DOCSLIB.ORG

Staff Perception of Workplace Violence in the ED: Implementing Egress Education and Cue Recognition

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Staff Perception of Workplace Violence in the ED: Implementing Egress Education and Cue Recognition University of Kentucky UKnowledge DNP Projects College of Nursing 2019 Staff Perception of Workplace Violence in the ED: Implementing Egress Education and Cue Recognition Kelsey Jobe University of Kentucky, [email protected] Right click to open a feedback form in a new tab to let us know how this document benefits ou.y Recommended Citation Jobe, Kelsey, "Staff Perception of Workplace Violence in the ED: Implementing Egress Education and Cue Recognition" (2019). DNP Projects. 302. https://uknowledge.uky.edu/dnp_etds/302 This Practice Inquiry Project is brought to you for free and open access by the College of Nursing at UKnowledge. It has been accepted for inclusion in DNP Projects by an authorized administrator of UKnowledge. For more information, please contact [email protected]. Staff Perception of Workplace Violence in the ED: Implementing Egress Education and Cue Recognition Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Nursing Practice at the University of Kentucky By: Kelsey Jobe, BSN, RN Lexington, Kentucky 2019 Abstract Purpose: The purpose of this DNP project was to examine staff perception of workplace violence before and after an educational intervention provided to bedside staff members in the ED of a Level-1 trauma center. The project focused on assessing the impact of an educational intervention on staff perception of WPV related to safety and overall awareness. Methods: This project was a single site project designed to examine the impact of an educational intervention using egress education and cue recognition in the ED setting using a pre- and post- survey. The survey examined staff perception of safety related to WPV before and after receiving education on effective routes of egress throughout the ED and cue recognition. The purpose behind the education implemented was to promote awareness, improve recognition of escalating behaviors, and mitigate the potential for violent behavior. Surveys were used to determine effectiveness of the intervention on staff perceptions of personal safety while working. The project examined cross-sectional survey responses obtained from bedside nurses and other healthcare providers that work within the emergency department of a Level I Trauma Center. Results: A total of 87 staff members completed the pre-survey and 79 staff members completed the post-survey following the egress education and cue recognition. 81% of project participants reported experiencing some form (Verbal and/or Physical) of WPV while working in the ED. Staff perception based on survey responses did not demonstrate a need for exit strategy education implementation (p = 0.79). Discussion: WPV in the ED occurs at an alarming rate, yet despite the evidence, the rate of violence experience by healthcare workers continues to rise. It is imperative to implement effective training programs for staff, however, more studies need to be conducted on effective strategies of training and relevant content that effectively reduce acts of WPV in the healthcare setting. ii Acknowledgements I would like to thank my clinical mentor, Dr. Patricia K. Howard, who has been my number one mentor and has guided me through my project. Without your support my final defense would not be where it is today. You are my role model and a mentor to nurses and students all across the country. You take on so much and somehow never fail to help guide those that come to you and ensure they have every opportunity to be the best they can be. I would also like to thank my advisor, Dr. Jean Edward, because without your time and participation in my defense, this would not be possible. You will never know how much it means to me that you believed in me and my goal. Your support and dedication to my success has been invaluable to me. You took me on as a student and guided me in every aspect to accomplish what I have worked so hard for over the last four years. Lastly, to the staff and faculty members at the University of Kentucky College of Nursing, I cannot thank you all enough for the large role you played in me fulfilling my dream to become an acute care nurse practitioner and achieving my DNP degree. iii Dedication My DNP project is dedicated to all emergency department staff members who have been subjected to acts of workplace violence and my hope is that this project contributes to making a significant impact for emergency departments and hospitals across the country. I would also like to dedicate this project to my parents and sister, who always believed in me and taught me to follow my dreams no matter how long it may take or how difficult it may seem. Lastly, to my friends who continually supported me and gave encouragement throughout the whole process. iv Table of Contents Abstract ........................................................................................................................................... ii Acknowledgements ........................................................................................................................ iii Introduction ..................................................................................................................................... 1 Background ..................................................................................................................................... 2 Purpose ............................................................................................................................................ 4 Theoretical Framework ................................................................................................................... 5 Methods .......................................................................................................................................... 6 Design ...................................................................................................................................... 6 Setting ...................................................................................................................................... 6 Sample ..................................................................................................................................... 6 Congruence .............................................................................................................................. 7 Facilitators and Barriers ........................................................................................................... 7 Measures .................................................................................................................................. 