Workplace Stress and Aggression

Workplace Stress and Aggression
Name of Student
Name of Institution
Abstract
Workplace stress and aggression is inevitable in any given organization(s). There are numerous organizational differences that have led to overt violence and aggression in the workplace. In this paper, there is a close look at the Dignity Team Health shooting which was propagated by Matthew Kempf, a former employee. Fortunately or unfortunately, Kempf only murdered his supervisor before committing suicide. The paper attempts to delve into Kempf motive, warning signs and triggering factors; which are well-portrayed simply by the death of a sole individual, Lana Canada. Evidently, she was his target and staging a ‘mass’ shooting made it easier for him to eliminate her. There is an examination of insights given to the leaders of this company as well as the coping strategies of their employees. Regardless of workplace prevalence, there is an inevitability of the continuation of life which is propelled by both the leaders and employees. A conclusion that wraps up the concerns of this research is also incorporated in this paper.
Workplace Stress and Aggression
In 2017, the Dignity Team Health fraternity experienced an unexpected case of workplace violence from one of the employees, Matthew Kempf. He shot one of his supervisors-Lana Canada- who was a mother of seven children who then died on the spot. It was quite a fatal incident as Kempf also took away his life bringing about an image(s) of a murder-suicide scenario.

Inasmuch as it was quite impossible to realize the killer’s motivation, there were evident warning and triggers factors of this event. There was word that Kempf would lose his job on that day; hence, he decided to act before his supervisor. It was confirmed that no one else was murdered; showing clearly that Kempf’s actions were premeditated as his plans were only to kill Canada.
In this case, it was salient that Kempf’s behavior was augured from a personal crisis which could have been handled in another manner. The shooter was obviously attempting to run away from his problem by ensuring that he eliminated the ‘problem perpetrator’ as well. It is ‘understandable’ that personal crises of this caliber are capable of leading one to perform such regrettable actions. Actually, there is a possibility that Canada may have foreseen her death after making the decision of firing Kempf from the company. The uncertainties apropos of this killer’s actions play a role in explaining Canada’s ‘silence’ before her fatal death. There were no clear warning signs positing that Kempf would murder Canada on that particular day. As a result, therefore, this was evident of the uncertainties surrounding workplace violence and its prevalence.
There are some insights that I would have for the leaders of this particular company. Insofar as Kempf’s criminal record was nil, it is necessary for leaders to take employee background checks before recruiting and hiring individuals (Hellriegel & Slocum, 2011). Having an employee’s records makes it easier to realize their susceptibility to workplace violence. If at all one of the staff members has a wanting criminal record; it may be inevitable, therefore, for them to engage in violence [and aggression] in the workplace. It is also important for leaders to stay alert and assist any employees that are exhibiting warning signs of workplace violence. They may 1) benefit from referral programs 2) counseling programs 3) measures of discipline and 4) effective measures of security (Hellriegel & Slocum, 2011; Hughes et al., 2012; Hegar, 2012; Braveman, 2013; Taska & Barnes, 2012; Reilly et al., 2012). The leaders should take action and ensure that the ‘exposed’ employees are given enough care.
Again, insightfully, the employees should commence work in a company that does not tolerate violence. Such a policy does not allow or ‘excuse’ any form(s) of violence that takes place in any company. Regardless of the possibilities to ‘backslide,’ one’s conscience will not allow them to engage in violence in a company with a policy of zero-tolerance in violence (Kerr, 2010; Braveman, 2013). Not tolerating violence in the first place is a representation of the proverbial, “Prevention is better than cure.” Obviously, the employees-in fear of losing their jobs-will comply with the rules and regulations of the particular organization(s) (Kerr, 2010). Some leaders should also expose their employees to training that works toward advising their employees about workplace violence. For instance; the employees may be oblivious of the ways to deal with aggression that takes place within the confines of an organization. These training programs are supposed to act as both preventive and reparative measures of workplace violence. When leaders are keen to involve employees in the matters involving violence [and aggression], it becomes much easier to suppress its prevalent nature.
Furthermore, there are some coping strategies that are beneficial to workers and their susceptibility to workplace violence. It is expected that employees report any warning signs of violence in the workplace. They should not ‘shy away’ from pointing out the existence violence and aggression in their organization(s). As a matter of fact, exposure of such uncouth actions is a salient way of assisting employees to cope with the prevailing nature of organizational violence (Conrad, 2012). Importantly enough, the leaders should also provide counseling sessions for these employees. Some of them may undergo Post Traumatic Stress Disorder (PTSD) due to violence and aggression in their company. With the case at Dignity Team Health, for instance, it is inevitable to witness some employees suffering PTSD after the merciless and inhumane happening in their organization. Grief filled in the particular organization; as a consequence of the violence should be handled in these counseling sessions offered to the employees (Conrad, 2012; Hughes et al., 2012). There is the need for leaders to particularly embrace group sessions that allow the staff members to grieve as a fraternity. Another coping strategy revolves around the idea(s) that violence is an unexpected predicament in the workplace.
With this realization, employees are urged to be more vigilant and keen while interacting with their colleagues. It is much easier for a fellow employee, unlike the leaders, to realize the warning signs of violence in the workplace. For instance; interaction with an employee battling issues such as depression and family feud is more susceptible to workplace rage since personal crises are classified as triggering events. As mentioned, therefore; on realizing these triggering and warning signs, it is mandatory for the employees to report the findings to their leaders (Hellriegel & Slocum, 2011). If signs of violence are realized beforehand, it becomes much easier to placate the situation before blowing it out of proportion. The employees should not expect their leaders to come up with all the coping strategies of workplace violence. In fact, the former should have an upper hand as they relate closely with their fellow employees.
Conclusion
The shooting that took place at Dignity Team Health in 2017 has a significant role in exposing individuals to the predicament of workplace violence. From the incident, there was a realization that triggering and warning factors are requisite in understanding the prevalence of violent. Matthew Kempf’s actions appeared quite enigmatic since he did not portray any warning signs of committing murder. Despite the fact that ‘losing’ his job may have been a triggering factor of his actions, it was still quite difficult to spot his motive. The idea(s) that he shot his supervisor was, in fact, a believable assumption since it was not coincidental that no one else lost their lives. Again, by shooting himself, it was enough proof that Kempf did not have anything to keep him alive. An exploration of the insights given to the company’s leaders is necessary to avoid similar future predicaments. When they resort to violence prevention rather than violence rectification, it becomes much easier to deal with the problem.
References
Braveman, M. (2013). Aggression in Organizations: Violence, Abuse, and Harassment at Work and in Schools. Routledge.
Conrad, M. (2012). Safeguarding employees from workplace violence. Security Magazine.
Hellriegel, D., & Slocum, J. W. (2011). Organizational behavior. Mason, OH: South-Western Cengage Learning.
Hegar, K. W. (2012). Modern human relations at work. Mason, OH: : South-Western Cengage Learning.
Hughes, R., Kinder, A., & Cooper, C. L. (2012). International handbook of workplace trauma support. Chichester, West Sussex: Wiley-Blackwell.
Kerr, K. M. (2010). Workplace violence: Planning for prevention and response. Burlington, MA: Butterworth-Heinemann.
Reilly, N. P., Sirgy, M. J., & Gorman, C. A. (2012). Work and quality of life: Ethical practices in organizations. Dordrecht: Springer Netherlands.
Taska, L., & Barnes, A. (2012). Rethinking misbehaviour and resistance in organizations. Bingley: Emerald.