significant source of workplace violence (Morris 2010).

This violence incurs some intangible

costs like negative impacts on company image and workers’ performance (Chappell & Di

Martino 2006). Eventually, companies are to expend more on the average product.

In this research, our attention is studying different types of workplace harassment

phenomena affecting the job performance of the employees in the organizational setting.

Particularly, we included the study of key actors regulating the mental health and behavior

patterns of the employees. In the backdrop of this, we have three principal objectives. First, to

understand the harassment issues in workplace, second, to find out the results of harassment

on the mental health and behavior patterns of employees, and third, to examine the effects of

these on the job performance.

To help us understand the different phenomena relating to workplace harassment and

the eventual performance, we have conducted the review different theoretical and conceptual

articles. We have identified 8 commonly picked harassment issues by the harassers, to have

insights into mental health, behavior patterns, and the performance of the employees in the

workplace. We also conducted website visits and online search of current content, statistics,

and psychological indexes with different keywords as workplace, harassment, mental health,

productivity, relationship, causal inference etc., to help us defining and clarifying the

workplace harassment concepts. Besides, semi-structured interviews are conducted on

professionals and experts. Assumptions supposed in this research are tested with

programmable MATLAB software. We’ve presented the research findings through

descriptive review and qualitative analysis.

(PDF) The Effects of Workplace Harassment on Job Performance. Available from:

https://www.researchgate.net/publication/299594391_The_Effects_of_Workplace_Harassment_on_Jo
b_Performance [accessed Oct 06 2018].

What is workplace violence

Key Definitions and Discussion
Harassment simply means type of behavior that is offensive. It makes one feeling torment,

exhausted, annoyed, overtired and troubled (Amyot 1581, Lescarbot 1866). The offensive

behavior can take the form of offensive teasing about ethnicities, rude annotations, intrusive

jokes or comments about sex, background, race or affiliation (Ontario Ministry of Labor

2011). Harassment in workplace is type of behaviors directed at an individual worker or a

group of workers that are offensive, belittling or threatening in nature (Williams 2001). It is

discriminating, unlawful and hassling, may be verbal, physical or both (Doyle 2011). It

makes one feeling uncomfortable and puts him/her at risk in some way in the working

organization.

Mobbing and bullying are the most common but seemingly unseen forms of

harassment in workplace. Mobbing is a process of causing pressure with unethical attitude,

which kills the individuals’ performance and strength of endurance (Çobanoğlu 2005). It is

aimed to exclude, punish, and humiliate a targeted worker through an emotional and

collective campaign by coworkers (Field 1996). Bullying is coercing, threatening, or alluding

to abuse someone. It may be emotional or verbal, but doesn’t involve physical violence

(Hanley 2003, Brank, Hoetger & Hazen 2012). The differences in race, sex, social class,

religion, looks, sexual orientation, ability, personality or mode are generally picked to make

one harassed through bully (Ericson 2001). It puts the victims at stress and health risk

(NOHSC 1999).

When a group together offends bullying is termed as mobbing (Davenport, Schwartz

& Elliott 1999). Workplace harassment is often the result of poor human relations, which

attacks mental health and creates serious employee stress (Mizushima 2013). Mental health is

a person’s emotional wellness, which makes him/her emotionally fit, productive and enables

successful dealing with life’s inevitable challenges (Michael 2014). Ill mental health is highly

associated with the psychological factor (Goldberg 2014). It results in depression, poor

workplace relations, anxiety, mood disorders and dissatisfaction (Kitchener & Jorm 2002).

Stress is an inevitable part of work-life and a vital cause of ill mental health (Lee 2010).

National Occupational Health and Safety Commission (NOHSC), 1999, Australia.

Stress in workplace increase absenteeism, dysfunctions and lower productivity of employees

(Anderson & Pulich 2001, Levin-Epstein 2002). It results in increasing both the direct and

indirect costs of the organization (Di Martino, Gold & Schaap 2002). Performance is a type

of behavior (Campbell 1990), indicates the accomplishment of a given task measured against

preset known standards. Job performance is the set of behaviors which worker engage at

work (Jex 2002).

Our investigation to prior research studies and visits to different sites and

psychological indexes has discovered that, harassment is very common phenomenon in

workplaces. It ranges to organization of any kinds including financial, service, manufacturing

etc. It disseminates to an increasing state, as it is learned by observation and imitation from

different sources as family, workplace, television etc. (O’Leary-Kelly, Griffin & Glew 1996).

Harassment is also a major source of violence, and more prevalent is the psychological

violence than physical violence at workplace (Di Martino 2002). Almost 19 of 20 workplace

violence root from aggravated and simple assaulting (Duhart 2001). A study in 2011 on 87

employees of different public and private organizations in Bangladesh reported that, the

coworkers offend almost 49.5% (43/87) victimization through harassment (Chart-01). Which

was 55.23% (285/516) in United States, revealed through the NIOSH

study on 516 public

and private organizations in 2004. Harassers commonly pick sex, religion, birth place, age,

political belief, physical disability, and looks to make the victim uncomfortable

(Rokonuzzaman & Rahman 2011, p44). The bio-psychosocial psychiatry merges the

psychological, biological and social forces, and the research paradigm showed that, 60%

person’s susceptibility to ill mental health come from psychological and environmental forces

(Ghaemi 2006). The unconscious forces as the unresolved internal and relational conflicts

also account for ill mental health (Westen 1998).

National Institute for Occupational Safety and Health (NIOSH), 2004, USA.
(PDF) The Effects of Workplace Harassment on Job Performance. Available from:
https://www.researchgate.net/publication/299594391_The_Effects_of_Workplace_Harassment_on_Jo
b_Performance [accessed Oct 06 2018].

WHAT IS WORKPLACE VIOLENCE?

According to the International Labour Organisation (ILO)1, workplace violence refers to “Any action,
incident, or behavior that departs from reasonable conduct in which a person is assaulted, threatened,
harmed, injured in the course of, or as a direct result of, his or her work”.
Workplace violence includes both:
 internal violence, which occurs between workers themselves (including supervisors and
managers) and;

 external violence, which occurs between workers and anyone else who is at the workplace.

Expression of physical or verbal force against other people in the workplace. Workplace violence
activities range from threats and verbal abuse to actual physical contact and assaults that cause physical
harm to other people.

Read more: http://www.businessdictionary.com/definition/workplace-violence.html

“violence” means the threatened, attempted or actual exercise of any physical force by a person other
than a worker that can cause, or that causes, injury to a worker and includes any threatening statement
or behaviour that gives a worker reasonable cause to believe that he or she is at risk of injury

Workplace violence is any act or threat of physical violence, harassment, intimidation, or other
threatening disruptive behavior that occurs at the work site. It ranges from threats and verbal
abuse to physical assaults and even homicide. It can affect and involve employees, clients,
customers and visitors.

