HEALTHCARE ORGANIZATIONS

[Journal of Financial Management Strategies]

Home
About the e-Journal
e-Journal Benefits
Aug-Oct 2010 Issue
May-July 2010 Issue
Feb-April 2010 Issue
Nov-Jan 2010 Issue
Aug-Oct 2009 Issue
May-July 2009 Issue
Feb-April 2009 Issue
Nov-Jan 2009 Issue
Aug-Oct 2008 Issue
May-July 2008 Issue
Feb-April 2008 Issue
Nov-Jan 2008 Issue
Aug-Oct 2007 Issue
Inaugural 2006 Issue
View Sample Issue
Breaking News
Companion ME-P Blog
Principle Authors
Resources
Archives
Individual Orders
Institutional Subscriptions
Employment Opportunities
Media / Contact Us
Privacy

FOURTH QUARTER:

Volume 4, Number 4
Nov – Jan 2010
 

 

Workplace Violence in the Modern Healthcare Setting 

 

By: Eugene Schmuckler; PhD, MBA, Certified Trauma Specialist 

Director of Behavioral Finance and Economics

Institute of Medical Business Advisors, Inc. 

Director of Admissions

Certified Medical Planner Program, iMBA Inc.

 

Introduction

 

The impact of workplace violence became widely exposed in Edmond, Oklahoma. In August 1986, Patrick Henry Sherrill, an employee of the U.S. Postal Service, angered by perceived injustices against him by his employers, shot and killed fourteen people, wounded six, and then killed himself. This shocking event added the term “going postal” to our lexicon.

 

Incidents of workplace violence have continued to spread. A veteran employee at the General Dynamics facility in San Diego, California, shot and killed his supervisor along with an industrial relations representative when he was fired after 25 years on the job. A fired Mount Pleasant, Michigan, sports editor used a pair of scissors to stab his boss in the head. 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 before killing himself. These incidents are not solely perpetrated by males.

 

An upset female worker at a Bennington, Vermont, battery plant shot and killed the plant manager and wounded two others after trying to set the plant on fire. A woman in a Corona, California, opened fire with a .38 calibre handgun, wounding a nurse and spraying the infant nursery with bullets. Before she was arrested, she horrified hospital workers with her words, “Prepare to die.”

 

Assessment of Workplace Violence in Healthcare

 

 What Is Medical Workplace Violence?

 

Medical workplace violence is more than physical assault — it is any act in which a person is abused, threatened, intimidated, harassed, or assaulted in his or her employment. Swearing, verbal abuse, playing “pranks,” spreading rumors, arguments, property damage, vandalism, sabotage, pushing, theft, physical assaults, psychological trauma, anger-related incidents, rape, arson, and murder are all examples of workplace violence. The Registered Nurses Association of Nova Scotia defines violence as “any behavior that results in injury whether real or perceived by an individual, including, but not limited to, verbal abuse, threats of physical harm, and sexual harassment.” As such, medical workplace violence includes:

 

·     threatening behavior — such as shaking fists, destroying property, or throwing objects;

·     verbal or written threats — any expression of intent to inflict harm;

·     harassment — any behavior that demeans, embarrasses, humiliates, annoys, alarms, or verbally abuses a person and that is known or would be expected to be unwelcome. This includes words, gestures, intimidation, bullying, or other inappropriate activities;

·     verbal abuse — swearing, insults, or condescending language;

·     muggings — aggravated assaults, usually conducted by surprise and with intent to rob; or

·     physical attacks — hitting, shoving, pushing, or kicking.

Violence can be brought about by a number of different actions in the medical workplace. It may also be the result of non-work related situations such as domestic violence or “road rage.” Workplace violence can be inflicted by an abusive employee, a manager, supervisor, co-worker, customer, family member, or even a stranger.  The University of Iowa Injury Prevention Research Center classifies most workplace violence into one of four categories.

 

·     Type I Criminal Intent — Results while a criminal activity (e.g., robbery) is being committed and the perpetrator had no legitimate relationship to the workplace.

·     Type II Customer/Client — The perpetrator is a customer or client at the workplace (e.g., healthcare patient) and becomes violent while being assisted by the worker.

·     Type III Worker on Worker — Employees or past employees of the workplace are the perpetrators.

·     Type IV Personal Relationship — The perpetrator usually has a personal relationship with an employee (e.g., domestic violence in the workplace).

 

Subscribe: http://healthcarefinancials.com/Subscribe.aspx

 

                                                           

                                                                   ###

 

 

New Digital Edition for 2010

 

Healthcare Organizations [Journal of Financial Management Strategies] is now available in a digital edition format; on CD-ROM or delivered to your secure email box [SaaS]. The new digital institutional edition presents the complete contents of the traditional print journal in the same page layout format, but with enhanced benefits that take advantage of the electronic medium. 

 

A new personal edition, without quarterly updates, is also available for just $395 

 

 Digital Format Benefits

 

Individual chapters are now available in .pdf file white-paper format for only $99 each. For the first time, non-subscribers may purchase select topics of interest. Reprints of all chapters since inception are also available and electronically delivered. Order today!

 

Email: MarcinoAdvisors@msn.com

Phone: 1.770.448.0769  

 

TABLE OF CONTENTS.pdf 

 

 

 
 
     Review and Purchase Information 
 
Guide Table of Contents:
Subscribe: Call 1-770-448-0769