1

Table of Contents

Abstract…………………………………………………………………………………………....3
Introduction………………………………………………………………………………………..4
Overview of Community and Need….……………………………………………………………4
Communication with the Agency…………………….…………………………………………...5
Gathering Community Information – Methodology ......……………………………………….....5
Literature Review ………………………………………………………………………………....6
Need Analysis…………..………………………………………………………………………..10
Findings and Recommendations…………………………………………………………………11
Statement of Need…………..……………………………………………….…………...11
Program Recommendations….……………………………………………….………….11
Goals and Objectives…………………………………………………………….……....17
Staffing/Administration/Resources Needed………………………………………….…..18
Program Evaluation Plan………………………………………………………………...18
References………………………………………………………………………………………..20
Appendix A (Logic Model)……………………………………………………………………...22
Appendix B (Implementation Plan)……………………………………………………………...23
 2

Abstract
Workplace violence is a growing concern for businesses of all sizes across the country.

Employers have a legal and moral obligation to keep their employees safe but other

consequences include loss of productivity, decreased morale, costs incurred from replacing staff,

and increased insurance premiums. While there are multiple types of workplace violence

research focused on employee-vs-employee violence, applicable criminological theories, laws,

and what resources business organizations need to prevent these violent incidents. An

organizational culture where violence is not tolerated was found to be the most important factor

in preventing workplace violence. Ideally, a business organization will implement a formal

workplace violence prevention program and associated policies with a focus on encouraging a

culture and environment of anti-violence.

 3

CJ-480 Final Capstone Project

Workplace violence is an issue that impacts both business organizations and individuals

alike. There are several different types of workplace violence and demographics that are more at

risk of becoming a victim of workplace violence. In this paper, I will explore the reasons why

workplace violence occurs and what corporate security departments can do to prevent it.

Overview of Community and Problem

A corporate security department is a group within a business organization that is

dedicated to the physical security of that business’ employees, assets, and customers. While not a

traditional public law enforcement organization, corporate security programs must be content

with criminal acts and how they impact their business. While corporate security teams do not

have any law enforcement responsibilities, they are responsible for the safety and well-being of

their employees and customers. After speaking with a Chief Security Officer for a large business

the problem identified is one that corporate security programs across the country contend with,

workplace violence. The Bureau of Labor Statistics found that 20,790 workers in the private

sector experienced trauma from nonfatal workplace violence in 2018. These incidents required

workers to take days away from work to recover. (Occupational Violence, 2020) While not all

businesses are large enough to have a dedicated corporate security team, all businesses are

responsible for the well-being of their employees and customers. This makes the community

subject to this problem the entire population of working adults in the United States. The Bureau

of Labor and Statistics identified approximately 147,795,000 people aged 16 years or older

working as of 2021. (Demographic Characteristics, 2021) This community spans across every

demographic including age, race, socioeconomic status, and gender identity.

 4

Communication with the Agency

During an in-person interview with a Chief Security Officer (CSO) in charge of the

corporate security program at a large telecommunications company workplace violence was

identified as one of the largest and most pressing concerns for corporate security professionals

today. In her organization the CSO has partnered with HR and executive teams to develop

training for employees that helps them to identify and learn how to respond to workplace

violence incidents. The CSO stated that workplace violence includes four categories involving

different perpetrators, reasons for occurring, and methods of preventing it. These four categories

are:

 Employee vs. Employee

 Customer vs. Employee

 Criminal Intent/Street crime

 Domestic / Personal Relationships

The causes of workplace violence are diverse and varied; each of the four categories of

workplace violence mentioned previously have its own unique set of contributing factors. The

scope of this paper does not allow for a detailed analysis of each type, as such the focus of this

paper and the identified need will be Employee vs. Employee workplace violence.

Gathering Community Information – Methodology

A brief systematic literature review was conducted to identify methods of meeting the

identified community need. The research method was chosen to accommodate a limited period to

conduct, compile and submit the research as well as having limited access to public statistical

data.
 5

First, a search of the Southern New Hampshire University’s Shapiro Library Databases

EBSCO, McGraw Hill, Proquest, and SAGE was utilized using the search terms “workplace

violence, workplace violence demographics, department of labor statistics.” The database search

was limited in content to academic journals, reports, primary source documents, and electronic

sources.

