{"id":1213,"date":"2023-03-31T17:37:45","date_gmt":"2023-03-31T17:37:45","guid":{"rendered":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/chapter\/13-3-4-learn-it-harassment-and-violence-in-the-workplace\/"},"modified":"2026-01-15T22:15:44","modified_gmt":"2026-01-15T22:15:44","slug":"13-3-4-learn-it-harassment-and-violence-in-the-workplace","status":"publish","type":"chapter","link":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/chapter\/13-3-4-learn-it-harassment-and-violence-in-the-workplace\/","title":{"raw":"Workplace Design and Bias: Learn It 2\u2014Harassment and Violence in the Workplace","rendered":"Workplace Design and Bias: Learn It 2\u2014Harassment and Violence in the Workplace"},"content":{"raw":"
<\/section>\r\n
\r\n
\r\n

Workplace Harassment<\/h2>\r\n

Most organizations have developed harassment policies that define prohibited conduct and establish procedures for prevention and response. If you've held a job, you were likely made aware of your employer's harassment policy and may have received related training\u2014particularly given increased attention to these issues following the #MeToo movement that gained widespread attention in 2017.<\/p>\r\n

\r\n

sexual harassment<\/h3>\r\n

The U.S. Equal Employment Opportunity Commission defines sexual harassment<\/strong> as unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature that explicitly or implicitly affects an individual's employment, unreasonably interferes with work performance, or creates an intimidating, hostile, or offensive work environment.<\/p>\r\n<\/section>\r\n

Sexual harassment takes two primary forms:<\/p>\r\n

    \r\n\t
  • Quid pro quo harassment<\/strong> (Latin for \"something for something\") occurs when organizational rewards are offered in exchange for sexual favors, or when refusing sexual requests results in workplace penalties. This typically involves a power imbalance\u2014for example, a supervisor requesting sexual contact in exchange for a promotion, positive performance review, or pay raise.<\/li>\r\n\t
  • Hostile environment harassment<\/strong> occurs when workplace conditions are intimidating or offensive due to sexual conduct. This includes offensive language, sexual jokes, or sexually explicit images. Isolated incidents generally don't constitute harassment, but a pattern of repeated occurrences does.<\/li>\r\n<\/ul>\r\n
    \r\n

    The Scope of the Problem<\/h3>\r\n

    Research consistently documents the prevalence of workplace harassment. A 2024 national survey by Newcomb Institute found that 37% of women have experienced sexual harassment specifically in the workplace, with 82% of women and 42% of men reporting lifetime experiences of sexual harassment or assault. Critically, researchers found no significant decrease in prevalence rates since 2018, despite heightened awareness and prevention efforts.<\/p>\r\n

    EEOC data reveal that harassment charges have increased significantly in recent years. Total harassment charges climbed from 21,270 in fiscal year 2021 to 31,354 in fiscal year 2023\u2014an increase of over 47%. Sexual harassment charges specifically rose from 5,581 to 7,732 during this period. In fiscal year 2023, the EEOC recovered over $202 million in harassment-related claims, up from $142 million in 2021.<\/p>\r\n

    Despite these increases in formal charges, research suggests substantial underreporting. Studies estimate that 70-90% of harassment incidents are never formally reported, often due to fear of retaliation, concerns about not being believed, or lack of trust in reporting mechanisms.<\/p>\r\n<\/section>\r\n

    Protected Characteristics<\/h3>\r\n

    Harassment doesn't have to be sexual in nature. Federal law prohibits harassment based on any characteristic protected by EEOC-enforced statutes: race, color, religion, sex (including pregnancy, sexual orientation, and gender identity), national origin, age (40 or older), disability, and genetic information.<\/p>\r\n

    In April 2024, the EEOC issued its first updated enforcement guidance on workplace harassment in 25 years. The guidance addresses emerging issues including harassment in virtual and remote work environments, clarifies protections based on sexual orientation and gender identity following the Supreme Court's 2020 Bostock v. Clayton County<\/em> decision, and provides over 70 examples of potentially actionable conduct. The guidance emphasizes that harassment can occur through work-related communication systems including video conferences, chat platforms, and email.<\/p>\r\n