What is Workplace Violence?

 The Occupational Safety & Health
Administration (OSHA) defines workplace violence as, “any act or threat of physical
violence, harassment, intimidation, or other threatening disruptive behavior that occurs at
the work site.”

It includes anything from verbal threats to physical confrontations—and in some cases

homicide. In fact, in 2014 the Bureau of Labor Statistics found that of the 4,679 fatal
workplace injuries that occurred, 403 were workplace homicides.

While many cases go unreported, OSHA states that every year almost 2 million American
workers report that they’ve been the victims of workplace violence.

THE PSYCHOLOGICAL COSTS OF WORKPLACE VIOLENCE IS

HTHE "REAL" VIOLENCE
Homicides and firearm injuries are extreme examples of workplace violence. The media regularly
focuses on these events because they evoke emotional responses, such as feelings of horror and
shock. However, these acts are infrequent and constitute the minority of workplace violence. More
frequent are those “everyday” acts of workplace violence, including:
 a patient who insults and spits on his caregiver because he doesn’t want to take his
medication;

 a customer who hits a bus driver because he is asked to pay his ticket;

 a motorist who physically intimidates a policeman because he is asked for the vehicle’s
registration certificate.

INTERNAL VIOLENCE
It is sometimes difficult to identify violent situations when they occur between colleagues (horizontal
violence) or between a superior and a subordinate (vertical violence).
Conflict or violence? Management rights or violence? What are the risk factors?
The Institut de recherche en santé et sécurité au travail (Occupational Health and Safety Research
Institute) provides answers and draws a portrait of the main risk factors associated with work
organization (workload and psychological demands, decision latitude, social support and recognition
at work).
Examples of problematic situations
The Commission des normes, de l’équité, de la santé et de la sécurité du travail (Commission of
standards, equity, health and work safety) has posted vignettes to illustrate the types of problem
situations that may arise in the workplace and the manner in which they could have been resolved.
The first vignette demonstrates how changes in the organization can cause adjustment difficulties,
giving the impression of an abuse of authority and psychological harassment.
The second vignette demonstrates a situation of psychological harassment in the workplace in which
the employer intervenes. The employee feels that his pride has been hurt and he is so tormented
that he resigns.
The third vignette demonstrates a situation of psychological harassment in the workplace where the
employer does not intervene. This made her work environment harmful.
To view the videos

IGHER FOR WOMEN

According to a 2012 survey of 2,889 workers in Quebec3, workplace violence has a high personal cost
for victims and witnesses.
It can have psychological consequences such as:
 flashbacks (38% women/32% men);
 nightmares (24% women/24% men);
 coping through avoidance (34% women/29% men);
 loss of interest (17% women/17% men);
 feelings of guilt ( 28% women/25% men);
 irritability (36% women/42% men);
 sleep disorders (31% women/34% men);
A New Survey Finds 81 Percent Of Women Have Experienced
Sexual Harassment
 Back in October 2017, women took to social media to share their experiences of
sexual harassment. The #MeToo movement went viral, spurring a national and
global discussion on the issue.


 NATIONAL
 In The Wake Of Harvey Weinstein Scandal, Women Say #MeToo
 Many women have since come forward with their experiences of being sexually
harassed by colleagues and bosses, costing influential men in the entertainment
industry and the media — including journalists here at NPR — their jobs.
 And yet, there has been little data collected on the national prevalence of sexual
harassment, says Michele Decker, director of the women's health and rights
program at Johns Hopkins School of Public Health. As a result, many people
have asked, "Where's the evidence?" she says.
 Now an online survey launched in January by a nonprofit called Stop Street
Harassment offers some of that missing evidence. It found that 81 percent of
women and 43 percent of men had experienced some form of sexual harassment
during their lifetime.
 Those numbers are much larger than suggested by other recent polls. Those polls
used a more limited sample or narrower definitions of harassment, says Anita
Raj, director of the Center on Gender Equity and Health at the University of
California, San Diego, who analyzed the results of the new survey.
 The new survey, on the other hand, included a larger, more nationally
representative sample of men and women ages 18 and above, says Raj.

 The survey also involved a broader definition of sexual harassment that includes
the "continuum of experiences" that women face, she says.
 That includes verbal forms of sexual harassment, like being catcalled or whistled
at or getting unwanted comments of a sexual nature. It also includes physical
harassment, cyber harassment and sexual assaults.
 The results, released in a report Wednesday, show that 77 percent of women had
experienced verbal sexual harassment, and 51 percent had been sexually touched
without their permission. About 41 percent said they had been sexually harassed
online, and 27 percent said they had survived sexual assault.
 The report also looked into locations where people experienced harassment. The
majority of women — 66 percent — said they'd been sexually harassed in public
spaces. "The public forums are where you see the more chronic experiences of
sexual harassment," says Raj. These include verbal harassment and physical
harassment, like touching and groping.

 However, 38 percent of women said they experienced sexual harassment at the

workplace. Thirty-five percent said they had experienced it at their residence.
These experiences are more likely to be assaults and the "most severe forms" of
harassment, says Raj.

 "The findings show that this is a pervasive problem and permeates all sectors of
our lives," says Holly Kearl, the main author of the report. "Most people who said
they had experienced sexual harassment experienced it in multiple locations."

 "Sexual harassment until more recently has been viewed as part and parcel of
what people experienced," says Decker, who wasn't involved in the survey. As a
result, public health researchers don't monitor it. "It's often been dismissed,
because it's considered not as egregious as sexual assault or rape."


 ARTS & LIFE

 For The Men #MeToo Has Toppled, Redemption Will Take More Than An
Apology
 Rape and sexual violence are closely monitored by the U.S. Centers for Disease
Control and Prevention's National Intimate Partner and Sexual Violence Survey.
As a result, public health agencies and health workers are more aware of their
prevalence and have been able to take steps to help victims and offer programs
aimed at preventing sexual violence.


 ABUSED AND BETRAYED

 The Sexual Assault Epidemic No One Talks About
 The new report shows that sexual harassment, too, is worth monitoring, says
Decker. "We want to know that we're responding to things that are prevalent and
common, and this is showing that sexual harassment is really prevalent."

 One of the most striking findings from the report is that there is a very clear
"gender differential," she says. While men experience sexual harassment as well,
the prevalence is higher for women, as is the intensity of those experiences. It
also shows that men are more frequently the perpetrators, she adds.

 Kearl says she was surprised at how few of the victims confronted their harasser.
Instead, they changed their own lives to avoid harassers and reduce their risks of
being harassed.

 "They were changing their routes or routines; they were changing jobs, or
moving," says Kearl.