Second, the Internet was searched for websites that end in .gov, .org, and .edu relating to

the identified need. Search terms used included: theories of behavior, biological, sociological, or

psychological factors, ethical dilemmas, ethical strategies, criminal laws, scientific method,

organizational culture, leadership strategies, community relations issues, technologies, and

globalization.

Third, to ensure all data is current with local trends and statistics, all reviewed literature

that was retrieved through the Internet was included if it was published in or after 2007 and had a

.gov, .org, or .edu URL. All reviewed literature that was retrieved through SNHU’s Shapiro

Library Database was included if the publication date was on or after 2007. Literature that was

rejected included only foreign publications concerning other countries and publications before

2007.

Fourth, the literature was collected and organized in different folders about the specific

sections of the literature review. Next, relevant information and data were highlighted and

recorded on electronic notecards to organize the information.

Literature Review
Application of Criminological Theories
In the journal article Workplace violence: Impact, causes, and prevention Bobbie Dillon

identifies two main causes for workplace violence, the first being regular negative external

attribution by the perpetrator of the violence, and the second being the lack of organizational
 6

response to the violence. “Negative external attribution” is described by Dillon as either a single

event or a string of events over time in the workplace that the perpetrator perceives as an

injustice. The perpetrator externalizes these perceived injustices to a co-worker, supervisor, or

the larger organization. Working in tandem with this type of aggressor a workplace that tolerates

poor management and has a general lack of response to workplace violence allows an

environment to exist where the aggressor can act out violently. Dillon makes the distinction that

while no amount of mismanagement excuses violence, employers can take steps to prevent this

violence from fomenting and take countermeasures to prevent aggressors from acting out in the

first place. (Dillon, 2012)

This helps us understand the behavior contributing to workplace violence, however,

applying relevant criminological theories can shed some light on the psychology behind these

behaviors and open additional avenues for research and analysis. For the perpetrator’s habit of

negative externalized attribution, the obvious parallel with established criminological theories is

Strain Theory. Strain Theory is described by Friel as “… focus[ing] explicitly on negative

relationships with others: relationships in which the individual is not treated how he or she wants

to be treated. Strain theory has typically focused on relationships in which others prevent the

individual from achieving positively valued goals.” (Friel, n.d.) An aggressor who feels like they

have been wronged at work frequently, perhaps passed over on promotions by their supervision,

or feel that they work harder than their peers, may feel like they are not able to reach their goals

because of these negative relationships with co-workers. Those individuals experiencing these

negative relationships and who are not able or are not emotionally equipped to deal with them

productively may result in them becoming an aggressor. (Dillon, 2012)

 7

Ethical Impact
An ethical dilemma is presented in Dillon’s posited primary causes for workplace

violence. With the secondary reason being an environment in which the organization does not

actively try to detect and discourage workplace violence, the ethical obligation of an employer to

provide a safe working environment is also thrust into the spotlight. While the law surrounding

violence in the workplace is important to provide criminal consequences for violence, the ethical

requirements an organization must protect its employees is also an important factor in both

remedying and preventing workplace violence. In an article intended to address bullying, I

believe Helen LaVan also presents an ethical framework that could be adapted to address the

early behaviors that may signal the potential for workplace violence. In the process-oriented

approach suggested by LaVan workplace management has a role in identifying the triggers or

causes of the behavior, describing the behavior itself, and then determining the consequences or

response needed. This type of process-oriented approach codified into a workplace violence

procedure allows an organization to respond to early aggressive behaviors. (La Van and Martin,

2008)

Organizational Culture
The culture in the business organization, as already described, is an important factor in

discouraging workplace violence. According to the Society for Human Resource Management,

preparing for workplace violence is important. Creating a workplace violence prevention plan

tailed to the organization, ensuring management commitment and employee participation in

these plans, and reaching employees to know and understand the indicators of potential

workplace violence helps build an organizational culture where violence is not tolerated.

