Académique Documents
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Workplace
OR-OSHA 702
0203-02
Presented by
The Public Education Section
Oregon Occupational
Safety and Health Division
(OR-OSHA)
OR-OSHA Mission Statement
To advance and improve workplace safety and health for all workers in Oregon.
Consultative Services
• Offers no-cost on-site safety and health assistance to help Oregon employers recognize and correct safety and health
problems in their workplaces.
• Provides consultations in the areas of safety, industrial hygiene, ergonomics, occupational safety and health
programs, new-business assistance, the Safety and Health Achievement Recognition Program (SHARP), and the
Voluntary Protection Program (VPP).
Enforcement
• Offers pre-job conferences for mobile employers in industries such as logging and construction.
• Provides abatement assistance to employers who have received citations and provides compliance and technical
assistance by phone.
• Inspects places of employment for occupational safety and health rule violations and investigates workplace safety
and health complaints and accidents.
Appeals, Informal Conferences
• Provides the opportunity for employers to hold informal meetings with OR-OSHA on workplace safety and health
concerns.
• Discusses OR-OSHA’s requirements and clarifies workplace safety or health violations.
• Discusses abatement dates and negotiates settlement agreements to resolve disputed citations.
Standards & Technical Resources
• Develops, interprets, and provides technical advice on safety and health standards.
• Provides copies of all OR-OSHA occupational safety and health standards.
• Publishes booklets, pamphlets, and other materials to assist in the implementation of safety and health standards and
programs.
• Operates a Resource Center containing books, topical files, technical periodicals, a video and film lending library,
and more than 200 databases.
Public Education & Conferences
• Conducts conferences, seminars, workshops, and rule forums.
• Presents many workshops that introduce managers, supervisors, safety committee members, and others to
occupational safety and health requirements, technical programs, and safety and health management concepts.
Welcome!
There are many different approaches companies can take in developing plans to prevent
workplace violence. An approach that works well in one company may not be suitable
for another.
This workshop provides you with recommendations on steps to consider in developing a workplace
violence prevention program to reduce the hazards of workplace violence. These are guidelines only.
Oregon OSHA does not intend to create rules specific to violence in the workplace. While not every
suggestion may be appropriate for all organizations, these recommendations provide an excellent means
for quickly assessing the state of an organization’s current policies and practices.
Objectives
1. Define workplace violence.
• Three workers die each day from workplace violence in the U.S.
• 1 out of 4 workers have been attacked, threatened or harassed.
• Workplace violence has been the number one workplace killer of women every year
since 1980.
• There are 1 million workplace assaults annually
• 16 million instances of workplace harassment
• $35.4 billion spent on workplace violence in 1995
Please Note: This material, or any other material used to inform employers of compliance requirements of Oregon OSHA standards
through simplification of the regulations should not be considered a substitute for any provisions of the Oregon Safe Employment Act or
for any standards issued by Oregon OSHA. The information in workbook is intended for classroom use only.
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Type I - Criminal Act. This type of violence involves verbal threats, threatening behavior or
physical assaults by an assailant who has no legitimate business relationship to the workplace.
Risk Factors: Handle money, working alone, high crime area, valuables on site, public safety
issues, etc. (This is the number one category for homicides.)
Type II - Recipient of Service. The person causing violence is either recipient or object of a service
provided by the workplace. He/she is a current or former client, passenger, or customer.
Risk Factors: Work alone, high crime area, drugs/alcohol, regulatory role, conflicting
expectations re: service being provided, etc. (Approximately 70% of not-fatal assaults are in this
category)
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Type III - Employment Relationship. The person has an employment-related involvement with the
workplace:
Non-Job related - a person who has a relationship with a current or former employee. Domestic
violence erupting at work is one of the most common types of workplace violence.
Risk Factors: Atmosphere, downsizing, tolerance for violence, “good old boys”, directive
management style, domestic violence, lack of effective grievance procedure, lack of training for
supervisors in personnel issues, etc. (Represents less than 20% of the workplace homicides.
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Management commitment, including the endorsement and visible involvement of top management,
provides the motivation and resources to deal effectively with workplace violence.
Audit questions
____ 1. A written violence prevention policy that sets a high priority for safety and health exists.
____ 2. A written violence prevention goal and supporting objectives exist.
____ 3. The violence prevention policy is supported by management.
____ 4. Violence prevention goals and objectives are supported by management.
____ 5. Management supports violence prevention program safety rules.
____ 6. Managers personally follow violence prevention program policies and rules.
____ 7. Managers personally intervene in the unsafe or inappropriate behavior of others.
____ 8. Managers set a visible example of violence prevention leadership.
____ 9. Managers participate in the violence prevention program training of employees.
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Audit questions
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3. Employee Involvement
Employee involvement and feedback enable workers to develop and express their own
commitment to safety and health and provide useful information to design, implement, and
evaluate the program.
