A Code of Good Conduct to Prevent and Deal with Workplace Violence

1. A Code of Good Conduct to Prevent and Deal with Workplace Violence Dr Susan Steinman

2. Background information • WDI was formed in 2005 (since 2000 known as Work Trauma Foundation) • Ashoka Fellowship in 2002 to build organisation, do research and raise awareness. • Advocacy, research, conferences and programmes to address workplace violence. • International research: ILO/ICN/WHO PSI – roll-out of programme in 2005 for these organisations on workplace violence. • Outcomes were very positive. • Current document already advocated by ILO/ICN/ WHO/PSI as a model for other countries.

3. Definitions / Terminology • Workplace violence is defined as single or cumulative incidents where employee(s) are physically assaulted or attacked, are emotionally abused, pressurised, harassed or threatened (overtly, covertly, directly, indirectly) in work-related circumstances with the likelihood of impacting on their right to dignity, physical or emotional safety, well-being, work performance or social development. • Physical Violence: The use of physical force against another person or group that results in physical, sexual or psychological harm.

4. Definitions / Terminology • Psychological Violence: Intentional use of power, including threat of physical force, against another person or group, that can result in harm to family life, livelihood, physical, mental spiritual, moral or social development. (See rest of definitions on page 7 of the submission including abuse, bullying/mobbing, harassment, sexual harassment, racial harassment and threats and Structural violence) • Also see terminology: victim, perpetrator and work trauma.

5. Why do we need a Code? • Constitutional provisions (see page 1 of submission) • Workplace violence affects the dignity of employees. • All professions and sectors at risk – service sector and the public sector at higher risk. • Female workers at higher risk. • Impact on service delivery, health and well-being of employees, financial implication for enterprise. • South Africa, like the rest of the world, has a problem.

6. Why do we need a Code (cont.) • Legislation addressing emotional abuse in the workplace is already in place in Canada, 13 states of the USA, France, Germany, UK and Australia through OHS act, European Union adopted a Code on workplace bullying/violence and Sweden and Norway has legislation in place since the nineties. • In the USA research indicates that 37% of workers are bullied. My recent research at a South African university indicated that 25% of staff are bullied. These figures may be vary for other institutions or enterprises, depending on the sector and enterprise type.

7. Extent of Workplace Violence in South Africa • Workplace Violence is wide-spread in South Africa, affecting public and service sectors more than private sector as illustrated below from the ILO/ICN/WHO/PSI study of workplace violence in the health sector (Steinman, 2002)

8. Impact on the victims of workplace violence • Physical abuse is easily recognisable and taken care of in terms of criminal procedures, however emotional abuse is difficult to identify and it has a profound impact on the psychological health and well-being of the victim. • Post Traumatic Stress Syndrome is a typical reaction with devastating effects. • Research indicates that few employers have policies in place, but WHEN POLICIES are in place, the frequency of workplace violence (physical and emotional) happening reduces drastically – up to 75%!

9. Broadening of existing codes • This Code to Prevent and Deal with Workplace Violence will fill in the gaps not addressed by the other Codes. • South Africa has a proud record as a leading country in terms of labour legislation – worldwide the focus is on workplace violence and particularly emotional abuse in the workplace. • The foundation has been laid in our legislation for a free and fair society and the logical next step would be to broaden our existing codes with a Code on Workplace Violence.

10. How the WPV Code can be managed in the workplace • The development of Employee Wellness sections and the idea of “Healthy Workplaces” is gaining momentum worldwide. • The prevention and management of workplace violence and thus, this Code, should be management through the Employee Wellness sections of workplaces to yield optimum results as universities are introducing the management of workplace violence into the integrated health and wellness programmes. • The Service Charter for Victims of Workplace Violence is similar to the Service Charter the SAPS uses and is clearly a EAP issue.

11. How the WPV Code can be managed in the workplace • The Code includes formal and informal procedures to be followed and on page 11. • The Code is not focused on punitive actions, but rather a way in which workplaces could be more productive and where workers can thrive in a pleasant atmosphere. • A workplace program to prevent workplace violence makes a huge difference – such a Code should be embraced by all sectors. • Similarly the Victim Charter attached as Annexure A emphasises the need for a victim-centred approach and recognises the impact on the victims’ health and well-being.