Photo credit: BigStockPhoto/megaflopp
Workplace Stress
by Dr. Veronica L. Hardy, LCSW, NCC
A core value of the social work profession is social justice. The NASW Code of Ethics Preamble (2021) states,
Social workers promote social justice and social change with and on behalf of clients. “Clients” is used inclusively to refer to individuals, families, groups, organizations, and communities. Social workers are sensitive to cultural and ethnic diversity and strive to end discrimination, oppression, poverty, and other forms of social injustice. These activities may be in the form of direct practice, community organizing, supervision, consultation, administration, advocacy, social and political action, policy development and implementation, education, and research and evaluation. Social workers seek to enhance the capacity of people to address their own needs. Social workers also seek to promote the responsiveness of organizations, communities, and other social institutions to individuals’ needs and social problems.
In reflecting on the NASW Code of Ethics Preamble, have you ever considered how social injustices take place within the workplace setting? Social workers fulfill many roles, including those in administration and management where skills such as public speaking, training, supervision, consultation, workshop development, and group facilitation are essential, especially when confronting injustices such as workplace maltreatment. Moffa and Longo (2016) describe workplace maltreatment as a rights violation that hinders a person’s well-being, growth, and professional development. In addition, the U.S. Department of Labor, Occupational Safety and Health Administration (OSHA) further describes this injustice as “any act or threat of physical violence, harassment, intimidation, or other threatening disruptive behavior that occurs at the work site” (2023, para. 2). It may also include humiliation and “work sabotage” (Workplace Bullying Institute [WBI], 2023, para. 1).
Effects of Workplace Maltreatment
The impact of this injustice is not limited to the person targeted (also referred to as “survivor”). Workplace maltreatment may trickle down to the type of services delivered by the survivor, resulting in less-than-ideal work performance. In relation to systems theory, often taught and used as a lens through which to engage in social work practice, the online Cambridge English Dictionary (2023) defines trickle-down as “a situation in which something that starts in the high parts of a system spreads to the whole of the system.” As a result, it is critical to acknowledge the detrimental trickle-down effects of workplace maltreatment upon service delivery.
While multiple survivors have reported experiences of workplace maltreatment, “many more cases go unreported” (OSHA, 2023, para. 3). Forms of maltreatment in the workplace may be influenced by factors including, but not limited to, communication misunderstandings and work-related stressors (van Heugten, 2021) or even workplace climate and status hierarchies (Getz, 2013, p. 26). This social injustice not only impacts professional growth and work performance, but also has mental and emotional effects, including compromised sense of safety and security; symptoms of depression, anxiety, and posttraumatic stress disorder; a sense of helplessness; and loss of “resources and [survivors] finding it difficult to defend themselves against the aggressive behavior they are being exposed to” (Einarsen et al., 2003, as cited in Hauge et al., 2010, p. 430).
What About Social Justice?
Social work skills can be used to enhance the responsiveness of workplace leadership in setting policies and actively implementing practices to confront workplace maltreatment. As noted by Okimoto and colleagues (2022), workplace maltreatment impacts the target as well as vicariously affecting others who witness such forms of aggression in the workplace. As a result, there is an interest in observing social justice efforts resulting in recovery of losses for the survivor and disciplinary actions toward the perpetrator to re-establish equilibrium in the work environment. As a social worker, consider advocating for the following to enhance social justice in work settings.
Consistent Employer Hiring Practices
According to the Society for Human Resource Management (2023), negligence in hiring practices occurs when the employing entity has knowledge of a person’s potential for aggressive behaviors or neglects to engage in proper procedures that would inform the employer of such potential. Employment candidate screening is a primary step during hiring practices. However, there may be negligence in adequately conducting this process, which should include contacting and confirming references, facilitating and reviewing background screenings, and integrating interview questions to assess a person’s workplace history and interprofessional interactions. As a result, it is critical that workplace trainings occur to ensure that personnel who facilitate hiring processes implement all required steps and examine the information provided.
Create Communication Channels
It is critical that all employees have access to the opportunity to report incidents without the fear of loss (e.g., resources, employment). As a result, reporting methods should be integrated with the key contact person(s) holding skills in objectivity, interviewing, empathy, cultural humility, confidentiality, and privacy. Another component of communication is gaining insight from employees about their experiences, as well as including voices of survivors in strategic planning efforts to confront workplace maltreatment.
