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Harassment And Violence At The Work Place: Perceiving The Case.-00-6511
Some employers are recognizing the existence of workplace violence and harassment and fabricating solutions and schemes to address the problem. An increase in awareness is ordinarily accompanied by a decrease in tolerance for incidents of abuse.
Violence and harassment at the workplace can severely compromise a work environment. For the victim, abuse can result in anger, depression, guilt, self-doubt with regards to competency, anxiety and Post-Traumatic Stress Disorder type symptoms. Abuse can be as damaging for other laborers at the workplace as it's for the victim. Laborers can no longer feel as safe and comfortable at work. This can result in lost productivity and decreased work performance. Overall worker morale can drop and the employer's character can be jeopardized.
Recruiting and retaining staff can become more challenging. In the absence of policies, the employer can be subject to legal proceedings from victims.
Higher insurance premiums, increased workers' compensation levy payments and lost-time claims can also result. Without doubt or question, having policies and procedures in position.
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... Education to increment awareness is key to eliminating workplace violence and harassment. Some laborers aren't intimate with their organization's policies on violence and harassment. Increased knowledge of these policies and procedures helps in reducing the stress as an effect of an incident.
Some components of an efficient education and training program include: Clarifying roles and responsibilities, educating staff with regards to reporting procedures, training of crisis intervention/victim aid personnel (where appropriate), training and educating those charged with investigating incidents, communication with other agencies such like police, community and social services, incrementing worker awareness with regards to rights and available assistance and incrementing awareness of relevant legislation and the employer's policies and procedures.
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