4. Participate by joining safety committees that receive reports of violent incidents, make
facility inspections, and respond with recommendations for corrective strategies.
(Choose one) 5=Fully Met 3=Mostly Met 1=Partially Met 0=Not Present
Audit questions
____ 20. There is a process designed to involve employees in violence prevention issues.
____ 21. Employees are aware of the involvement process at the workplace.
____ 22. Employees believe the process that involves them in violence prevention is effective.
____ 23. The workplace violence prevention policy is effectively communicated to employees.
____ 24. The workplace violence prevention policy is supported by employees.
____ 25. Violence prevention goals and supporting objectives are effectively communicated to
employees.
____ 26. Violence prevention goals and objectives are supported by employees.
____ 27. Employees use the hazard reporting system.
____ 28. Data analyses of incidents of violence are reported to employees.
____ 29. Hazard control procedures are communicated to potentially affected employees.
____ 30. Employees are aware of how to obtain competent emergency medical care.
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Audit questions
____ 31. A comprehensive baseline violence survey has been conducted within the past five years.
____ 32. Effective job hazard analysis (JHA) is performed, as needed.
____ 33. Effective inspections are performed regularly.
____ 34. Effective surveillance of established violence controls is conducted.
____ 35. An effective violence incident reporting system exists.
____ 36. A violence risk assessment is performed when there is a change in facilities, equipment,
materials, or processes .
____ 37. Outside experts are used to identify risk factors for violence and recommend controls.
____ 38. Risk factors are eliminated or controlled promptly.
____ 39. Violence control procedures demonstrate a preference for engineering methods.
____ 40. Effective engineering controls are in place, as needed.
____ 41. Effective administrative controls are in place, as needed.
____ 42. Violence prevention rules are written.
____ 43. Personal protective equipment is effectively used as needed.
____ 44. Effective preventive and corrective maintenance is performed.
____ 45. Engineered hazard controls are well maintained.
____ 46. The organization is prepared for emergency situations resulting from violence in the workplace.
OR-OSHA Safety for Small Business - Violence In the Workplace
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5. Incident/Accident Investigation
Develop a procedure for employees to report incidents
The primary consideration in developing a reporting procedure is to make sure that it encourages
employees to report all incidents, even minor ones. The following information is useful when
included in a threat incident report:
* Name of the threat-maker and his/her relationship to the company and to the recipient.
* Name(s) of victims or potential victims.
* When and where the incident occurred.
* What happened immediately prior to the incident.
* The specific language of the threat.
* Any physical conduct that would substantiate an intention to follow through on the threat.
* How the threat-maker appeared (physically and emotionally).
* Names of others who were directly involved and any actions they took. Names of witnesses.
* What happened to the threat-maker after the incident.
* Names of any supervisory staff involved and how they responded.
* What event(s) triggered the incident.
* Suggestions for preventing workplace violence in the future.
(Choose one) 5=Fully Met 3=Mostly Met 1=Partially Met 0=Not Present
Audit questions
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Audit questions
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7. Periodic Evaluation
As part of their overall program, employers should evaluate their safety and security measures. Top
management should review the program regularly, and with each incident, to evaluate program
success. An evaluation program should involve the following:
* Establishing a uniform violence reporting system and regular review of reports.
* Reviewing reports and minutes from employee meetings on safety and security issues.
* Analyzing trends and rates in illness/injury or fatalities caused by violence relative to
initial or "baseline" rates.
* Measuring improvement based on lowering the frequency and severity of workplace
violence.
* Keeping up-to-date records of administrative and work practice changes to prevent
workplace violence to evaluate their effectiveness.
* Surveying employees before and after making job or worksite changes or installing
security measures or new systems to determine their effectiveness.
* Surveying employees who experience hostile situations about the medical treatment they
received initially and following the event.
* Complying with OR-OSHA and state requirements for recording and reporting incidents.
* Management should share workplace violence prevention program evaluation reports with
all employees.