(Understanding Workplace Violence, 2021)

 8

Technology Impacts
Technologies and software are becoming available that could assist an organization in

preventing and responding to workplace violence. The resources available to a business

organization will depend largely on their size, some smaller organizations may not be able to

dedicate the resources required to acquire some of these technologies and instead may need to

focus on procedural changes and training. One technology becoming available to law

enforcement agencies and private sector organizations is ShotSpotter. This product and others

like it provide gunshot detection which can pinpoint the location of gunfire and integrate with

other security systems like CCTV and physical access control systems instantly securing the

facility, moving a PTZ camera to the location the shot was detected, and alerting local security

and law enforcement. Another available technology is incident management software. By

documenting security incidents HR and corporate security teams may be able to detect warning

signs that an employee is exhibiting. Software like Resolver uses AI analytics to detect when

individuals are routinely exhibiting warning signs or are linked to multiple incidents.

Other Intervention Programs

The Society for Human Resources Management notes that there is not any standard

template that will fit an organization of any size or type. Each organization will need a plan that

is designed for its set of circumstances, employee demographic, culture, and available resources.

An organization will need to consider if employees work in groups or individually, workplace

assignments, the physical layout of the workplace, and whether they can control access to the

facility. (Understanding Workplace Violence, 2021)

 9

Globalization

Many businesses have become transnational organizations with offices and employees

spanning across the globe. While the focus of this paper is within the U.S. some organizations

will have to combat workplace violence any place they have people employed. When developing

workplace violence prevention programs and implementing security countermeasures

organizations will need to consider the culture and demographics that make up each of their

work locations. (Understanding Workplace Violence, 2021)

Needs Analysis
On average 2 million workers in the US report being victims of workplace violence

according to the Occupational Safety and Health Administration (OSHA). (Workplace Violence,

n.d.) While SHRM reports that 19 percent of HR professionals are unsure or do not know what

to do when they witness or are involved in a workplace violence incident. 55 percent of HR

professionals are unsure if they have a workplace violence prevention program at their

organization. (Understanding Workplace Violence Prevention and Response, 2021) While some

technology solutions like ShotSpotter exist it focuses on a particular type of workplace violence

(active shooters) and may be out of reach for many smaller organizations that do not have the

resources necessary for such a system. Corporate security teams need technology solutions when

resources permit, help, and buy-in from human resources and executive teams to implement

workplace violence plans. Corporate security teams also need to be able to create an

organizational culture where workplace violence is not tolerated, and employees know how to

detect and report the warning signs of violence.

 10

Findings and Recommendations Report

Statement of Need

Every year millions of workers in the US report being victims of workplace violence.

Along with the safety and psychological impacts to those involved these incidents have monetary

costs for businesses as well. While some industries are more prone to these incidents than others

all US workers are at risk of being subject to workplace violence.

Program Recommendation

As previously discussed in the literature review the two theorized causes of workplace

violence are the lack of organizational response to the violence, and the negative external

attribution by the perpetrator. (Dillon, 2012) To prevent workplace violence these two causes

need to be addressed by an organization’s workplace violence program.

By implementing a policy and educating employees that violence in the workplace is not

tolerated a workplace can have a prepared organizational response to violence and even take a

proactive approach in preventing it all together. By planning how to respond to an incident

before one happening an organization will be able to spot potential threat actors more easily and

defuse dangerous situations before violence develops. According to Workplace Violence: Issues

In Response, a guide developed by the Federal Bureau of Investigation, there are several

important principles for an organization to consider when creating a workplace violence

prevention plan. (Isaacs, n.d.)

 The plan must have support from the organization’s top leadership, otherwise it is

unlikely that it will be effectively implemented.

 11

 The plan should be tailored to the specific needs and resources of the organization and

cannot be one-size-fits-all or templated.

 It should be proactive, not reactive.

 The plan should consider workplace culture concerns that may indicate toxic workplace

environments like tolerance of bullying, high levels of stress or frustration, lack of trust

between management and workers, and erratic enforcement of policies.

 A multidisciplinary team approach should be taken to allow for several different

perspectives to be introduced when planning for and responding to workplace violence.

 Managers should have an active role in communicating the workplace violence policy

and be aware of warnings signs that may indicate a problem.

The components of a workplace violence prevention program could include:

 A statement on the organization’s zero-tolerance policy for threats and violence.

 Surveys of the workplace to identify physical security gaps and identifying potential

countermeasures.

 Procedures for addressing threats and aggressive behavior.

 Access and contact methods for outside resources like professionals that specialize in

threat assessment.

 Training of management and employee groups.

 Procedures for responding to an incident.

 Consistent enforcement of behavior standards and disciplinary procedures.

