To Arm or Not to Arm – continued from page 8
When something goes down, officers need to be trained to know when, if and how to use their weapon. They need to know the laws that govern their actions. There is little time to think; their reactions need to be nearly instinctive.
How do companies decide whether or not to deploy armed officers in the first place? How do they craft the policies and procedures associated with using an armed officer? Some would say an armed guard is a deterrent. Others would object on the basis of legal liability issues. Still others contend that higher value, vulnerable targets, like jewelry stores or banks, are more likely to be hit by an armed criminal, and the response must be reciprocal. But bear in mind that if you were a smart armed criminal on the attack, you‘d take out the guard first, no? Below is a video link of an armed guard who was hired after a series of robberies at the convenience store. He successfully deterred an armed robber but it was a close call and he had mere seconds to respond.
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New Web Site on Preventing Workplace Violence Several research groups have conducted ten years of research on violence prevention and have launched a new web site that shares there finding for developing a practical, proven process for sustainably preventing workplace violence in all types of organizations. The site provides possible courses of action, suggestions, tips, and downloadable tools for implementing measures or improving those already in place to ensure more effective violence prevention among people within a given organization. The information on the site allows the process to be adapted to any company‘s size and activity sector and to the presence or absence of a union.
―Violence in the workplace is a tenacious phenomenon that concerns us all. Its impacts are felt at the level of worker and organizational health and are manifested in loss of productivity, absenteeism, and deterioration in the work atmosphere, among other things. To prevent this violence and achieve a successful, participatory process, employers, workers, and their representatives must pool their prevention efforts. The Web site offers answers derived from evidence-based data generated by the latest scientific research,‖ explains researcher Nathalie Jauvin of the RIPOST group.
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Federal Jury Awards $4.7 Million in Workplace Bullying [and Assault] Case An employee of a Brooklyn, New York clothing store was awarded $4.7 million by a federal jury after being repeatedly bullied by a coworker and ultimately physically attacked. The award was for assault, emotional distress, negligence in the employer's hiring of the bully and punitive damages.
According to the complaint, the plaintiff, a Yemen-born stock clerk, was bullied by a security guard at the store, who repeatedly called the plaintiff ―bin Laden‖ and used other religious, racial and ethnic slurs throughout the plaintiff's employment at the store. The security guard also made threatening physical gestures.
The plaintiff complained numerous times to the store manager about the name-calling and the threats of physical harm, saying that he feared for his life. The plaintiff also repeatedly asked that the security guard be transferred or that other action be taken – but the store manager did not act. After approximately a year and a half of verbal taunts and threatening gestures, one day the security guard punched the plaintiff, knocking him unconscious. The store manager refused to call the police or an ambulance. Eventually, the security guard was arrested and pled guilty to a criminal charge of assault.
Workplace bullying is not only unacceptable and potentially expensive, it may soon violate new state laws. At least 15 states are considering legislation that would protect workers against bullying.
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Have a great product that will help companies deal with workplace violence? Advertise in The Workplace Violence Prevention eReport to reach your target audience. Email Barry at
Barry@wvp911.com
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