Research and Evaluation
Data collected from reported incidents of workplace maltreatment should be analyzed to explore trends in types of maltreatment as well as demographics, possible contributing factors, and outcomes/responses. Research and evaluation methods may support the work site in better determining prevention techniques, identifying organization and workplace climate changes, and developing strategies to better support survivors and those who have been vicariously impacted. Further, it is critical to maintain data of reports (e.g., formal and informal reports) in relation to perpetrators and their possible history of abusive behaviors in the workplace.
Build a Framework for Workplace Mental Health and Well-Being
The U.S. Department of Health and Human Services, Office of the U.S. Surgeon General has included workplace well-being as one of its priorities. This framework acknowledges that the workplace and individual well-being are connected, and workplace settings should integrate resources and support for individuals to achieve optimal functioning. Outlined in the 2022 Workplace Mental Health and Well-Being report are five essential factors: protection from harm, connection and community, work-life harmony, mattering at work, and opportunity for growth. These factors reflect social work values and are consistent with advocacy and equity. The development of such frameworks may be beneficial toward creating a climate of safety and security in the workplace.
Social workers are in key leadership positions to create policies and practices to confront workplace maltreatment, respond to the needs of survivors, and promote a healthy work environment. Workplace maltreatment is often an overlooked form of abuse. There may be effects including a decline in work performance trickling down to service recipients, customers, patients, emotional and mental health effects, and even experiences of loss. Developing strategies for prevention and intervention are key.
Pertaining to workplace maltreatment, what will you do to promote social justice?
References
Getz, L. (2013). Workplace bullying in social services: Client care at risk. Social Work Today, 13(6), 6.
Hauge, L., Skogstad, A., & Einarsen, S. (2010). The relavtive impact of workplace bullying as a social stressor at work. Scandinavian Journal of Psychology, 51(5), 426-433.
Moffa, C., & Longo, J. (2016). Social justice as a lens for understanding workplace mistreatment. Advances in Nursing Science, 39(3), 216-223.
National Association of Social Workers. (2021). Code of ethics of the National Association of Social Workers. https://www.socialworkers.org/About/Ethics/Code-of-Ethics/Code-of-Ethics-English
Okimoto, T., Konradt, U., Krys, S., & Dawson, N. (2022). A person-centered approach to understanding endorsement of restorative justice in response to workplace mistreatment. Social Justice Research, 35(1), 62-67.
Society for Human Resource Management. (2023). https://www.shrm.org/
U.S. Department of Labor, Occupational Safety and Health Administration. (2023). Workplace violence. https://www.osha.gov/workplace-violence
U.S. Department of Health and Human Services, Office of the U.S. Surgeon General. (2022). The U.S. Surgeon General’s framework for workplace mental health and well-being. https://www.hhs.gov/surgeongeneral/priorities/workplace-well-being/index.html
van Heugten, K. (2021). Social Work and Workplace Bullying, Emotional Abuse and Harassment. In: D'Cruz, P., Noronha, E., Keashly, L., Tye-Williams, S. (eds) Special Topics and Particular Occupations, Professions and Sectors. Handbooks of Workplace Bullying, Emotional Abuse and Harassment, vol 4. Springer, Singapore.
Workplace Bullying Institute. (2023). What is workplace bullying? https://workplacebullying.org/
Dr. Veronica Hardy
Dr. Veronica Hardy
Dr. Veronica L. Hardy, MSW, LCSW, has a PhD in Counselor Education and Supervision, a Master of Social Work, Bachelor of Arts in Social Welfare, and clinical social work licensure in North Carolina and Pennsylvania. Previously a professor of social work (tenured) at The University of North Carolina at Pembroke, she decided to “pivot” and create space to build upon her professional identity through social justice efforts. She continues as a part-time social work and counselor educator in undergraduate and graduate programs at The University of North Carolina at Pembroke (Department of Social Work) and Saint Joseph’s University (Clinical Mental Health Counseling Program) in Philadelphia, PA.