8 Educational Intervention .......................................................................................................... 9 Data Collection ...................................................................................................................... 10 Data Analysis ......................................................................................................................... 10 Results ........................................................................................................................................... 11 Sample Characteristics .......................................................................................................... 11 WPV Experience and Reporting Characteristics ................................................................... 11 Staff Training Characteristics ................................................................................................ 12 Staff Preparedness Characteristics ......................................................................................... 13 Staff Suggestions and Key Themes Characteristics .............................................................. 15 Discussion ..................................................................................................................................... 16 Implications for Practice, Education, and Future Research .......................................................... 18 Limitations .................................................................................................................................... 20 Conclusion .................................................................................................................................... 21 References ..................................................................................................................................... 23 Appendices .................................................................................................................................... 26 v Appendix A: Letter of Support .............................................................................................. 26 Appendix B: Nursing Research Council Approval Letter ..................................................... 27 Appendix C: Cover Letter ..................................................................................................... 28 Appendix D: IRB Approval ................................................................................................... 29 Appendix E: Survey Tool ...................................................................................................... 30 Tables ............................................................................................................................................ 35 Table 1: Demographics Table for Sample Population........................................................... 35 Table
Load more

Recommended publications
  • Violence Free Workplace Policy No
    Sub Topic: Violence Free Workplace Policy No. 13-03 Topic: Health & Safety Employees Covered: All Employees Section: Human Resources Council Adoption Date: June 21, 2010 Effective Date: June 15, 2010 Revision No: 001 Date: July 1, 2016 CAO Approval: Date: Policy Statement & Strategic Plan Linkages The Corporation of the Town of Newmarket is committed to ensuring that all employees feel safe and secure at all times within the workplace. Maintaining a workplace that is free from violence is a responsibility of all employees as part of the health and safety Internal Responsibility System. The Town will not tolerate, ignore, or condone workplace violence and considers violence to be a serious offence. The Town policy emphasizes education, risk management, prevention and zero-tolerance for workplace violence. All employees are expected to work in a safe and respectful manner and uphold this policy as workplace violence is unacceptable at the Town of Newmarket. Purpose The purpose of this policy is to demonstrate the Town’s commitment to the Occupational Health & Safety Act by protecting employees from sources of workplace violence; to define the duties and responsibilities of the employer and employees in supporting this policy; and to address all incidents or complaints of workplace violence. The Town’s violence free workplace strategy of prevention and elimination includes a policy, program, employee instruction and hazard recognition processes. Definitions: "Workplace Violence" - Is defined as: (a) the exercise of physical force by a person against a worker, in a workplace, that causes or could cause physical injury to the worker, (b) an attempt to exercise physical force against a worker, in a workplace, that could cause physical injury to the worker, (c) a statement or behaviour that it is reasonable for a worker to interpret as a threat to exercise physical force against the worker, in a workplace, that could cause physical injury to the worker.
    [Show full text]
  • Taking the First Step: Workplace Responses to Domestic and Family Violence December 2017 Nationaltable of Contents Domestic Violence Survey Respondents
    Taking the first step: Workplace responses to domestic and family violence December 2017 NationalTable of contents Domestic Violence Survey Respondents Foreword 1 Executive summary 5 Introduction 8 Australian Case Studies 17 Aurizon 17 Australia Post 18 Australian Public Service 20 Autopia 21 Carlton Football Club 22 Commonwealth Bank 24 Housing Plus 25 Konica Minolta 28 Mirvac Group 29 PwC Australia 31 Queensland Government 33 Rio Tinto 35 Telstra 38 Conclusion 40 Acknowledgements 41 If you or someone you know has experienced domestic or family violence, phone 1800 RESPECT, or visit www.1800respect.org.au B | Taking the first step: Workplace responses to domestic and family violence Taking the first step: Workplace responses to domestic and family violence Foreword Violence against women is one of the most workplace and contributes to sex discrimination serious, life threatening and widespread violations at work. Data show that women who are exposed of human rights globally. In Australia, 40.8% of to intimate partner violence are employed in women have experienced some form of violence higher numbers in casual and part-time work, since the age of 15.1 Violence against women and that their earnings from formal wage work occurs in the home, in public spaces and also are 60% lower, compared to women who do not in the workplace. Across Asia, studies in Japan, experience such violence.4 Malaysia, the Philippines and the Republic of Korea show that 30 to 40% of women suffer workplace Violence against women also carries with it sexual harassment.2 Workplaces are affected significant costs, to individuals, businesses and by violence in the workplace and by family and societies.