    \r\n

    workplace violence<\/h3>\r\n

    Workplace violence<\/strong> encompasses any act or threat of physical violence, harassment, intimidation, or other threatening, disruptive behavior occurring at work. It ranges from verbal abuse and threats to physical assaults and homicide. The Occupational Safety and Health Administration considers workplace violence a serious occupational hazard requiring systematic prevention efforts.<\/p>\r\n<\/section>\r\n

    Current Statistics<\/h3>\r\n

    According to the Bureau of Labor Statistics, of the 5,283 fatal workplace injuries in the United States in 2023, 740 were due to violent acts. Homicides (458) accounted for nearly 62% of these violent deaths. While workplace violence affects workers across all industries, certain occupations face elevated risk\u2014particularly workers in healthcare, retail, transportation, and protective services.<\/p>\r\n

    The risk profile differs by gender. While men comprise the majority of workplace homicide victims in absolute numbers, homicide accounts for a disproportionate share of workplace deaths among women. Approximately 20% of all workplace fatalities among women result from homicide, compared to about 8% for men. Research indicates that intimate partner violence contributes significantly to workplace homicides among women, with perpetrators sometimes choosing victims' workplaces to commit violence.<\/p>\r\n

    Healthcare workers face particularly elevated risk for nonfatal workplace violence. According to CDC data, the healthcare industry experiences workplace violence at rates more than triple the overall rate for all industries combined\u201414 nonfatal injuries involving days away from work per 10,000 full-time workers compared to 4.3 per 10,000 across all sectors. Healthcare workers comprise about 10% of the workforce but experience 48% of nonfatal injuries due to workplace violence.<\/p>\r\n

    Types and Targets of Workplace Violence<\/h3>\r\n

    Researchers categorize workplace violence into four types based on the perpetrator's relationship to the workplace:<\/p>\r\n

      \r\n\t
    • Type I (Criminal intent)<\/strong>: Violence by someone with no legitimate relationship to the workplace, typically during commission of a crime such as robbery<\/li>\r\n\t
    • Type II (Customer\/client)<\/strong>: Violence by customers, clients, patients, or others receiving services<\/li>\r\n\t
    • Type III (Worker-on-worker)<\/strong>: Violence by current or former employees against coworkers or supervisors<\/li>\r\n\t
    • Type IV (Personal relationship)<\/strong>: Violence by someone with a personal relationship to an employee, such as domestic violence that spills into the workplace<\/li>\r\n<\/ul>\r\n

      Warning signs often precede violent incidents: intimidating behavior, verbal threats, sabotaging equipment, or dramatic changes in a coworker's behavior. Escalation typically occurs gradually, making early intervention crucial. Organizations increasingly train employees to recognize warning signs and report concerns before situations escalate.<\/p>\r\n

      Predictors of Workplace Violence<\/h3>\r\n

      Research has identified multiple factors that predict workplace aggression. A significant predictor is perceived unfairness or disrespect. In a foundational experiment, Greenberg (1993) examined reactions of participants who were given pay for a task. Those who received curt, uninformative explanations for their pay rate were more likely to take more money than they were told they deserved compared to those who received thorough explanations. This demonstrates the importance of procedural justice<\/strong>\u2014the fairness of the processes by which workplace outcomes are determined.<\/p>\r\n

      \r\n

      procedural justice<\/h3>\r\n

      Procedural justice<\/strong> refers to the fairness of the processes by which outcomes are determined in conflicts with or among employees.<\/p>\r\n<\/section>\r\n

      Research by Greenberg and Barling (1999) found that predictors of workplace aggression vary depending on the target. A history of aggression and alcohol consumption predicted violence against coworkers. Feeling unfairly treated or untrusted predicted aggression against supervisors. Job insecurity and alcohol consumption predicted aggression against subordinates. These findings highlight that understanding workplace violence requires considering both individual characteristics and situational factors.<\/p>\r\n

