination, which translates to bullying; improper working hours; wage payments; and grievances among others. This policy is integrated with the human resource department, which reacts, prevents, and ultimately cleans up occurrences of workplace bullying and violence ("Labor & Human Rights Policies," 2018).
Conclusion
Present trends show that business is continually becoming dynamic and complicated. Such complexities have increased the chances of workplace violence and bullying further exacerbating the situation tremendously. Through research and various primary and secondary accounts, it is evident that workplace bullying results in negative implications upon the company; predominantly, its financial position. The problem of workplace violence and bullying is highly detrimental since aside from affecting the company, individuals also suffer in terms of depleted health conditions and resultant psychological problems. While companies have implemented standard operating procedures in such events as well as policies to handle them permanently, the rate of bullying and violence is only increasing (Taneja, 2014). Therefore, to achieve business relations success, more research coupled with the implementation of proper SOPs and policies is key.
References
Chesler, J. (2014). THE IMPACT OF WORKPLACE BULLYING ON EMPLOYEE MORALE, JOB SATISFACTION AND PRODUCTIVITY WITHIN NONPROFIT ORGANIZATIONS (Doctor of Philosophy). Capella University.
Labor & Human Rights Policies. (2018). Retrieved from https://corporate.target.com/corporate-responsibility/responsible-sourcing/social-compliance/labor-and-human-rights
McMillon, D. (2017). Global Statement of Ethics (pp. 1-12). Wal-Mart Stores, Inc.
Taneja, S. (2014). Violence in the Workplace: A Strategic Crisis Management Issue. Journal Of Applied Business And Economics , 16 (1), 32-42.
Verkuil, B., Atasayi, S., & Molendijk, M. (2015). Workplace Bullying and Mental Health: A Meta-Analysis on Cross-Sectional and Longitudinal Data. PLOS ONE , 10 (8), e0135225. doi: 10.1371/journal.pone.0135225