The second of the causes proposed by Dillon is negative external attribution by the

perpetrator, which occurs when a potential perpetrator perceives some sort of injustice from
 12

management or co-worker. A workplace violence prevention program should include the use of a

threat assessment that can be conducted when an employee displays warning signs that they may

become violent. These are some questions that could be asked that would help the organization

asses the risk the employee may pose and inform their actions:

 What has been said to others (friends, colleagues, coworkers, etc.) regarding what is

troubling them?

 How does the employee view themselves about everyone else?

 Do they feel that they have been wronged in some way?

 Do they accept responsibility for their actions?

 How do they cope with disappointment, loss, or failure?

 Do they blame others for their failures?

 Do they feel they are being treated fairly by the organization?

 How do they interact with coworkers?

 Are they concerned with job practices and responsibilities?

 Are they experiencing financial problems, high personal debt, or bankruptcy?

 Have they spoken of homicide or suicide?

 Have they identified a specific target or communicated with others their thoughts or

plans for violence?

By answering some of these questions the organization can assess the risk that the employee may

become violent and with this information, they can begin to develop a plan to intervene.
 13

Ethical Dilemmas and Laws

Employers have a legal and ethical obligation to protect their employees. An

organization’s legal requirement to keep their employees safe comes from the Occupational

Safety and Health Act’s “General Duty Clause” to have a workplace “free from recognized

hazards.” (Workplace Violence Enforcement, n.d.) However, the law also provides employees

other rights and due process that can conflict with the employer’s duty to maintain a safe

workplace at times. For instance, privacy laws may limit an employer’s ability to learn about the

background of a prospective employee. Employers may also be exposed to a wrongful

termination lawsuit making them hesitant or slow to terminate an employee even when there is

sufficient evidence to show that they are a threat. Additionally, employers concerned with

liability for defamation or privacy infringements may be unwilling to share information about a

violent past or present employee with other organizations. While truthful information can

generally be disclosed without much legal risk employers often err on the side of caution by

saying nothing. (Isaacs, n.d.)

Criminological Scientific Method

Once a workplace violence prevention program has been implemented in the organization

it is important to continue to collect data on the frequency and types of workplace violence

incidents that occur. By including an after-action step in any incident response an organization

can develop a method for maintaining this data and preserving reports detailing the incident and

its disposition. Using this data, the organization will be able to determine if its policies and

program is effective at lowering the frequency of incidents. This data can also be useful in

identifying if interdictions before an incident are helping prevent violence from occurring in the

first place. The organization can also utilize data from the Bureau of Labor Statistics to compare
 14

the rate of workplace violence incidents that result in hospitalization in their organization versus

the rest of the country. This data is useful in providing a frame of reference for how well the

organization is doing in violence prevention on average.

Organizational Culture / Community Relations

Organizational culture is an important factor in reducing the likelihood of employee-on-

employee workplace violence occurring. As mentioned previously one of the main causes for

workplace violence is an organizational culture that tolerates or does not attempt to prevent

violence. It is important that as part of the program employees are educated on the workplace

violence policy and understand how to report incidents to management. Management needs to be

educated on warning signs that an individual may become violent so that a threat assessment can

be conducted. Buy-in for the program from the executive leadership of the organization is

important to make sure it is properly implemented; however, the entire employee base needs to

buy in as well so that it creates a culture where violence is not tolerated by anyone in the

workplace.

Current Technologies

Individuals that may lash out violently frequently have warning signs that could alert an

organization to the potential of a workplace violence incident. Some of these warning flags

include:

 Threats – Veiled, direct, or conditional threats of violence.

 Unreasonable Behavior – Overreacting to feedback and criticism, blowing things out of

proportion.

 Paranoia – Thinking other employees or management are out to get them.

 15

 Antisocial Behavior – Approving of violence as a means of resolving problems,

applauding things like active shooters, racial incidents, or domestic violence.

 Desperation – Experiencing extreme stress or desperation with finances, family issues, or

other personal problems.