 The report also shows that most victims suffer from anxiety and depression as
well, just like victims of sexual violence. "It shows how challenging it is to
confront someone. You'd rather change your life than confront the harasser," she
says.
  Raj says her own teenage daughter's experience illustrates this. A couple of years
ago, her daughter stopped walking to the public library by herself after she was
harassed by a group of boys.

 "She was walking from her high school in a very privileged, affluent area, an area
that most people would define as very safe," Raj recalls. "As she was walking
alone around 3 o'clock in the afternoon, there was a group of boys that started
calling out to her and saying things like 'nice hips.' And it just made her feel so
uncomfortable [that] she didn't walk alone anymore."

 Like Raj's daughter, most women (and men) first experience sexual harassment
pretty early in life — during preteen or teenage years. "That's really
disconcerting," says Raj.

 Similarly disconcerting is the fact that most victims don't report their
experiences, says Decker. "People don't even mention it to friends, families." And
so, sexual harassment is "thriving on the silence of women," granting impunity to
perpetrators, she says.

 Some of that has been turned upside down by the #MeToo movement, because it
broke that silence and made it more culturally acceptable to talk about sexual
harassment.

CAUSES OF WORKPLACE VIOLENCE

hWorkplace violence takes many forms and has many causes. Angered former employees,
customers who feel wronged, stressed out employees or a conflict between co-workers can elevate
to the point of a violent altercation in the office. Personal life does spill over into the workplace, and
sometimes those personal issues present themselves at the office with dangerous consequences.
Companies that recognize the potential for workplace violence are in the best position to prevent it.
 ypervigilance (49% women/33% men);
 difficulty concentrating (29% women/22% men).
Lack of Pre-employment Screening

Companies that do not conduct thorough background screenings on potential employees run the risk of
hiring someone who could be prone to violence, or has a violent past. Although many companies are
using psychological tests during the hiring process in an attempt to weed out the potentially violent
candidates, the test is not full-proof and should not be substituted for a thorough background check.

Stress

As much as companies attempt to dictate this, employees do not leave their personal issues at the door.
Stress, of a workplace and personal nature, can cause an employee to snap and lash out at at whomever
the perceived enemy is. Overworking employees can create a hostile work environment, and if the
employee is also battling personal issues, the combination can have disastrous, if not deadly, results.

Lack of Employee Assistance Program

An employee assistance program (EAP) can diffuse a situation with a potentially violent employee
before the employee has a chance to act. Most employees become violent as a last resort--they feel no
one is addressing or acknowledging their needs. With an EAP program in place, employees have an
impartial party with whom they can discuss the stressors in their life and possibly receive the assistance
or treatment they need before things escalate into violence.

Denial

Companies who take the approach that nothing bad, such as a disgruntled employee returning to do
harm to his former boss, actually fuel the workplace violence fire. Ignorance of the potential for violence
in an organization will cause an organization not to put proper safety and conflict resolution measures
into place, leaving the organization vulnerable to such an attack from employees and customers, and
lacking the tools to diffuse the situation.

Disgruntled Customers And Former Employees

A person who feels a company has wronged him in some way can lash out at the company. It could be a
customer who feels he was cheated, or it could be an employee who was fired, laid off or wronged by a
co-worker. The angry customer or employee who comes back and opens fire on the office is the most
talked about type of workplace violence, but in actually, it is a very small percentage of the total cases.1

Type I: Criminal intent. In this kind of violent incident, the perpetrator has no legitimate relationship
to the business or its employee(s). Rather, the violence is incidental to another crime, such as
robbery, shoplifting, or trespassing. Acts of terrorism also fall into this category.

In 2014, 31 percent of workplace homicides were perpetrated by robbers. The "other/unspecified"

category, with 27 percent of workplace homicides in that year, may also include instances of criminal
intent.

1
https://smallbusiness.chron.com/causes-workplace-violence-1237.html
Type II: Customer/client. When the violent person has a legitimate relationship with the business—
for example, the person is a customer, client, patient, student, or inmate—and becomes violent while
being served by the business, violence falls into this category.

A large portion of customer/client incidents occur in the healthcare industry, in settings such as
nursing homes or psychiatric facilities; the victims are often patient caregivers. Police officers, prison
staff, flight attendants, and teachers can also become victims of this kind of violence.

About 20 percent of all workplace homicides resulted from Type II violence in 2014, but this category
accounts for a majority of nonfatal workplace violence incidents.

Your workplace may be at risk for Type II violence if your business involves dealing with individuals
such as criminals or those who are mentally ill or individuals who are confined and under stress,
such as airplane passengers who have been sitting on the tarmac or customers waiting in long lines
for a store to open.

Type III: Worker-on-worker. The perpetrator of Type III violence is an employee or past employee
of the business who attacks or threatens other employee(s) or past employee(s) in the workplace.
Worker-on-worker fatalities accounted for approximately 15 percent of all workplace homicides in
2014.

All workplaces are at risk for this type of violence, but workplaces at higher risk include those that do
not conduct a criminal background check as part of the hiring process, or are downsizing or
otherwise reducing their workforce.

Type IV: Personal relationship. The perpetrator usually does not have a relationship with the
business but has a personal relationship with the intended victim. This category includes victims of
domestic violence who are assaulted or threatened while at work and accounted for about 7 percent
of all workplace homicides in 2014.

This type of violence can occur in all workplaces but is most difficult to prevent in workplaces that
are accessible to the public during business hours, such as retail businesses, and/or have only one
location, making it impossible to transfer employees who are being threatened. Women are at higher
risk of being victims of this type of violence than men.

Why Do People Resort to Violence?

A variety of factors contribute to workplace violence, but stress is chief among them. Some of this is
work-related – fatigue and frustration from pressure to get the job done, sometimes without days off,
and with exceedingly long hours. Other factors may include, reprimands in front of other employees,
inconsistent discipline, employee favoritism, downsizing and reorganization. Non-work stress factors can
be just as significant – medical problems, financial difficulties, relationship issues and family matters.
Not knowing how to manage these issues, supervisors and employees bring the stress to work and take
it out on subordinates or coworkers. All of these factors can be aggravated by the larger economic
crisis.2

2
http://www.ehso.emory.edu/documents/toolbox-training-workplace-violence.pdf
Workplace Violence Triggers, Warning Signs and

Solutions

Laura Walter | Mar 09, 2012

"Most people who act out violently at work indicate what's going to happen through
their words and behavior beforehand," explained. Mike Staver, CEO of The Staver
Group and creator of the audio/video series 21 Ways to Defuse Anger and Calm People
Down. "And while that may not have been the case in this Jacksonville incident, when
people can recognize the warning signs, they can do more to prevent these terrible
situations."

The Triggers

While many people believe that violence occurs when people are angry about certain
circumstances, in reality, they become angry over what they believe about the
circumstances.