    [Show full text]
  • When to Rethink Your Workplace Strategy: a Road Map for Facility Managers
    WHEN TO RETHINK YOUR WORKPLACE STRATEGY: A ROAD MAP FOR FACILITY MANAGERS WHITE PAPER Brittany Jones, Interior Designer WHEN TO RETHINK YOUR WORKPLACE STRATEGY: A ROAD MAP FOR FACILITY MANAGERS In recent years, corporate leadership and facility managers have embraced the office environment as a tool for increasing productivity and achieving financial objectives. Adopting an effective workplace strategy has become crucial to maximizing the potential of workspace, and with no two companies identical, a one-size-fits-all approach will not work. The result is a growing industry of workplace strategists focused on leveraging office space as an asset that enhances the employee experience, reinforces brand identity and culture, attracts talent, and ultimately results in a positive impact on the bottom line. For these reasons, investing in workplace strategy for your office is a quadruple win. WHAT IS WORKPLACE STRATEGY? company culture, and technology. When these three By definition, workplace strategy is “the dynamic “strands” carry equal weight and consideration alignment of an organization’s work patterns with the during the development of a workplace strategy, the work environment to enable peak performance and outcomes are optimal. reduce costs.1” In practice, a workplace strategy is a systematic evaluation of how space is being used in Work as we know it is evolving at a rapid rate, and it order to optimize effectiveness and efficiency in the looks nothing like it did a decade ago. As the workforce workspace.2 Workplace strategy can be thought of as changes, and the way we work changes, it’s more a three-ply cord, comprised of the built environment, important than ever for organizations to honestly assess © 2020 NELSON Workplace strategy can be thought of as a three-ply cord, comprised of the built ENVIRONMENT, company CULTURE, and TECHNOLOGY.
    [Show full text]
  • AGENDA Page 1 Toronto Public Library Board Meeting No. 11
    AGENDA Page 1 Toronto Public Library Board Meeting No. 11: Monday, December 12, 2016, 6:00 p.m. to 7:15 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto The Chair and members gratefully acknowledge that the Toronto Public Library Board meets on the traditional territory of the Mississaugas of New Credit First Nation, the Haudenasaunee, the Huron-Wendat and home to many diverse Indigenous peoples. Members: Mr. Ron Carinci (Chair) Ms. Sue Graham-Nutter Ms. Lindsay Colley (Vice Chair) Mr. Dianne LeBreton Councillor Paul Ainslie Mr. Strahan McCarten Councillor Christin Carmichael Greb Mr. Ross Parry Councillor Sarah Doucette Ms. Archana Shah Councillor Mary Fragedakis Ms. Eva Svec Closed Meeting Requirements: If the Toronto Public Library Board wants to meet in closed session (privately), a member of the Board must make a motion to do so and give the reason why the Board has to meet privately (Public Libraries Act, R.S.O. 1990, c. P.44, s. 16.1). 1. Call to Order 2. Declarations of Conflicts of Interest 3. Approval of Agenda 4. Confirmation of November 21, 2016 Toronto Public Library Board Meeting Minutes 5. Approval of Consent Agenda Items All Consent Agenda Items (*) are considered to be routine and are recommended for approval by the Chair. They may be enacted in one motion or any item may be held for discussion. 6. Business Arising from the Minutes *7. City Librarian’s Report *8. Communications AGENDA Page 2 Toronto Public Library Board Meeting No. 11: Monday, December 12, 2016, 6:00 p.m. to 7:15 p.m.