      More recent research confirms these patterns while identifying additional risk factors. A 2022 global survey by the International Labour Organization found that more than one-fifth of workers worldwide experienced violence or harassment at work during their careers. Organizational factors including high workload, understaffing, poor management practices, and lack of training contribute to elevated risk.<\/p>\r\n

      Prevention Strategies<\/h3>\r\n

      Effective workplace violence prevention requires a comprehensive approach. The Joint Commission, which accredits healthcare organizations, released updated workplace violence prevention standards in 2022 requiring hospitals to define workplace violence clearly, implement organization-wide prevention strategies, and track incidents to inform quality improvement.<\/p>\r\n

      Key prevention elements include:<\/p>\r\n

        \r\n\t
      • Organizational commitment<\/strong>: Leadership must acknowledge the threat of violence, allocate resources for prevention, and establish clear policies and reporting procedures.<\/li>\r\n\t
      • Environmental design<\/strong>: Physical modifications such as improved lighting, security systems, barriers between workers and the public, and controlled access can reduce risk.<\/li>\r\n\t
      • Administrative controls<\/strong>: Adequate staffing, policies limiting cash on hand, varied routes for deliveries, and scheduling high-risk activities during periods of increased security can minimize exposure.<\/li>\r\n\t
      • Training<\/strong>: Workers need education in recognizing warning signs, de-escalation techniques, and response procedures. However, research indicates that training alone has limited impact on reducing violent incidents\u2014it must be paired with systemic organizational changes.<\/li>\r\n\t
      • Support systems<\/strong>: Employees who experience or witness violence need access to counseling, medical care, and protection from retaliation for reporting incidents.<\/li>\r\n<\/ul>\r\n<\/section>","rendered":"
        <\/section>\n
        \n
        \n

        Workplace Harassment<\/h2>\n

        Most organizations have developed harassment policies that define prohibited conduct and establish procedures for prevention and response. If you’ve held a job, you were likely made aware of your employer’s harassment policy and may have received related training\u2014particularly given increased attention to these issues following the #MeToo movement that gained widespread attention in 2017.<\/p>\n

        \n

        sexual harassment<\/h3>\n

        The U.S. Equal Employment Opportunity Commission defines sexual harassment<\/strong> as unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature that explicitly or implicitly affects an individual’s employment, unreasonably interferes with work performance, or creates an intimidating, hostile, or offensive work environment.<\/p>\n<\/section>\n

        Sexual harassment takes two primary forms:<\/p>\n

          \n
        • Quid pro quo harassment<\/strong> (Latin for “something for something”) occurs when organizational rewards are offered in exchange for sexual favors, or when refusing sexual requests results in workplace penalties. This typically involves a power imbalance\u2014for example, a supervisor requesting sexual contact in exchange for a promotion, positive performance review, or pay raise.<\/li>\n
        • Hostile environment harassment<\/strong> occurs when workplace conditions are intimidating or offensive due to sexual conduct. This includes offensive language, sexual jokes, or sexually explicit images. Isolated incidents generally don’t constitute harassment, but a pattern of repeated occurrences does.<\/li>\n<\/ul>\n
          \n

          The Scope of the Problem<\/h3>\n

          Research consistently documents the prevalence of workplace harassment. A 2024 national survey by Newcomb Institute found that 37% of women have experienced sexual harassment specifically in the workplace, with 82% of women and 42% of men reporting lifetime experiences of sexual harassment or assault. Critically, researchers found no significant decrease in prevalence rates since 2018, despite heightened awareness and prevention efforts.<\/p>\n

          EEOC data reveal that harassment charges have increased significantly in recent years. Total harassment charges climbed from 21,270 in fiscal year 2021 to 31,354 in fiscal year 2023\u2014an increase of over 47%. Sexual harassment charges specifically rose from 5,581 to 7,732 during this period. In fiscal year 2023, the EEOC recovered over $202 million in harassment-related claims, up from $142 million in 2021.<\/p>\n

          Despite these increases in formal charges, research suggests substantial underreporting. Studies estimate that 70-90% of harassment incidents are never formally reported, often due to fear of retaliation, concerns about not being believed, or lack of trust in reporting mechanisms.<\/p>\n<\/section>\n