According to Staver, at least one of three primary triggers is in place when a person
grows angry:

1. The person feels the circumstances are unfair.

2. The person feels the circumstances are out of his or her control.
3. The person feels the circumstances are personal.

"The more intensely the person feels these factors, the worse the violence can get,"
Staver said. "Naturally, if you see these triggers in a coworker or employee, you should
be very concerned."
Warning Signs and Solutions

These triggering factors can manifest themselves in various ways. The angry employee
might have a drop in performance level; might make threatening comments to another
employee or about the company in general; or, in extreme circumstances, resort to
violence, as Schumerth did. Other warning signs can include bullying management or
coworkers, substance abuse, frequently discussing marital or other non-professional
problems, making idle threats, etc.

"First and foremost, take all warning signs very, very seriously," Staver advised.
"Second, and this is just as important, report it right away. Let me repeat that: Report it
right away! Far too often coworkers don't report these incidents."

Workers may be reluctant to report such warning signs for various reasons. They might
believe that people who make threats don't act on them. They may not want to seem like
alarmists. They may not feel confident there is a sufficient incident reporting system in
place, or they may even worry they will become a target. According to Staver, however,
reporting an incident or warning sign is imperative. And if company leadership does not
appear to take the report seriously, then take the concern to the authorities.

"All organizations should make sure that they have workplace violence policies in place,
that all employees have a clear understanding of the policies, and that all employees
know how to take action and what to expect when they do report an incident," Staver
said. "Managers and leaders should also be well trained in how to defuse anger in the
workplace and also what kinds of situations are out of their control and demand that law
enforcement be involved. There is simply too much at risk to avoid taking these
actions."3

3
https://www.ehstoday.com/safety/workplace-violence-triggers-warning-signs-and-solutions
 IMPACTS
Exposure to violence in the workplace can lead to serious consequences for health sector
employees say Stéphane Guay and Nathalie Lanctôt of the Institut universitaire de santé
mentale and the University of Montreal, who studied this issue in a systematic review of the
literature. "This sector is particularly prone to violence since health personnel are 16 times more
likely to be victims of or witnesses to acts of violence compared to other public service
personnel," explains Guay, who heads the Centre d'étude sur le trauma and the VISAGE team.
"Most of these acts are committed by patients or their relatives and can cause many adverse
effects. However, to date, no literature review has identified all the consequences that victims or
witnesses of workplace violence may face."

After a rigorous selection process, 68 studies were included in the review. The results revealed
seven types of consequences that may result from acts of workplace violence:
1. Physical consequences
2. Psychological consequences
3. Emotional consequences
4. Consequences related to functioning at work (e.g., sick leave)
5. Consequences on patient relationships and quality of care provided to patients
6. Social consequences (e.g., family life, sense of insecurity)
7. Financial consequences
It appears that psychological and emotional aspects (e.g., anger, fear) are the factors on which
violence has the most negative impact. Victims suffer from post-traumatic stress (between 5%
and 32% according to four studies), increased vigilance, irritability, and sleep disorders. Some
authors also note depressive symptoms but with a percentage lower than 20% in most cases.
Regarding emotional aspects, 25 of the 68 studies reported at least one consequence of this
type. Anger, fear, sadness, and disgust were symptoms that occurred most often.
Consequences at the professional level were also significant, since between 13% and 60% of
victims considered leaving their jobs after an act of violence, according to 12 of the 68 studies.
Ten of the sixty-eight studies also reported consequences in terms of quality of care. Included in
these consequences were developing a sense of fear toward patients in general, loss of
pleasure in working with patients, and less time spent with patients.
"These results demonstrate that the consequences of workplace violence are not only profound
but also multiple," concludes Lanctôt, of the University of Montreal's School of Criminology.
"However, since the results are mostly from retrospective studies, further research is required in
terms conducting longitudinal studies to better understand the long-term effects of workplace
violence."
Study shows mentally ill more likely to be victims, not
perpetrators, of violence
February 25, 2014 by Matt Shipman, North Carolina State University
New research shows that almost one-third of adults with mental illness are likely to be
victims of violence within a six-month period, and that adults with mental illness who
commit violence are most likely to do so in residential settings. The study also finds a
strong correlation between being a victim of violence and committing a violent act.
The work was done by researchers at North Carolina State University; RTI International;
the University of California, Davis; Simon Fraser University; and Duke University.
"We hear about the link between violence and mental illness in the news, and we
wanted to look not only at the notion that the mentally ill are a danger to others, but the
possibility that they are also in danger," says Dr. Sarah Desmarais, an assistant
professor of psychology at NC State and lead author of a paper describing the work.
The researchers compiled a database of 4,480 mentally ill adults who had answered
questions about both committing violence and being victims of violence in the previous
six months. The database drew from five earlier studies that focused on issues ranging
from antipsychotic medications to treatment approaches. Those studies had different
research goals, but all asked identical questions related to violence and victimization.
The researchers found that 23.9 percent of the study participants had committed a
violent act within the previous six months. The majority of those acts – 63.5 percent –
were committed in residential settings, not in public. Only 2.6 percent of the violent acts
were committed in school or workplace settings.
The researchers found that a significantly higher percentage of participants – 30.9
percent – had been victims of violence in the same time period. And of those who said
they were victimized, 43.7 percent said they'd been victimized on multiple occasions.
"We also found that participants who had been victims of violence were 11 times more
likely to commit violence," Desmarais says. "This highlights the need for more robust
public health interventions that are focused on violence. It shouldn't just be about
preventing adults with mental illness from committing violent acts, it should also be
about protecting those at risk of being victimized.
"For one thing, it's the right thing to do," Desmarais adds. "In addition, while correlation
is not necessarily causation, preventing violence against the mentally ill may drive down
instances of violence committed by the mentally ill."
40 percent of women with severe mental illness are victims of
rape or attempted rape
September 3, 2014, University College London
Women with severe mental illness are up to five times more likely than the general
population to be victims of sexual assault and two to three times more likely to suffer
domestic violence, reveals new research led by UCL (University College London) and
King's College London funded by the Medical Research Council and the Big Lottery.
The study, published in Psychological Medicine, found that 40% of women surveyed
with severe mental illness had suffered rape or attempted rape in adulthood, of whom
53% had attempted suicide as a result. In the general population, 7% of women had
been victims of rape or attempted rape, of whom 3% had attempted suicide. 12% of
men with severe mental illness had been seriously sexually assaulted, compared with
0.5% of the general population.
The findings are based on a survey of 303 randomly-recruited psychiatric outpatients
who had been in contact with community services for a year or more, 60% of whom had
a diagnosis of schizophrenia. They were interviewed using the British Crime Survey
questionnaire for domestic and sexual violence, and their responses were compared to
those from 22,606 respondents to the 2011/12 national crime survey. The results were
adjusted for a wide range of socio-economic factors including age, ethnicity and marital
status.
"The number of rape victims among women with severe mental illness is staggering,"
says lead author Dr Hind Khalifeh of UCL's Division of Psychiatry. "At the time of the
survey, 10% had experienced sexual assault in the past year, showing that the
problems continue throughout adulthood. Considering the high rate of suicide attempts
among rape victims in this group, clinicians assessing people after a suicide attempt
should consider asking them if they have been sexually assaulted. Currently this is not
done and so patients may miss opportunities to receive specialist support."
Men and women with mental illness were also found to be more likely to be victims
of domestic violence than the general population. Domestic violence includes emotional,
physical and sexual abuse.* 69% of women and 49% of men with severe mental illness
reported adulthood domestic violence.
Domestic violence from family members (other than partners) made up 63% of total
domestic violence cases against psychiatric patients compared with 35% of the general
population.
"Most domestic violence prevention policies for adults focus on partner violence, but this
study shows that interventions for psychiatric patients also need to target family
violence," says Dr Khalifeh.
The study shows a strong association between mental illness and sexual and domestic
violence, but the direction of causality is not certain. In some cases, experiences of
violence may have contributed to the onset of mental illness. However, violence
experienced in the past year would have been after diagnosis of severe mental illness
since all participating patients had been under the care of mental health services for at
least a year.
The results were adjusted for drug and alcohol use in the past year, but this did not
significantly affect the outcomes and causality is hard to determine. Drug and alcohol
use may increase the risk of being a victim, but equally victims of violence may turn to
drugs or alcohol as a way of coping.
Senior author Louise Howard, Professor in Women's Mental Health at King's College
London, says: "This study highlights that patients with severe mental illness are at
substantially increased risk of being a victim of domestic and sexual violence. Despite
the public's concern about violence being perpetrated by patients with severe mental
illness, the reality for patients is that they are at increased risk of being victims of some
of the most damaging types of violence."
Bullying has long-term health consequences
October 30, 2012, Sam Houston State University
Childhood bullying can lead to long term health consequences, including general and
mental health issues, behavioral problems, eating disorders, smoking, alcohol use, and
homelessness, a study by the Crime Victims' Institute at Sam Houston State University
found.
"What is apparent from these results is that bullying victimization that occurs early in life
may have significant and substantial consequences for those victims later in life," said
Leana Bouffard, Director of the Crime Victims' Institute. "Thus, the adverse health
consequences of victimization are much more far-reaching than just immediate injury or
trauma. Understanding these long term consequences is important to assessing the
true toll of crime on its victims and on society as well as responding to victims more
effectively."
The study, "The Long Term Health Consequences of Bullying Victimization,"
recommends investing in victim services and effective prevention programs, such as the
Olweus Bullying Prevention Program, a school based initiative for violence prevention.
Programs can help address the immediate trauma, both mental and physical, that
victims experience.
"This type of investment may also have the added benefit of reducing the long-
term deleterious effects identified in this and other studies, thus reducing the high cost
of victimization born by the victims themselves, the health care system and society in
general," Bouffard said.
The current study is based on the National Longitudinal Survey of Youth, a long term
study that tracks a sample of U.S. residents born between 1980 and 1984. Nineteen
percent of those surveyed said they had been a victim of repeated bullying.
The study found that those bullying victims had more negative perceptions of their
general health and mental health and higher rates of emotional/mental or behavioral
problems that interfered with school or work. They were also more likely to have an
eating disorder, smoke, consume alcohol, experience subsequent violent victimization,
or be homeless.
"While these are adverse consequences themselves, they may also serve as
intermediate mechanism for even more long-term health issues, such as cancer,
alcoholism, depression and other serious problems," said Maria Koeppel, co-author of
the study.