    [Show full text]
  • Workplace Health and Well-Being Strategy Report of Expert Group
    Workplace Health and Well-Being Strategy Report of Expert Group Workplace Health and Well-Being Strategy Report of Expert Group Vision: A working-age population which values work for its contribution to health and well-being. A workplace environment and culture which values employee health for its contribution to work. Published in May 2008 by the Health and Safety Authority, The Metropolitan Building, James Joyce Street, Dublin 1. ©All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the Health and Safety Authority. Contents Foreword 4 Executive Summary 5 1. Introduction – The Changing Nature of the Irish Workplace 15 2. Why We Need a Strategy – The Case for Action 17 3. Workplace Health and Well-being – A Model for Action 28 4. Health Issues Affecting Workplaces 43 Appendix I 57 Appendix II 58 List of Figures Figure 2.1: Breakdown of employment by sector, 2006............................................................................................19 Figure 2.2: The ageing population.............................................................................................................................21 Figure 2.3 Expenditure on illness and disability, 2000 to 2005.................................................................................23 Figure 2.4 Number of recipients of illness, disability and unemployment payments, 1998 to 2005 ........................24
    [Show full text]
  • Workplace Strategy: Part 2 Designing a Transformative Workplace Margulies Perruzzi | 2
    MARGULIES PERRUZZI | 1 WORKPLACE STRATEGY: PART 2 DESIGNING A TRANSFORMATIVE WORKPLACE MARGULIES PERRUZZI | 2 TABLE OF CONTENTS PART 2 OVERVIEW CHAPTER 4 IMMERSIVE WORKPLACES CHAPTER 5 NEW TECHNOLOGIES CHAPTER 6 DYNAMIC MODELS OF WORKING CHAPTER 7 CHANGE MANAGEMENT CHAPTER 8 DATA DRIVEN DESIGN CHAPTER 9 EMPLOYEE WELLBEING ABOUT MARGULIES PERRUZZI A new US headquarters for Cimpress and Vistaprint, a global supplier of customized marketing solutions. MARGULIES PERRUZZI | 3 OVERVIEW WORKPLACE STRATEGY: PART 2 MARGULIES PERRUZZI | 4 OVERVIEW WORKPLACE STRATEGY: PART 2 WORKPLACE STRATEGY PART 1: RECAP WORKPLACE STRATEGY PART 2 CHAPTERS 1-3: LEVERAGING YOUR SPACE CHAPTERS 4-8: DESIGNING A TO INSPIRE TOMORROW’S TALENT TRANSFORMATIVE WORKPLACE In Margulies Perruzzi’s Workplace Strategy 1.0, we reviewed techniques In this issue, Workplace Strategy 2.0, Margulies Perruzzi’s Workplace businesses can implement to effectively support the three main Strategy experts offer a deeper understanding of the current state of business drivers impacting the workplace: work today. What’s next for organizations and the impacts on their physical workplaces? We will look at the shift in: Inspire Productivity Attract & Retain Talent Enhance Create better value/ Competition Brand Recognition User-Centric Design Energy Trends Changes in Workflow product service for talent Motivate employees 1. 71% 41% INSPIRE US businesses lose $11 PRODUCTIVITY billion annually as a result 1 Evolving Technology Employee Wellbeing employees who know of employee turnover. millennials
    [Show full text]
  • Public Health Agency of Canada
    Findings of the Office of the Public Sector Integrity Commissioner in the Matter of an Investigation into a Disclosure of Wrongdoing Public Health Agency of Canada Case Report February 2017 The generic masculine has been used in this report to protect the identity of those concerned. For copies of the Report or other Office of the Public Sector Integrity Commissioner of Canada publications, contact: Office of the Public Sector Integrity Commissioner of Canada 60 Queen Street, 7th Floor Ottawa, ON K1P 5Y7 Tel.: 613‐941‐6400 Toll free: 1‐866‐941‐6400 Fax: 613‐941‐6535 Email: psic‐ispc@psic‐ispc.gc.ca Ce document est également disponible en français. ©Office of the Public Sector Integrity Commissioner of Canada, 2017 Cat. No.: PG4‐16/2017E‐PDF ISBN: 978‐0‐660‐07525‐9 The Honourable George J. Furey, Q.C. Speaker of the Senate The Senate Ottawa, Ontario K1A 0A4 Dear Mr. Speaker: I have the honour of presenting you with the Office of the Public Sector Integrity Commissioner’s Report of Findings in the Matter of an Investigation into a Disclosure of Wrongdoing at the Public Health Agency of Canada, which is to be laid before the Senate in accordance with the provisions of subsection 38 (3.3) of the Public Servants Disclosure Protection Act. The report contains the findings of wrongdoing; the recommendations made to the chief executive; my opinion as to whether the chief executive’s response to the recommendations is satisfactory; and the chief executive’s written comments. Yours sincerely, Joe Friday Public Sector Integrity Commissioner OTTAWA, February 2017 The Honourable Geoff Regan, P.C., M.P.