While any person may have a bad day someone who shows many of these warning signs or is

consistently behaving in these ways may be more likely to commit an act of violence in the

workplace. (Prichard, 2021)

In a smaller organization it may be easy for management to be more aware of their

employee’s behavior and detect unusual changes in that could be warning signs. Larger

organizations however may have a harder time doing this, behavior may go unnoticed by

management or unreported by fellow employees. Even if an employee displaying warning

signs of violent behavior is investigated or reprimanded an organization needs an effective

method of documenting these actions. There is software available today that helps

organizations manage risks and detect patterns of behavior that warrant additional

investigation or risk assessments.

Resolver is a software solution that offers an investigation and case management product.

This product could be used by security or HR employees that allows them to track details of

investigations like persons of interest, interviews, and dispositions of investigations. Resolver

also has a data visualization tool that makes it easier to detect when one individual has been

involved with a lot of investigations. This type of software could be invaluable for

investigators who may otherwise be unfamiliar with the employee because of the

organization’s size. This software can also be used to help those responsible for performing

threat assessments by stepping them through the necessary questions and calculating a threat
 16

“score” that the employee poses. This type of standardized process helps eliminate the

appearance of mistreatment or unfairness towards the employee and ensures that the

assessment is completed properly and documented in a way that can be referenced in the

future.

Impact of Globalization

Workplaces across the world experience issues with workplace violence. While

employee-on-employee violence is not typically influenced by the rise of international crime

syndicates globalization still has an impact on this type of crime. Large international companies

with a global presence will have a difficult task to take on in trying to reduce instances of

workplace violence and keep their employees safe. As referenced in the organizational culture

section each workplace culture is unique and will need a workplace violence prevention program

tailored for their nuances and culture. An organization with an office in New York City may

need a policy and program that is slightly different from one in Tokyo. It’s important that as

these policies and prevention programs are put into place stakeholders from that region are

involved so that they can influence the policies and parts of the program that work for their area.

Goals and Objectives

The goal of the program is to reduce the number of instances of workplace violence that

occur overall. If not already tracked the program will track the frequency of violent incidents that

occur, the number of injuries that result from the incidents, and the frequency of intervention

before an incident of violence. The program should also increase employee confidence that they

have a safe workplace, that the organization cares about their safety, and that a culture of anti-

violence exists within the organization.

 17

Staffing / Resource Needs

Staffing and resource needs will vary depending on what needs to be implemented as part

of the workplace violence prevention program and what types of resources are available to the

organization. At a minimum, the organization’s leadership and stakeholders from the HR and

security departments will need to dedicate time to the creation and regular review of the program

and its associated policies. If it is a larger organization funding and IT infrastructure will be

required to operate risk management software where incidents can be documented.

Program Evaluation

Both qualitative and quantitative data will be utilized in the program evaluation. Routine

review and evaluation of the effectiveness of the workplace violence prevention program should

be written into the program itself. Quantitative data on the frequency of incidents and their

dispositions should be kept as part of the program requirements. Additionally, surveys should be

conducted with existing and exit interviews with employees to determine their feelings on the

safety of the workplace for qualitative data. Using this data to determine the effectiveness of the

program can help the stakeholders determine if changes need to be made to improve its

effectiveness and can help show if any recent changes are better than previously used methods.

Conclusion

Workplace violence is an issue that employers cannot ignore. Employers have both an

ethical and legal obligation to provide for their employee’s safety and well-being while at the

work site. Organizations must take a proactive approach to workplace violence and begin

planning and writing relevant policies before it is an issue in the workplace. Research has shown

that when an organization cultivates a culture that does not tolerate violence and a robust

workplace violence prevention policy in place the number of incidents that occur can be reduced.
 18

Ultimately an organization’s employees, management, and executive leadership must all work

together to create a workplace free from violence.

 19

References

Asamani, L. (2016). Organization and Individual Consequences of Workplace Violence. Public

Policy and Administrative Research, 6(9), 47-58. Retrieved May 16, 2021, from
https://core.ac.uk/download/pdf/234669966.pdf

Assault Fourth Leading Cause of Workplace Deaths. National Safety Council. (n.d.).
https://www.nsc.org/workplace/safety-topics/workplace-violence

Ceplenski, C. (2016, March 07). 4 types of Workplace Violence. Retrieved May 16, 2021, from
https://hrdailyadvisor.blr.com/2013/12/27/4-types-of-workplace-violence/

Cobb, M. (2021, April 13). What is physical security? Retrieved May 16, 2021, from
https://searchsecurity.techtarget.com/definition/physical-security