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Appendix
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PRACTICE ACTIVITY
Read the scenario below
The incident
An employee called a member of the company crisis team for advice, saying that a coworker was
picking on her, and expressing fear that something serious might happen. For several weeks, she said,
a coworker has been making statements such as, "You actually took credit for my work and you're
spreading rumors that I'm no good. If you ever get credit for my work again, that will be the last time
you take credit for anybody's work. I'll make sure of that." She also said that her computer files have
been altered on several occasions and she suspects it's the same coworker. When she reported the
situation to her supervisor, he tried to convince her that there was no real danger and that she's
blowing things out of proportion. However, she continued to worry. She said she spoke with her
union representative who suggested she contact the agency's workplace violence team.
(Talk to employees separately, contact other employees, referral to EAP, review historical
information if available, be aware of your own reactions, what about the supervisor’s reaction? Is
there a need for supervisor training, review of expectations, etc.? document, outcomes and actions
will vary greatly depending upon what you find out.)
ACTIONS TO DATE:
The agency's response plan calls for involvement of Employee Relations, Security and the Employee
Assistance Program (EAP) in cases involving threats. Immediately following the report to the
response team, the Security Officer contacted the female employee to assist her in filing a police
report on the threat and to discuss safety measures that she should be taking. The victim was also
referred to the EAP, where she received brief counseling and educational materials on handling
severe stress.
An investigation was immediately conducted by an investigator from the security department. In her
statement, the female employee repeated what she had reported to the supervisor earlier about the
threat. In his statement, the male employee stated that, on the day in question, he had been upset
about what he felt were some underhanded activities by the female employee and his only
recollection about the conversation was that he made a general statement like, "You'll pay," to her.
He stated that this was not a threat, just an expression. The investigation showed that the employee
had several previous incidents of intimidating behavior which had resulted in disciplinary actions.
The employee brought in medical documentation that said he had a psychiatric disability of Post
Traumatic Stress Disorder, which caused his misconduct, and he requested a reasonable
accommodation.
(Whatever your policy directs you to do. There is no requirement to accommodate violent behavior.
The next page has EEOC guideline information)
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ACCOUNTABILITY
Disciplinary Actions
Where the supervisor possesses the relevant information regarding violent, harassing, threatening,
and other disruptive behavior, the supervisor should determine the appropriate disciplinary action.
The selection of an appropriate charge and related corrective action should be discussed with human
resources and legal staff where appropriate. Some disciplinary actions are:
• Reprimand, warning, short suspension, and alternative discipline. These lesser disciplinary
actions can be used in cases where the misconduct is not serious or intervention may correct the
problem behavior. They are an excellent means of dealing with problem behavior early on.
• Removal, reduction-in grade, and long-term suspension. Be sure to coordinate with legal staff
to ensure compliance with local, state, and federal law.
Disabilities as a Defense Against Alleged Misconduct
The Equal Employment Opportunity Commission (EEOC) has issued important guidance that
specifically addresses potentially violent misconduct by employees with disabilities. Although this
guidance deals specifically with psychiatric disabilities, it applies generally to other disabling
medical conditions. It advises that an organization may discipline an employee with a disability who
has violated a rule (written or unwritten) that is job-related and consistent with business necessity,
even if the misconduct is the result of the disability, as long as the company would impose the same
discipline on an employee without a disability. The guidance specifically states that nothing in the
Rehabilitation Act prevents an employer from maintaining a workplace free of violence or threats of
violence. For a detailed discussion of all these points, see EEOC Enforcement Guidance on the
Americans with Disabilities Act and Psychiatric Disabilities, EEOC number 915.002, 3-25-97. The
guidance is available on the Internet at http//www.eeoc.gov, or a copy can be obtained by calling the
EEOC Publications department at (800)669-3362.
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Audit questions
____ 1. A written violence prevention policy that sets a high priority for safety and health exists.
____ 2. A written violence prevention goal and supporting objectives exist.
____ 3. The violence prevention policy is supported by management.
____ 4. Violence prevention goals and objectives are supported by management.
____ 5. Management supports violence prevention program safety rules.
____ 6. Managers personally follow violence prevention program policies and rules.
____ 7. Managers personally intervene in the unsafe or inappropriate behavior of others.
____ 8. Managers set a visible example of violence prevention leadership.
____ 9. Managers participate in the violence prevention program training of employees.
ELEMENT 2 - ACCOUNTABILITY
Improve performance through measurement and consequences.