    [Show full text]
  • How Workplace Strategy Can Prepare Your
    Zurich North America HOW WORKPLACE STRATEGY CAN PREPARE YOUR ORGANIZATION FOR THE FUTURE As organizations evolve to meet the future of work, your workplace strategy can directly influence your employer brand, company culture and the bottom line. SWAPNA SATHYAN, DIRECTOR OF WORKPLACE STRATEGY CONSULTING, CANNONDESIGN In today’s hyper-competitive business climate, successful Developing an effective strategy requires insight into the unique companies can no longer view strategic workplace design as a structural, cultural and aspirational goals of an organization. luxury. Companies planning to achieve growth, talent retention, Impactful workplace design cannot be based on the plethora of financial and other key business goals should align their prevailing opinions on workplace strategy and design. A quick workplace strategy to their overall business objectives. Google search of “workplace design” returns over 275,000 The Future of Work - defined by the trifecta of People, results in under half a second and there are countless stories Process and Place - is characterized by a shifting workplace, posted each year debating the merits of elements such as open technology advancements and other forces influencing the vs. closed offices. It’s not uncommon to read a story from a nature of work and driving workplace preferences. A successful publication about why open-plan offices don’t work and then a workplace strategy is critical for companies to stay competitive month later read another story about how they can work great and position themselves for future success. from the same source. Most of these opinions and stories are simply noise. While Workplaces are Changing, Here’s Why: there may be data, facts and insight to glean from some of the commentary, the reality is any piece that argues that one style There are five forces currently forcing workplace of workplace design is better than another severely misses the evolution, including: point: every organization requires a custom workplace strategy.
    [Show full text]
  • 150 Amazing U.S. Startups
    150 Amazing U.S. Startups To Follow in 2020 04 Introduction 27 Repsly 05 Atlanta, Georgia 28 Ten Percent Happier 06 RoadSync 28 Teikametrics 06 Pindrop 29 BlueConic 07 Springbot 29 Crayon 07 Roadie 30 InAuth 08 Bark 30 EnergySage 08 Gather 31 Fortify 09 Steady 31 Summary 09 Patientco 32 Chicago, Illinois 10 Bluefin 33 dscout 10 Urjanet 33 Trunk Club 11 Evident 34 Yello.co 11 Bastille 34 1871 12 Covetool 35 Telnyx 12 Greenlight 35 ThreeKit 13 Volantio 36 The Mom Project 13 Summary 36 Boro 14 Austin, Texas 37 Paro 15 Cerebri AI 37 Clarity Insights 15 Convey 38 Journera 16 Dropoff 38 Fooda 16 Hypergiant 39 Kin Insurance 17 Hitch 39 LogicGate 17 Revealix 40 VillageMD 18 Rocket Dollar 40 Summary 18 Backtracks 41 Denver, Colorado 19 Tenfold 42 Bigger Pockets 19 BigCommerce 42 SonderMind 20 ClearBlade 43 Trackvia Inc. 20 Bungalo 43 Convercent 21 Dosh 44 Havenly 21 ICON 44 Ibotta 22 Living Security 45 GutCheck 22 Summary 45 Ping Identity 23 Boston, Massachusetts 46 Homebot 24 Spiro 46 PlanOmatic 24 Apptopia 47 Welltok 25 FutureFuel 47 Faction 25 LinkSquares 48 Flowhub 26 Privy 48 Hotel Engine 26 Humanyze 49 Guild Education 27 Experfy 49 Summary 2 50 Los Angeles, California 73 PatientSafe Solutions 51 UpKeep 73 Cordial Inc. 51 Wag! 74 Portfolium 52 Blavity 74 eSUB Construction 52 Oro, Inc. 75 Mitek Systems 53 BloomNation 75 Shield AI 53 Mira Labs 76 Netradyne 54 SFOX 76 Summary 54 TutorMe 77 San Francisco, California 55 Stem Disintermedia 78 Checkr 55 FabFitFun 78 Allganize 56 Joymode 79 City Cop 56 Fernish 79 ZeBrand 57 Lumi 80 SyncSketch 57 Beautycon
    [Show full text]
  • FACILITATING a SAFE and RESPECTFUL WORKPLACE 2 Facilitating a Safe and Respectful Workplace