Demographic Characteristics. (2021, April 14). Retrieved May 16, 2021, from
https://www.bls.gov/cps/demographics.html

Dillon, B. L. (2012). Workplace violence: Impact, causes, and prevention. Journal of Prevention,
Assessment & Rehabilitation, 42(1), 15-20. Retrieved May 23, 2021, from
https://ezproxy.snhu.edu/login?url=https://search.ebscohost.com/login.aspx?
direct=true&db=psyh&AN=2012-14773-005&site=eds-live&scope=site

Friel, J. D. (n.d.). An examination of Robert Agnew's general Strain Theory. Retrieved May 23,
2021, from https://faculty.wcu.edu/studentanthology/writing-across-western/criminology-
and-criminal-justice/47-2/

Isaacs, A. R. (n.d.). Workplace Violence: Issues In Response. (E. A. Rugala, Ed.). Federal
Bureau of Investigation. https://www.fbi.gov/file-repository/stats-services-publications-
workplace-violence-workplace-violence/view

LaVan, H., & Martin, W. M. (2008). Bullying in the U.S. workplace: Normative and process-
oriented ethical approaches. Journal of Business Ethics, 83(2), 147-165. Retrieved May 23,
2021, from https://www.jstor.org/stable/25482363

Occupational violence - fast facts. (2020, September 22). Retrieved May 16, 2021, from
https://www.cdc.gov/niosh/topics/violence/fastfacts.html

Prichard, K. (2021, January 4). 13 Warning Signs That May Lead to Workplace Violence.
OMAG. https://www.omag.org/news/2021/1/1/13-warning-signs-that-may-lead-to-
workplace-violence

Understanding workplace Violence prevention and response. (2021, March 19). Retrieved May
23, 2021, from https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/
pages/workplace-violence-prevention-and-response.aspx
 20

Workplace Violence. (n.d.). Retrieved May 23, 2021, from https://www.osha.gov/workplace-

violence

Workplace Violence - Enforcement. (n.d.).

https://www.osha.gov/workplace-violence/enforcement
FINAL CAPSTONE PROJECT 21

APPENDIX A

Logic Model

GOALS OBJECTIVES SOLUTION DATA COLLECTION RESOURCES

Decrease the frequency Reduce the number of Create workplace Collect metrics on The team to write a
of workplace violence workplace violence violence elimination frequency, type, and workplace violence
incidents inside the incidents by an average program including disposition of workplace prevention program
organization. of 50% writing zero-tolerance violence. should include executive
violence policies, drug leadership and
and alcohol use policies, Document all reported stakeholders from HR,
and procedures for cases of employees legal, and security as
investigating and exhibiting warning signs well as others depending
conducting risk and complete risk on the organization.
assessments for assessments.
employees reported as Application or method
exhibiting warning signs Document any change to of collecting and
of potential violence. the workplace violence maintaining reports and
prevention program for metrics.
metric comparison
before and after changes.
Increase worker Educate employees on Create training and Surveying current Training for
satisfaction, workplace violence communication around employees and utilizing management and
productivity, and sense prevention programs and the workplace violence exit interviews data on employees to socialize
of safety in the managers on their roles prevention program to workers' overall and educate on the
workplace. and responsibilities in increase awareness. satisfaction and sense of program.
the program. safety should be
collected and compared
Measurable increase in before and after program
work satisfaction and implementation.
productivity.
FINAL CAPSTONE PROJECT 22

Appendix B
Sample Implementation Plan
Tasks and activities Plans for Complete Tasks and Activities (i.e., the Staff responsible for tasks Timeline for
steps my organization needs to take) and activities completion of
tasks and
activities
Determine members of the
project team (executive leaders,
departmental leaders, HR, legal,
etc.)
Determine the scope, and needs
for the organization’s
workplace violence prevention
program.
Plan for data and report
collection and storage.
Review available resources and
develop a budget.
Finalize workplace violence
prevention program and
relevant policies.
Develop a communication plan
to educate and socialize
programs and new policies to
employees.
Train management and
employees on programs and
methods of reporting.
Create a program evaluation
plan utilizing collected data.
Implement evaluation plan,
adjusting the program as needed
FINAL CAPSTONE PROJECT 23

in response to findings.
FINAL CAPSTONE PROJECT 24