          Protected Characteristics<\/h3>\n

          Harassment doesn’t have to be sexual in nature. Federal law prohibits harassment based on any characteristic protected by EEOC-enforced statutes: race, color, religion, sex (including pregnancy, sexual orientation, and gender identity), national origin, age (40 or older), disability, and genetic information.<\/p>\n

          In April 2024, the EEOC issued its first updated enforcement guidance on workplace harassment in 25 years. The guidance addresses emerging issues including harassment in virtual and remote work environments, clarifies protections based on sexual orientation and gender identity following the Supreme Court’s 2020 Bostock v. Clayton County<\/em> decision, and provides over 70 examples of potentially actionable conduct. The guidance emphasizes that harassment can occur through work-related communication systems including video conferences, chat platforms, and email.<\/p>\n

          \n

          workplace violence<\/h3>\n

          Workplace violence<\/strong> encompasses any act or threat of physical violence, harassment, intimidation, or other threatening, disruptive behavior occurring at work. It ranges from verbal abuse and threats to physical assaults and homicide. The Occupational Safety and Health Administration considers workplace violence a serious occupational hazard requiring systematic prevention efforts.<\/p>\n<\/section>\n

          Current Statistics<\/h3>\n

          According to the Bureau of Labor Statistics, of the 5,283 fatal workplace injuries in the United States in 2023, 740 were due to violent acts. Homicides (458) accounted for nearly 62% of these violent deaths. While workplace violence affects workers across all industries, certain occupations face elevated risk\u2014particularly workers in healthcare, retail, transportation, and protective services.<\/p>\n

          The risk profile differs by gender. While men comprise the majority of workplace homicide victims in absolute numbers, homicide accounts for a disproportionate share of workplace deaths among women. Approximately 20% of all workplace fatalities among women result from homicide, compared to about 8% for men. Research indicates that intimate partner violence contributes significantly to workplace homicides among women, with perpetrators sometimes choosing victims’ workplaces to commit violence.<\/p>\n

          Healthcare workers face particularly elevated risk for nonfatal workplace violence. According to CDC data, the healthcare industry experiences workplace violence at rates more than triple the overall rate for all industries combined\u201414 nonfatal injuries involving days away from work per 10,000 full-time workers compared to 4.3 per 10,000 across all sectors. Healthcare workers comprise about 10% of the workforce but experience 48% of nonfatal injuries due to workplace violence.<\/p>\n

          Types and Targets of Workplace Violence<\/h3>\n

          Researchers categorize workplace violence into four types based on the perpetrator’s relationship to the workplace:<\/p>\n

            \n
          • Type I (Criminal intent)<\/strong>: Violence by someone with no legitimate relationship to the workplace, typically during commission of a crime such as robbery<\/li>\n
          • Type II (Customer\/client)<\/strong>: Violence by customers, clients, patients, or others receiving services<\/li>\n
          • Type III (Worker-on-worker)<\/strong>: Violence by current or former employees against coworkers or supervisors<\/li>\n
          • Type IV (Personal relationship)<\/strong>: Violence by someone with a personal relationship to an employee, such as domestic violence that spills into the workplace<\/li>\n<\/ul>\n

            Warning signs often precede violent incidents: intimidating behavior, verbal threats, sabotaging equipment, or dramatic changes in a coworker’s behavior. Escalation typically occurs gradually, making early intervention crucial. Organizations increasingly train employees to recognize warning signs and report concerns before situations escalate.<\/p>\n

            Predictors of Workplace Violence<\/h3>\n

            Research has identified multiple factors that predict workplace aggression. A significant predictor is perceived unfairness or disrespect. In a foundational experiment, Greenberg (1993) examined reactions of participants who were given pay for a task. Those who received curt, uninformative explanations for their pay rate were more likely to take more money than they were told they deserved compared to those who received thorough explanations. This demonstrates the importance of procedural justice<\/strong>\u2014the fairness of the processes by which workplace outcomes are determined.<\/p>\n