    FACILITATING A SAFE AND RESPECTFUL WORKPLACE 2 Facilitating a safe and respectful workplace “TO SOLVE OUR MOST DIFFICULT PROBLEMS, WE MUST RADICALLY CHANGE OUR THINKING.” — STEPHEN COVEY DR. BILL HOWATT, PH.D., ED.D., CHIEF OF RESEARCH WORKFORCE PRODUCTIVITY AT THE CONFERENCE BOARD OF CANADA DR. KELLY VANBUSKIRK, PH.D., Q.C., LAWSON CREAMER JESSE ADAMS MSC, HEAD OF STRATEGY AND OPERATIONS, HOWATT HR CONSULTING 3 Facilitating a safe and respectful workplace Table of Contents Introduction . 4 Respect in the workplace today ..............................................4 The size and scope of incivility, harassment and violence ........................5 Barriers to a solution ....................................................... 7 Common law responses to workplace incivility, harassment and violence ..........8 Solving the problem . 10 Employers ............................................................... 10 Supervisors ...............................................................11 Employees ................................................................11 Employee onboarding ..................................................... 12 Using an integrated approach to motivate respectful workplaces . 13 Education, training and collaboration ........................................ 13 Correcting incivility and harassment ......................................... 14 Integrating respectful workplace strategy with mental health strategy and OHS programs ................................................ 15 Conclusion . 16 Footnotes . 17 4
    [Show full text]
  • Workplace Strategy & Sustainability
    Workplace Strategy & Sustainability Dr. Alexander Redlein, IFM, Vienna University of Technology Pat Turnbull, MA & LEED AP, Kayhan International MANAGING CEUs AND CFM® MAINTENANCE POINTS You are eligible to receive Continuing Education Units (CEUs) and Certified Facility Manager® (CFM) maintenance points for attending sessions at Facility Fusion. To receive CEU points you must pay the $12 processing fee, log onto: ceu.experient-inc.com/FFN121 and pass a five-question assessment developed by the speaker. CEUs can only be earned upon successful completion of the assessment. To receive 20 CFM maintenance points you must place your registration confirmation notice into your maintenance records. No assessment is needed if you only want to earn CFM maintenance points. An official IFMA transcript will be emailed for successful completion of courses at Facility Fusion. Individuals seeking continuing education credit from other organizations must contact those organizations for instructions on self-reporting their credit hours. CEU codes are no longer needed to receive CEU points. Simply pay the $12 CEU processing fee at registration, visit the registration kiosks or log on to ceu.experient-inc.com/FFN121 and take the five-question test assessments. Facility Fusion Evaluations are online! Evaluate sessions at the registration kiosks or online at ceu.experient-inc.com/FFN121 Your feedback is vital to our conference planning. Workplace Strategy & Sustainability Meet our Presenters: Pat Turnbull, MA & LEED AP, Dr. Alexander Redlein, IFM, Kayhan International Vienna University of Technology Workplace Strategy & Sustainability Learning Objectives: . Understanding Workplace Strategy & Why Is It Important . Aligning Workplace Strategy Goals With C-suite Objectives For Enhanced & Sustainable Work Environments .
    [Show full text]
  • Human Resource Role-Hari Hara Raju
    BEST: International Journal of Management, Information Technology and Engineering (BEST: IJMITE) ISSN(Print):2348-0513; ISSN(Online): 2454-471X; Vol. 3, Issue 10, Oct 2015, 1-14 © BEST Journals HUMAN RESOURCE ROLE IN HANDLING WORKPLACE BULLYING ISSUES K. HARI HARA RAJU 1 & JALADI. RAVI 2 1Post-Doctoral Fellow (UGC), Department of Commerce & Management Studies, Andhra University, Visakhapatnam, India 2 Professor, Department of Commerce & Management Studies, Andhra University, Visakhapatnam, India ABSTRACT Workplace bullying can have a serious negative impact on individuals and on companies, but is unfortunately common. Everyone in a company benefits from recognizing and stopping workplace bullying. If you are a bully or being bullied at work keeps reading to learn how to stop. Workplace bullying is when one a person or group of people in a workplace single out another person for unreasonable, embarrassing, or intimidating treatment. Usually the bully is a person in a position in authority who feels threatened by the victim, but in some cases the bully is a co-worker who is insecure or immature. Workplace bullying can be the result of a single individual acting as a bully or of a company culture that allows or even encourages this kind of negative behavior. The present paper deals with the concept of bullying, types, and HR role in work place bullying issues. The paper mainly based on secondary data. KEYWORDS: Work Place, Bullying, Company INTRODUCTION The word “bully” can be traced back as far as the 1530s. (Harper, 2008). In its most basic sense bullying involves two people, a bully or intimidator and a victim.
    [Show full text]