Psychological Impact of
Workplace Violence on Women
Working Woman Executive Ends her Life - Sexual Harassment
Again
A woman CEO of a tea company in Jaipur has recently committed suicide on 11th June, 2011. She has left behind a
suicide note that on June 8th, 2011 the M.D. of her company G. K. Dalmia and his friend Sunil Jain raped her after
having drugged her in the flat. She mentioned that the accused ( G. K. Dalmia) wanted her to clear some company
documents with financial irregularities which she refused. To teach her a lesson she was raped.

A summary of Vishaka case, Supreme Court, 1997 for Sexually

Harassed women in India
Vishaka case of sexual harassment at workplace is a case of landmark judgement by Supreme Court of India. Not
because it was attack on working women’s fundamental right to work without fear and prejudice. Not becase it is a
saga of immense torture of a naïve working woman. Not because a woman showed exemplery courage to fight
against the male ego our immoral society.

It is a landmark case because first time ever it was officially recognized at such a high level of need for laws for
sexual harassment and laying down of guidelines of sexual harassment of working woman. Till 1997 even after
India’s independece of 50 years there was hardly any law to safeguard sexual harassment of working women. As I
write this, I’m very much ashamed of being an Indian and even more being an Indian women. It is no less than a
curse.
The women harassment bill, 2010 is still being worked out. And there no special laws to safeguard sexually harassed
working women. Just some guidelines from different courts in India, more importantly from Supreme Court of India.

8 More Notable Workplace Violence Incidents in 2017

1. UPS Warehouse – San Francisco, California

One of the most prolific workplace violence incidents this year occurred at a San
Francisco UPS warehouse facility in June. Just before 9:00 a.m. local time, a driver in full
uniform opened fire on his co-workers, killing three and injuring five. When police
arrived on the scene, he turned the gun and shot himself. Although no definitive motive
has been agreed upon, the gentleman apparently felt disrespected by his fellow
employees, which could have led to the violent outburst. Employees who were
interviewed later stated how surprised they were, that the man never displayed any prior
violent tendencies.

It’s important to remember that strong workplace violence policies are important for
every single company. Even if you don’t believe anything like this could happen at your
office, or your warehouse, there might not be any warning signs or they could be hard to
miss. Proper policies and procedures allow you to minimize the impact of incidents that
nobody sees coming.

2. Fiamma – Orlando, Florida

Another violent incident occurred earlier this year in Orlando when a former employee
returned to his old factory and opened fire, killing four males and one female. He also
shot himself before law enforcement was able to subdue him. This particular employee
had a history of violence, having gotten into a physical altercation with another employee
in 2014. In this case, the shooting was premeditated, as he planned on singling out and
killing specific people. At least one of those was somebody he reportedly had a bad
relationship with, although it was not the gentleman he had previously gotten into an
altercation with.

