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Keeping dangerous employees positively engaged can limit risk in the workplace.
Loss of life, decreased production, psychological damage, and increased security costs are among the potential consequences of workplace violence.
To help reduce the risk, College of Business faculty members James Campbell Quick and M. Ann McFadyen advocate “mindfully observing” employees. They believe that employers can prevent reckless office incidents by keeping dangerous workers positively engaged and closely supervising them to ensure they get the help they need.
“The causes of these problems are understandable and predictable,” says Dr. Quick, who holds the John and Judy Goolsby-Jacqualyn A. Fouse Endowed Chair in the Goolsby Leadership Academy. “Corporations need to plug troubled employees into the social network immediately so they don’t store up negative feelings whenever and wherever they get them.”
He and Dr. McFadyen, an associate professor of strategic management, analyzed FBI reports, case studies, and human resource records. Focusing on the 1 to 3 percent of employees prone to workplace aggression, they found that HR professionals can advance well-being and performance while averting danger and violence by identifying and managing high-risk employees, anticipating their needs, and providing support and resources.
“Businesses often look at these problems only after they happen,” College of Business Dean Rachel Croson says. “This research offers companies action steps they can take to prevent such tragedies from occurring. It not only helps people but could also save lives.”
Quick and McFadyen teamed with Oklahoma State University’s Debra Nelson on the study, which was published in the Journal of Organizational Effectiveness: People and Performance.
Photography by C.J. Burton/Corbis
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