Audit questions
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Audit questions
____ 20. There is a process designed to involve employees in violence prevention issues.
____ 21. Employees are aware of the involvement process at the workplace.
____ 22. Employees believe the process that involves them in violence prevention is effective.
____ 23. The workplace violence prevention policy is effectively communicated to employees.
____ 24. The workplace violence prevention policy is supported by employees.
____ 25. Violence prevention goals and supporting objectives are effectively communicated to employees.
____ 26. Violence prevention goals and objectives are supported by employees.
____ 27. Employees use the hazard reporting system.
____ 28. Sata analyses of incidents of violence are reported to employees.
____ 29. Hazard control procedures are communicated to potentially affected employees.
____ 30. Employees are aware of how to obtain competent emergency medical care.
Audit questions
____ 31. A comprehensive baseline violence survey has been conducted within the past five years.
____ 32. Effective job hazard analysis (JHA) is performed, as needed.
____ 33. Effective inspections are performed regularly.
____ 34. Effective surveillance of established violence controls is conducted.
____ 35. An effective violence incident reporting system exists.
____ 36. A violence risk assessment is performed when there is a change in facilities, equipment, materials, or processes .
____ 37. Outside experts are used to identify risk factors for violence and recommend controls.
____ 38. Risk factors are eliminated or controlled promptly.
____ 39. Violence control procedures demonstrate a preference for engineering methods.
____ 40. Effective engineering controls are in place, as needed.
____ 41. Effective administrative controls are in place, as needed.
____ 42. Violence prevention rules are written.
____ 43. Personal protective equipment is effectively used as needed.
____ 44. Effective preventive and corrective maintenance is performed.
____ 45. Engineered hazard controls are well maintained.
____ 46. The organization is prepared for emergency situations resulting from violence in the workplace.
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Hazard Identification
Worksite Analysis
Worksite analysis involves a step-by-step, commonsense look at the workplace to find existing or
potential hazards for workplace violence. This entails reviewing specific procedures or operations
that contribute to hazards and specific locales where hazards may develop.
A "Threat Assessment Team," "Patient Assault Team," similar task force, or coordinator may assess
the vulnerability to workplace violence and determine the appropriate preventive actions to be taken.
Implementing the workplace violence prevention program then may be assigned to this group. The
team should include representatives from senior management, operations, employee assistance,
security, occupational safety and health, legal, and human resources employee.
The team or coordinator can review injury and illness records and workers' compensation claims to
identify patterns of assaults that could be prevented by workplace adaptation, procedural changes, or
employee training. As the team or coordinator identifies appropriate controls, these should be
instituted.
The recommended program for worksite analysis includes, but is not limited to, analyzing and
tracking records, monitoring trends and analyzing incidents, screening surveys, and analyzing
workplace security.
Records Analysis and Tracking
This activity should include reviewing medical, safety, workers' compensation and insurance records
-- including the OSHA 200 log, if required -- to pinpoint instances of workplace violence. Scan unit
logs and employee and police reports of incidents or near-incidents of assaultive behavior to identify
and analyze trends in assaults relative to particular departments, units, job titles, unit activities, work
stations, and/or time of day. Tabulate these data to target the frequency and severity of incidents to
establish a baseline for measuring improvement.
Monitoring Trends and Analyzing Incidents
Contacting similar local businesses, trade associations, and community and civic groups is one way
to learn about their experiences with workplace violence and to help identify trends. Use several
years of data, if possible, to trace trends of injuries and incidents of actual or potential workplace
violence.
Screening Surveys
One important screening tool is to give employees a questionnaire or survey to get their ideas on the
potential for violent incidents and to identify or confirm the need for improved security measures.
Detailed baseline screening surveys can help pinpoint tasks that put employees at risk. Periodic
surveys -- conducted at least annually or whenever operations change or incidents of workplace
violence occur -- help identify new or previously unnoticed risk factors and deficiencies or failures in
work practices, procedures, or controls. Also, the surveys help assess the effects of changes in the
work processes. The periodic review process should also include feedback and follow-up.
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Independent reviewers, such as safety and health professionals, law enforcement or security
specialists, insurance safety auditors, and other qualified persons may offer advice to strengthen
programs. These experts also can provide fresh perspectives to improve a violence prevention
program.
Workplace Security Analysis
Periodically inspect the workplace and evaluate employee tasks to identify hazards, conditions,
operations, and situations that could lead to violence.
To find areas requiring further evaluation, the team or coordinator should do the following:
•Analyze incidents, including the characteristics of assailants and victims, an account of what
happened before and during the incident, and the relevant details of the situation and its outcome.
When possible, obtain police reports and recommendations.
•Identify jobs or locations with the greatest risk of violence as well as processes and procedures that
put employees at risk of assault, including how often and when.
•Note high-risk factors such as types of clients or patients (e.g., psychiatric conditions or patients
disoriented by drugs, alcohol, or stress); physical risk factors of the building; isolated locations/job
activities; lighting problems; lack of phones and other communication devices, areas of easy,
unsecured access; and areas with previous security problems. (See sample checklist for assessing
hazards in Appendix B.)