While there might not have been any signs that violence of this nature was to occur, it’s a
good reminder that workplace violence must be dealt with completely. Terminating
employees who get into physical altercations is a good idea, and you should consider
alerting authorities or improving security immediately after the termination. If a non-
fireable incident occurs, ensure that all necessary parties receive the help they need, both
professionally and for their own well-being.
 HELP PREPARE YOUR ORGANIZATION FOR AN UNTHINKABLE
SITUATION THROUGH OUR FREE ACTIVE SHOOTER 101 MINI-COURSE!
3. Dotcom Computers – Raynham, Massachusetts
This September, an employee in Raynham, MA was arrested for attempted murder after
stabbing his supervisor in the neck following an apparent argument. Medical personnel
arrived on the scene quickly and the supervisor was able to survive without any
permanent complications.

The employees at Dotcom Computers were commended by Raynham’s Chief of Police

for their efforts in detaining the attacker and alerting authorities immediately. He said,
“Despite the dangerous situation, they intervened immediately to prevent further harm
to the victim.”. This is an excellent lesson – proper workplace violence training can
literally be the difference between life and death.

4. Iowa Medical Classification Center – Des Moines, Iowa

On the day after Thanksgiving, a nurse was attacked by a patient. The patient walked into
her office and struck her repeatedly with a closed fist. Her fellow staff and correctional
offices overheard the commotion and quickly rushed to her aid. She was treated and
released without sustaining any major injuries.

When it comes to workplace violence, nurses are especially vulnerable. They are
extremely accessible, often working alone with patients, who might be experiencing
physical or emotional trauma and taking a variety of medications. For medical facilities,
workplace violence strategies are absolutely vital to the safety of their employees.

5. Mercy Hospital – Minneapolis, Minnesota

Another violent incident occurred involving a nurse this October in Minneapolis. A

female patient carved a message for her nurse into the hospital wall, hid behind a door
and punched him when he entered the room before attempting to escape. He was struck
near his glasses, but sustained only two very minor cuts on his face.

This is another example of how important it is to protect medical professionals (and all
employees), whether male or female. In this case, a female patient attacked a male nurse,
and could have caused great harm if she continued the assault instead of fleeing.
6. Fox Pizza & Subs – Greensboro, North Carolina

Earlier this month, an angry customer attacked a pizzeria employee in

Greensboro because he believed the pizza that was delivered to his house was too
cold.The gentleman entered the establishment angrily and even forced his way into the
kitchen before being calmed down and offered a free pizza. However, as he waited
outside he decided to enter the restaurant again, and after arguing with the manager.
After the cashier attempted to intervene, he knocked her down and drug her across the
floor, striking her several times.

It’s not just nurses, of course. Any employees who deal with the public on a daily basis
are at risk of dealing with violent situations. In this case, a cold pizza was all it took for a
customer to assault an innocent cashier. In this case, proper training could have led the
staff to alert the authorities when the man first became hostile, ensuring it didn’t escalate
any further. Additionally, training may have allowed the employees to successfully diffuse
the situation or prohibited the vulnerable cashier from inserting herself into an already
tense incident.

GET OUR FREE COMPLETE REPORT OF 2017’S NOTABLE WORKPLACE

VIOLENCE INCIDENTS
7. Pittsburgh King Elementary School – Pittsburgh, Pennslyvania
In October, a fourth-grade teacher was attacked by a parent after confiscating her
daughter’s cell phone according to school policy. The student bit her teacher as she was
confiscating the phone, causing the teacher to call her mother and request a conference.
At the meeting later that day, the student alleged she had been choked by her teacher,
and her mother vowed that the teacher would “get it later”. Along with her boyfriend,
she followed the teacher as she sought medical treatment for the bite and threw a brick at
her, knocking a tooth out and causing facial injuries.

As horrifying as this incident is, it’s a perfect reminder of how critical it is that employees
report any threats of violence, no matter who it’s from. After her student’s mother
threatened she would get it later, an appropriate report might have provided safety from
the threat, either with the authority’s intervention or simply a quick escort home.

8. Inca Chicken

Our final example of workplace violence in 2017 occurred in Brooklyn this September at
a local chicken take-out joint. A robber arrived at the restaurant at about 9:15 a.m. and
crept behind the counter while an employee was in the bathroom. When the 78-year-old
cashier emerged, they attempted to subdue the robber and was violently thrown to the
ground. Luckily, he sustained no major injuries.

Women impacted psychologically by workplace violence may dread going to

work, and the stress could also have a long-term impact on their personal and
professional relationships. While each woman responds in her own unique way,
typical reactions include fear, denial and depression. She may be afraid to report
the violence, for fear of retaliation or she may be afraid an investigation will hurt
her chances of promotion, giving her a reputation of being a tattletale.

Denial
Women struggling to heal from the impact of workplace violence frequently
experience shock and may even deny they are victims. A woman may simply tell
herself that what happened to her doesn't constitute workplace violence and
think things like, "Boys will be boys." Sometimes just educating women on what
constitutes workplace violence can begin the healing process. According to a U.S.
Department of Labor website, workplace violence is defined as, "any act or threat
of physical violence, harassment, intimidation, or other threatening disruptive
behavior that occurs at the work site. Examples include threats of violence,
verbal abuse and physical assault. The violence can be perpetrated by co-
workers, customers or visitors.

Decreased Job Satisfaction

A 2002 study in the "Journal of Applied Psychology" noted responses by men and
women to both colleague-initiated and public-initiated violence at work. Co-
worker aggression was found with both men and women victims to negatively
affect their emotional well-being and how good they felt about going to work
every day. Both women and men who experience workplace violence that was
initiated by a member of the public were more likely to express wanting to quit
their job, as compared to people who did not experience this type of violence.

Depression
Julian Barling, Ph.D., at Queen's School of Business, writes that workplace
violence tends to be associated with a pattern of increasingly depressive
symptoms. A complex chain reaction is set off, according to Barling, where a
woman experiences greater stress, avoidance of work activities and finally
emotional numbing over time. When the symptoms escalate to the point where a
woman cannot enjoy her job or personal relationships anymore, she should seek
professional help.

Fear
Dr. Barling writes that a woman who has been victimized in the workplace is
likely to fear future violent encounters. This fear can be debilitating, leading to
psychosomatic symptoms including ulcer and headaches over time and perhaps
developing into post traumatic stress disorder, where the traumatic experience
is relived over and over again in the victim's mind. After awhile, even
anticipating going to work can make a woman feel sick and apprehensive. She
may begin to project this fear to other situations, seeing danger all around her.

Victims of sexual harassment often experience emotional and physical symptoms for
years to come.

Victims of sexual harassment often experience emotional and physical symptoms for
years to come.

e Hidden Health Effects Of Sexual Harassment

victims of sexual harassment often experience
emotional and physical symptoms

Sexual harassment in the workplace is nothing new, but the issue is seeing a
tidal wave of recognition and attention as celebrities, co-workers and others
step up to accuse Hollywood heavy weights like Harvey Weinstein, Kevin
Spacey and Louis C.K. of sexual misconduct. Through their stories, we've
learned that sexual harassment can wreak havoc on its victims, and can cause
not only mental health issues, but physical effects as well.

