What is occupational violence?

Is online and offline workplace bullying viewed as organisational violence and aggression?

From a  legal perspective, occupational violence is viewed as repeated examples of organisational violence and aggression, as indicated in a legal article  by Stephanie Sheppard and Ryan Baxter, lawyers from McInnes Cooper.

Occupational violence

Past researchers identified occupational violence as more likely to manifest if violence and aggression is organisationally accepted. This factor is seen as greater than any other, such as the introduction of new technologies, ambiguous or unclear policies and governance practices, organisational change or job uncertainty (Einarsen, 1999; Matthiesen & Einarsen, 2007; Mayhew, 2007; Rogers & Kelloway, 1997; Weatherbee & Kelloway, 2006).

Occupational violence has also been defined within the context of as “organisational deviance” (Robinson & Bennet, 1995), or the “voluntary behaviour that violates significant organisational norms and in so doing threatens the well-being of an organisation, its members, or both” (p. 556). 

Violence continuum

Within this context, organisation deviance refers to occupational violence as a "violence continuum." 

Image courtesy of www.researchgate.net

In my research, the "violence continuum"  begins as discourtesy, disrespect, and intimidation, which escalates into personal aggression, harassment and bullying, retaliation, verbal assault, and manifest as physical threats and aggression. “Personal aggression” can therefore range as broadly as verbal abuse to physical violence.

Interrupting such behaviour relies on robust reporting and conflict resolution processes that, according to Caponecchia and Wyatt (2011), are only successful when employees feel confident in their organisation’s management authenticity and support in enforcing the resolution process.

In an ABC QandA discussion (2015, February 23) on domestic violence, Rosie Batty (2015 Australian of the Year) succinctly stated, "Well, violence is a continuum. Without intervention, it will always escalate and get worse, always.."

Defining occupational violence

Resolving occupational violence, such workplace cyberbullying, can be complex, particularly given the definitions of occupational  violence are defined differently in federal, state and territory codes of practice and guidance (Australian Productivity Commission, 2010).

For example, while  the Tasmanian guidance succinctly states occupational violence as "not defined separately from bullying. Includes psychological and/or physical violence (including physical abuse) under a broad definition of bullying," the federal guidance note defines occupational violence as,

"any action, incident or behaviour that departs from reasonable conduct in which a person is assaulted, threatened, harmed or injured in the course of, or as a direct result of, his or her work — can include threatening behaviour, verbal or written threats, harassment, verbal abuse and physical attacks"

While the Queensland guidance note provides more detail,

"any incident where a worker is physically attacked or threatened in the workplace or during workplace activities. ‘Threat’ means a statement (verbal) or behaviour that causes a reasonable person to believe they are in danger of being physically attacked. ‘Physical attack’ means the direct or indirect application of force by a person to the body of, or to clothing or equipment worn by, another person where that application creates a risk to health & safety"

Given these differences, it is hardly a surprise that targets dealing with workplace offline and online bullying (cyberbullying), might seek legal assistance from private lawyers who have deep knowledge of each jurisdiction's legislated mandates, as indicated in the article below

Dr Lawrence has a BA SSc and a PhD in organisational social psychology and works with individuals and organisations as a consultant, speaker and trainer. She uses her social science expertise to enhance interactions between organisations and the people who lead and work in them by fostering new insights for diagnosing organisational problems, and build new capabilities and culture.

E: felicity.lawrence@connect.qut.edu.au or LinkedIn or Twitter