•Evaluate the effectiveness of existing security measures, including engineering control measures.
Determine if risk factors have been reduced or eliminated, and take appropriate action.
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I. Priorities
A number of factors maybe important in preventing assaults, or reducing the impact of assaults. We would like
to know your views on what the most important factors are. For these questions, please use the following
definition of assault: "Physical contact that results in injury." (Injury may be major or minor; e.g., mild soreness,
scratches, or bruises would be included.)
1. What do you think is the most important factor contributing to assaults on employees?
___________________________________________________________
___________________________________________________________
A number of factors have been suggested as possibly important in determining whether assaults occur, or the
impact of assaults. Please indicate which factors you think are most important. Please indicate only your top five
priorities. In other words, many of the following areas maybe important, but we are interested in which are most
important. Please place a "1" next to the issue that you think is the top priority, and a "2" next to the issue that
you think is the next highest priority, and so forth. If you have no opinion or don't know, please check "Don't
know."
___ m. Procedures for evaluating employee who have been involved in assaults
___ n. Procedures for reporting assaults to police
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Audit questions
Administrative Investigations
It is important to use an investigator who conducts the investigation in a fair and objective manner. The investigation
should be conducive to developing truthful responses to issues that may surface. It must be conducted with full
appreciation for the legal considerations that protect individual privacy. It is imperative that the investigation, especially
the interview, create an atmosphere of candor and propriety.
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Immediate debriefings
All affected employees should be included in a debriefing so that the cause of the violence and expectations can be
discussed, a plan of action can be addressed, and those needing further counseling can be identified.
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This type of form can be used to report any threatening remark or act of physical violence against a person or property,
whether experienced or observed. Individuals may be more forthcoming with information if the form is understood to be
voluntary and confidential. The form also needs to identify where it should be sent after completion (for example,
workplace violence prevention group or safety committee representative).
Date of Incident YearMonthDay of Week
Location of Incident (map and sketch on reverse side):
Name of Victim:Gender: Male_____ Female_____
Victim Description: ____Employee Job Title__________________________________
____Client
____Visitor
Member of Labor Organization? Yes____ No____
Assigned Work Location (if employee)Supervisor:Has supervisor been notified?
Yes____ No____
Describe the incident.
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
List any witnesses to the incident (name and phone).Did the assault involve a firearm? If so, describe.Did the
assault involve another weapon (not a firearm)? If so, describe.Was the victim injured? If yes, please describe.
Who committed the incident (name, if known)? What is his/her status to the victim:____Stranger ____Personal
Relation
____Client/Patient/Customer____Co-worker ____Supervisor____Other
If other, describe:
_________________________________________________________________________
What was the gender of the person(s) who committed the incident?____Male ____Female
Please check any risk factors applicable to this incident. Each company should develop and include a list of
potential risk factors that may apply in its worksite.
•Working with money
•Working with drugs
•Working in a high-crime area
•Working late at night
•Poor lighting outside of worksite
•Other risk factor: ________________________________________________________
•Other risk factor: ________________________________________________________
What steps could be taken to avoid a similar incident in the future?
(To avoid recreating trauma, sound judgment should be exercised in deciding when to request this information.)
Send completed form to:______________________________________
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Audit questions
Audit questions
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Evaluation
One essential element that cannot be overlooked is to evaluate the violence prevention program on a
scheduled basis, and immediately after an incident has occurred. If the program is not evaluated at
least annually, this and other problems may never be detected.
As with any program, personnel, facilities, and issues can change within a year and updates must be
maintained. Procedures may break down if they are not exercised regularly. In these instances,
practice may be necessary to keep procedures effective.
After an incident, it's important to evaluate the program to see if there are any changes that should
be made immediately to prevent a similar incident from occurring in the future.
Steps in the Evaluation Process
• Appoint knowledgeable employees to conduct the evaluation to ensure effective results..
• Conduct an initial assessment to determine what program components are in place.
• Analyze the components of the violence prevention program.
• Measure improvement based on lowering the frequency and severity of workplace violence.
• Identify those components that require improvement.
• Conduct and review the results of an employee survey.
• Develop ways to improve ineffective components.
• Educate, train and implement changes in the program.
• Devise and update your system for measuring improvement.
• Keep abreast of new strategies to deal with violence.
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In Compliance with the Americans with Disabilities Act (ADA),
this publication is available in alternative formats by calling the
OR-OSHA Public Relations Manager at (503) 378-3272 (V/TTY).