Dr. Colleen Cullen, a licensed clinical psychologist, notes that for victims of
sexual harassment, the most common diagnoses are depression, anxiety, and
even post-traumatic stress disorder (PTSD).
"An experience [with sexual harassment] can either trigger symptoms of
depression and anxiety that are new to the person; or it can exacerbate a
previous condition that may have been controlled or resolved. Patients may
also see a worsening of symptoms," says Dr. Cullen. "Some research has found
that sexual harassment early in one's career in particular can [cause] long-
term depressive symptoms."

Someone going through or dealing with the aftermath of sexual harassment

may also exhibit symptoms of PTSD, especially if the harassment leads to
violence and/or assault.

“Among women who experience a sexual assault, 90 percent who experience

sexual violence in the immediate aftermath exhibit symptoms of acute stress,”
says Dr. Helen Wilson, a licensed clinical psychologist with expertise on the
effects of trauma. “For many people, these symptoms dissipate over time
through social support and coping strategies, and many people totally recover
and move on; others will be so distressed that it really interferes with their
work and life. It takes a certain number of symptoms to diagnose, but that’s
when it can become PTSD.”

IT’S NOT ALL IN YOUR HEAD; THE BODY REACTS,

TOO
Now, there are some who may counter, “Well, I can see how sexual assault can
lead to such disturbances, but how can harassment be so harmful? Sounds a
bit dramatic!” This thinking is deeply problematic not only because it
dismisses medical science and undermines the stories of survivors, but also
because it feeds the crippling doubt that so many victims face. These doubts
can foster denial, which can lead to its own set of complications, particularly
around physical health.

“Sometimes sexual harassment registers as a trauma, and it's difficult for the
[patient] to deal with it, so what literally happens is the body starts to become
overwhelmed,” says Dr. Nekeshia Hammond, a licensed psychologist. “We call
it somatizing: the mental health becomes so overwhelming one can’t process it
to the point of saying ‘I have been traumatized’ or ‘I am depressed.’
Essentially, it’s a kind of denial that when experienced for a long state can turn
into physical symptoms.”

These physical symptoms can run the gamut, manifesting as muscle aches,
headaches, or even chronic physical health problems such as high blood
pressure and problems with blood sugar.
“In the long term, it could lead to heart issues,” says Hammond.

One needn’t be in shock or denial to experience these physical effects.

Hammond adds that even patients who have confronted issues with full
awareness and recognize that they are anxious or depressed can experience
these problems. This is because the brain and body are inextricably linked, as
Dr. Wilson explains.

Physical symptoms can run the gamut, manifesting as muscle aches, headaches, or even
chronic physical health problems such as high blood pressure and problems with blood sugar.

"The part of our brain that processes emotions, including stress, are among
the earliest to develop, and is right next to the brain stem, which deals with
involuntary functions such as heart rate and breathing,” says Wilson. “When
we're stressed resources go there, which can impact cardiovascular
functioning, autoimmune diseases, metabolic function, [and so on],” says
Wilson. “Sometimes people think stress is in our head, but our brains are an
organ like any other. It's all very connected. Neurotransmitters found in our
brains are also found in our gut. It's a real thing: this is why we tend to get sick
when we get stressed, and over time, if we’re in constant stress or if it’s too
much to handle, then there are physiological consequences.”

SEXUAL HARASSMENT IN THE WORKPLACE: 'A

SLITHERING SNAKE'
While sexual harassment under any circumstances can wreak havoc on a
victim's health, workplace harassment is a special kind of ugly. Nannina
Angioni, a labor and law employment attorney who has worked on hundreds
of sexual harassment cases describes it as "slithering snake that ripples its way
through a work environment causing disastrous results."

"Employees talk of having a pit in their stomach commuting to work, having

anxiety, panic attacks, inexplicable fits of crying and physical manifestations
of stress: hair falling out, hives, weight gain or loss, sleeplessness and
lethargy," says Angioni.

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Dr. Cullen adds that the feelings of shame or guilt that a person may feel when
sexually harassed at work can devastate their self-esteem and sense of self-
worth as a professional.

“They may feel that they did something to make this happen or egg it on in
some way,” says Cullen. “Embarrassment can be experienced, a fear over other
people finding out. Also, particularly early in their career, a person may doubt
their ability, and wonder if they weren’t only hired because of their sexual
value. They may question their achievements, and if they’re young or new to a
field, they may ask, ‘Is this just what it’s like in this field?’ If they have nothing
to compare it to, they may not have an idea of what is normal or what the
appropriate recourse is.”

Here’s where the research Cullen mentioned earlier, which shows that sexual
harassment early in one’s career can have long-term mental health effects
comes into play. Wendy L. Patrick, a prosecutor and educator, has personally
seen depression “last up to a decade” for women who experienced sexual
abuse in the workplace, and notes that it can affect their performance in
subsequent jobs.4

Strategies/Prevention Tips
1. Adopt a formal workplace violence policy and prevention program and communicate
it to employees.
2. Have managers take an active role in employee awareness of the plan; make sure
they are alert to warning signs and know how to respond.
3. Provide regular workplace violence and bullying prevention training for all

4
https://www.nbcnews.com/better/health/hidden-health-effects-sexual-harassment-ncna810416
 employees (both new and current), supervisors and managers.
4. Foster a climate of trust and respect among workers and between employees and
management; eradicate a bad culture of bullying or harassment.
5. Look out for and stake steps to reduce negativity and stress in the workplace,
which can precipitate problematic behavior.
6. Identify and screen out potentially violent individuals before hiring while
maintaining compliance with privacy protections and antidiscrimination laws.
7. Establish procedures and avenues for employees to report threats, other violence
or if there’s imminent danger.
8. Start a mediation program to resolve employee disputes rather than letting them
simmer.
9. Document any threats and your response to them including terminating
employees who make a threat.
10. Terminate employees with care and caution by involving witnesses or security for
violent employees.
11. Evaluate security systems regularly including alarms, ID keys, passcodes,
cameras and personnel.
12. Make sure employees know not to hold open secure access doors for others
who don’t have credentials.
13. Ensure employees with restraining or protective orders against an individual
provide that person’s information and photo to security.
2. 10 Ways to Prevent Workplace Violence
3. CNN states that each year, around 700 people are murdered in their
workplace. Between the years 1992 and 2012, 14,770 cases of workplace
violence were reported all of which were homicide victims. These statistics
are a horrible reminder that violence in the workplace is a very real
possibility and a tragic situation.
4. Many cases of workplace violence have resulted in fatalities; however,
nonfatal cases are more common. CNNstates that in 2009, 572,000 cases
of nonfatal crimes were committed at work. Overall, the Occupational
Health and Safety Administration estimates that there are about 2 million
cases of workplace violence a year; varying between verbal and physical
abuse to homicides.
5.