            \n

            procedural justice<\/h3>\n

            Procedural justice<\/strong> refers to the fairness of the processes by which outcomes are determined in conflicts with or among employees.<\/p>\n<\/section>\n

            Research by Greenberg and Barling (1999) found that predictors of workplace aggression vary depending on the target. A history of aggression and alcohol consumption predicted violence against coworkers. Feeling unfairly treated or untrusted predicted aggression against supervisors. Job insecurity and alcohol consumption predicted aggression against subordinates. These findings highlight that understanding workplace violence requires considering both individual characteristics and situational factors.<\/p>\n

            More recent research confirms these patterns while identifying additional risk factors. A 2022 global survey by the International Labour Organization found that more than one-fifth of workers worldwide experienced violence or harassment at work during their careers. Organizational factors including high workload, understaffing, poor management practices, and lack of training contribute to elevated risk.<\/p>\n

            Prevention Strategies<\/h3>\n

            Effective workplace violence prevention requires a comprehensive approach. The Joint Commission, which accredits healthcare organizations, released updated workplace violence prevention standards in 2022 requiring hospitals to define workplace violence clearly, implement organization-wide prevention strategies, and track incidents to inform quality improvement.<\/p>\n

            Key prevention elements include:<\/p>\n

              \n
            • Organizational commitment<\/strong>: Leadership must acknowledge the threat of violence, allocate resources for prevention, and establish clear policies and reporting procedures.<\/li>\n
            • Environmental design<\/strong>: Physical modifications such as improved lighting, security systems, barriers between workers and the public, and controlled access can reduce risk.<\/li>\n
            • Administrative controls<\/strong>: Adequate staffing, policies limiting cash on hand, varied routes for deliveries, and scheduling high-risk activities during periods of increased security can minimize exposure.<\/li>\n
            • Training<\/strong>: Workers need education in recognizing warning signs, de-escalation techniques, and response procedures. However, research indicates that training alone has limited impact on reducing violent incidents\u2014it must be paired with systemic organizational changes.<\/li>\n
            • Support systems<\/strong>: Employees who experience or witness violence need access to counseling, medical care, and protection from retaliation for reporting incidents.<\/li>\n<\/ul>\n<\/section>\n","protected":false},"author":20,"menu_order":21,"template":"","meta":{"_candela_citation":"[{\"type\":\"cc\",\"description\":\"Organizational Psychology: The Social Dimension of Work\",\"author\":\"OpenStax College\",\"organization\":\"\",\"url\":\"https:\/\/openstax.org\/books\/psychology-2e\/pages\/13-3-organizational-psychology-the-social-dimension-of-work\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"Access for free at https:\/\/openstax.org\/books\/psychology-2e\/pages\/1-introduction\"}]","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"part":1192,"module-header":"learn_it","content_attributions":[{"type":"cc","description":"Organizational Psychology: The Social Dimension of Work","author":"OpenStax College","organization":"","url":"https:\/\/openstax.org\/books\/psychology-2e\/pages\/13-3-organizational-psychology-the-social-dimension-of-work","project":"","license":"cc-by","license_terms":"Access for free at https:\/\/openstax.org\/books\/psychology-2e\/pages\/1-introduction"}],"internal_book_links":[],"video_content":null,"cc_video_embed_content":{"cc_scripts":"","media_targets":[]},"try_it_collection":null,"_links":{"self":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/pressbooks\/v2\/chapters\/1213"}],"collection":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/wp\/v2\/users\/20"}],"version-history":[{"count":6,"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/pressbooks\/v2\/chapters\/1213\/revisions"}],"predecessor-version":[{"id":7542,"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/pressbooks\/v2\/chapters\/1213\/revisions\/7542"}],"part":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/pressbooks\/v2\/parts\/1192"}],"metadata":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/pressbooks\/v2\/chapters\/1213\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/wp\/v2\/media?parent=1213"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/pressbooks\/v2\/chapter-type?post=1213"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/wp\/v2\/contributor?post=1213"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/content.one.lumenlearning.com\/introductiontopsychology\/wp-json\/wp\/v2\/license?post=1213"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}