The violence-prone workplace : a new approach to dealing with hostile, threatening, and uncivil behavior
Material type: TextPublication details: Ithaca : ILR Press, 1999.Description: xiii, 271 pages : illustrations ; 24 cmISBN:- 0801433967
- 9780801433962
- 0801487358
- 9780801487354
- New approach to dealing with hostile, threatening, and uncivil behavior
- 658.4/73 21
- HF5549.5.E43 D46 1999
- 85.08
Item type | Home library | Collection | Call number | Vol info | Copy number | Status | Date due | Barcode | |
---|---|---|---|---|---|---|---|---|---|
NF | Chamberlin Free Public Library | Nonfiction | 658.4 DEN (Browse shelf(Opens below)) | HF5549.5.E43 D46 1999 | 1 | Available | 34517000199805 |
Includes bibliographical references (pages 257-267) and index.
pt. I. Violence as a Workplace Issue. 1. Introduction: An Everyday Event. 2. Origins of Workplace Violence -- pt. II. The Anatomy of Tragedy: Studies in Multiple Murder. 3. Royal Oak, Michigan: A Post Office Massacre. 4. Santa Ana, California: A Highway Worker's Revenge. 5. Hartford, Connecticut: An Unlucky Day at the Lottery. 6. Watkins Glen, New York: A Social Service Office under Siege. 7. Iowa City, Iowa: The "Darkest Hour" of a Campus -- pt. III. Alarms, False Alarms, Threats, and Panics. 8. The Case of the Dangerous Dreams. 9. The Case of the Battering Boyfriend. 10. The Case of the Fearful Foreman. 11. The Case of the Muttering Mechanic. 12. The Case of the Ejected Engineer. 13. The Case of the Downsizing Dissenter.
"At the heart of the book are fourteen examples of real-life incidents involving violence, a threat of violence, or a perception that such a threat was made."--BOOK JACKET. "They include instances in which domestic violence spilled over into the workplace, difficulties caused by racial and ethnic tension, and explosive behavior in response to common workplace occurrences such as downsizing or a change in corporate culture. Each example is followed by an analysis of the response to the actual or potential danger, indicating where mistakes were made because of poor information, bad judgment, absence of a clear policy, lack of consensus, or even irrational fear."--Jacket.
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