Workplace violence is a rare situation but can easily be prevented by taking

certain measures that ensure your workplace will be non-violent. Below, are ten
ways to prevent workplace violence in your facility:
1. Create a policy that prevents harassment.

Be sure to involve each level of the facility, such as the managers, employees,
and executives and keep them informed about the new policy. Distribute the
policy as wide as possible and be sure to know that every employee understands
it. Complaints can be handled well with a set of procedures that take care of
them quickly and privately.

2. Create an effective line of communication.

Communication is a key factor in preventing workplace violence. Violent intruders

thrive on silence from the victims and any witnesses. Encourage your team
members to communicate by having regular team meetings. These meetings will
help defuse tensions and misunderstandings while ultimately defusing any
possibility of violence.

3. Training sessions and awareness is a key factor in helping to prevent

violence.

Take the time to have training sessions and provide awareness of a violent
intruder. Emergency Response Plans should be drawn up and Emergency
Response and Preparedness Training should be provided as well. Emergency
Management Training will help to prevent workplace violence in the higher levels
of your facility.

4. Establish a “Zero-tolerance” code of conduct.

Be sure to check that all employees are aware of your facility’s code of conduct.
This helps to show your company’s commitment to preventing a violent intruder.

5. Encourage your employees to accept individual differences.

Help your teams to understand that the differences between each member are a
vital factor in team strength. Activities can help the teams get to know each other
and recognize individual’s strengths and weaknesses.

6. Prevent conflicts from turning into harassment or violence.

Monitor your teams and how they work together. Some team situations can
cause tensions and if these tensions are not relieved, they can fester and grow
into a negative workplace causing violence and harassment. Resolve these
conflicts quickly as soon as they begin.

7. Show that the quality of the relationships between each members of a

team is important to you and everyone else on that team.

Be sure to encourage each person to be open-minded to team members and

give each of them an important role showing that their work is meaningful. Be fair
and respectful to every member, showing that when they treat you and everyone
else with respect, they in return will be shown respect.

8. Communicate with each level of your facility the unacceptable behavior

and the consequences of threatening any other employee or committing
any violent acts.

Define these unacceptable behaviors clearly and precisely and give clear
examples. State your facility’s view of workplace violence and its commitment of
a safe workplace.

9. Encourage everyone to report any and all violent incidents.

Ensure your employees of the confidentiality in which they can report incidents
and assure each that no retaliation will be made against those that report acts of
violence.

10. Reduce the risk involved in handling the assets of your company.

Robbery is a large factor in workplace violence. You can reduce the risk of this
by keeping the amounts of the assets to a minimum, use electronic pay systems
to reduce assets that are available, and install a locked drop safe.

By taking these measures to prevent violent intruders or domestic violence in the

workplace, you are ensuring your employees that their safety is your main
concern. Workplace violence is a horrible situation and by trying to prevent it we
can reduce the amount of violence per year and create a safe workplace.
WHEN TO HELP A HURTING COLLEAGUE — AND
HOW TO GET TREATMENT
A victim of sexual harassment may ultimately want to speak out against their
abuser, but it’s important for others to speak up, too, even ahead of the victim.
If you know something, say something; but don’t gossip —that only escalates
the problem and further endangers the victim.

“When people suspect something is going on and don’t speak out, the
harassment evolves,” says Angioni. “I counsel companies and employees to go
about it tactfully. If you think something is happening, don't talk about it at
the water cooler, or in front of the victim. Don’t send snarky emails or texts.
Talk to someone in management. Help without creating a further problem. If
there is not an HR person, find a trusted supervisor. If you really can’t find
someone you trust, you contact the Department of Fair Employment and
Housing.”

If you know something, say something; but don’t gossip — that only escalates the problem and
further endangers the victim.

For the victim, speaking out may be challenging, and in some cases they may
just really not be willing or able to do so. It’s important that both victims and
their supporters understand that while silence isn’t ideal, it may be what
works for the coping or healing process at the moment. But only if you’re
talking to a mental health professional about what is going on. This cannot be
emphasized enough: If you are being sexually harassed you mustn’t keep this a
secret; it is literally toxic to your health.

“Some victims will never report abuse and they have that right,” says Dr.
Hammond. “It’s a case by case thing and sometimes there’s a reason for
staying silent — if you feel your safety is threatened, or if you’re literally on the
verge of having an emotional breakdown and will be unable to function. But
you need to reach out to someone.”

If you’re worried about the cost of visiting a professional, or if you’re wary to

begin therapy, Dr. Hammond recommends calling the National Sexual Assault
Hotline at 1-800-656-HOPE (4673). Services are free and include confidential
support from a trained staff member, help finding a local resources if needed,
counseling, referrals, information on your local laws regarding harassment
and information about medical concerns.
 What is workplace bullying?
Workplace bullying is verbal, physical, social or psychological abuse by your employer (or manager),
another person or group of people at work.
Workplace bullying can happen in any type of workplace, from offices to shops, cafes, restaurants,
workshops, community groups and government organisations.
Workplace bullying can happen to volunteers, work experience students, interns, apprentices, casual
and permanent employees.

Some types of workplace bullying are criminal offences. If you have experienced violence, assault
and stalking you can report it directly to the police.

What does bullying in the workplace look like?

 repeated hurtful remarks or attacks, or making fun of your work or you as a person (including your
family, sex, sexuality, gender identity, race or culture, education or economic background)
 sexual harassment, particularly stuff like unwelcome touching and sexually explicit comments and
requests that make you uncomfortable
 excluding you or stopping you from working with people or taking part in activities that relates to your
work
 playing mind games, ganging up on you, or other types of psychological harassment
 intimidation (making you feel less important and undervalued)
 giving you pointless tasks that have nothing to do with your job
 giving you impossible jobs that can't be done in the given time or with the resources provided
 deliberately changing your work hours or schedule to make it difficult for you
 deliberately holding back information you need for getting your work done properly
 pushing, shoving, tripping, grabbing you in the workplace
 attacking or threatening with equipment, knives, guns, clubs or any other type of object that can be
turned into a weapon
 initiation or hazing - where you are made to do humiliating or inappropriate things in order to be
accepted as part of the team.

How bullying can affect your work

If you are being bullied at work you might:

 be less active or successful

 be less confident in your work
 feel scared, stressed, anxious or depressed
 have your life outside of work affected, e.g. study, relationships
 want to stay away from work
 feel like you can’t trust your employer or the people who you work with
 lack confidence and happiness about yourself and your work
 have physical signs of stress like headaches, backaches, sleep problems
THE IMTHE IMPORTANCE OF GETTING HE

PORTANCE OF GETTING HE