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代写coursework,Violence Work Conflict
发表日期:2013-09-15 09:15:24 | 来源:assignment.cc | 当前的位置:首页 > 代写coursework > 正文

Abstract

A study report was requested and to be based on a critical incident that occurs or has the potential to occur in my working environment. My chosen subject was something that can potentially happen on my daily duties, violence at work.

The report explains the aims that the Violence in Work Policy and Procedure sets out to do. By reducing staff health risk to a minimum by providing training on a Conflict Resolution course each year. It explains that potentially violent patients are assessed and actions taken to prevent risks from happening to the employee’s. The employee’s are sent every year on a conflict resolution course, which used to be based on employee and client protection including self-defence, has now been streamlined to diffusing situations and body languages of potentially violent patients.

We are then shown the procedure regarding the actions taken against clients who are violent in the workplace. What the client’s standpoint is thereafter and what options are available and if needed what further action taken. Employee protection regarding security and policing during daily duties in the Emergency Department are also explained and critiqued.

The recommendation was that the training given before the change was more beneficial to the employees. That the system procedure enforced onto patients who are violent in the work place is effective but not decisive enough. Finally, the protection offered to the Emergency Department by the police is insufficient and that the security department should be based in the Emergency Department, instead of the far end of the establishment.

Introduction

It was requested to present a detailed report, which explains of a critical incident that occurs or has the potential to occur in my working environment. So I have based my report on such topic, which I feel often comes across as a potential threat in my daily working environment, violence in the workplace.

This report will cover the employee’s standpoint and rights. What procedures are set in place to protect the employee’s and what training is given to ensure that their working environment is a safe one.

It also covers the client’s standpoint regarding procedures enforced regarding the actions taken by the trust when incidences of violence in the work place occur.

1. The Employees Role (Violence In Work)

1.1 Aims of the Violence at Work Policy

The aims that the Violence in Work Policy and Procedure sets out to do, is reducing staff health risk to a minimum by providing training on a conflict resolution course each year. The conflict resolution course goes through different scenarios on how to, “correctly handle” situations when potential violence could occur and may even help diffuse hazardous or even dangerous situations.

1.2 Assessment of Clients and Definitions

When working on our daily duties, if there is a trend developing regarding violence in our workplace, then our employers (or designated responsible person) will have to conduct a risk assessment based to identify the nature and extent of this risk and to implement measures to safeguard the work place so it can be a safer place to work.

The definition of violence is, “any incident in which a person is abused, threatened or assaulted by another person”.

However, the department of health defines violence to staff as, “the application of force, severe threats or serious abuse by members of the public towards people arising out of the course of their work, whether or not they are on duty”.

Incidents can include harassment (including racial and sexual), threats with a weapon, serious injury and even death. The same incidences can also occur on wards where other patients are involved, who are violent and abusive.

1.3 Training Regarding Violence at Work in the Workplace

At my place of work, the trust tries to ensure that adequate training is provided (and updated on a yearly basis) and given to all staff, who are in direct contact with patients on a daily basis and being able to conduct themselves and act correctly when faced with stressful or potentially violent situations.

A very interesting point is that the guidelines (1998 DHSS Committee on Violence to Staff) states that, “any staff without the required training to deal in potentially violent patients and situations are not allowed to manage, work with or work near situations where violence may occur”. I disagree with this or it has not been enforced, with staff shortages and incidences where employees are not able to attend training.

I do not see any evidence in my workplace, where this would halt staff working with potentially violent patients, because as employees of our trust, we are unable to refuse immediate and swift treatment to our clients. It would be down to the employee to bring it to the attention of the employer to make sure that training is completed as soon as possible if missed.

The training provided, is a conflict resolution course based at my workplace and has significantly changed over the past two years. It previously was based on awareness, self-defence and how to handle violent patients and incidences when they occur. Since then it has changed to how to diffuse potentially violent situations and body languages of violent patients, with no self-defence used.

In my opinion, it was a difficult decision change to make as the employee’s health could be in potential jeopardy, when put in a dangerous one on one situation without any knowledge on how to defend themselves. I assume because the self-defence part of the conflict resolution was removed because either to avoid legal proceedings against the trained employees or because the course itself was quite intense, employee’s may have had slight injury coming from it and thus sickness was occurring. I can personally understand this thinking, because after taking the original conflict resolution course myself, I was on painkillers for 3 days due to the pain, regardless it was beneficial to my safety and gave peace of mind in the workplace whilst performing my daily duties.

2. Clients Who Are Violent or Abusive In The Workplace

2.1 Zero Tolerance regarding Violent or Abusive clients within the workplace

Regarding the patients standpoint, the trust recognises that all staff working in the health service is not expected to accept personal injury as part of their role. Keeping this balance in the trust between effective care and treatment can be difficult with violent and threatening clients. Withholding of treatment to violent and threatening patients, pending on the behaviour is always the last resort, with managers making the final decision if need be.

Patients and those accompanying them should be fully aware of the standards of behaviour expected of them and the actions that may follow due to unacceptable behaviour.

2.2 Procedure Regarding Clients Who Have Been Violent or Abusive to Employee’s

The Zero Tolerance procedure is designed to improve our workplace’s ability to put a stop to incidences involving violence and abuse. It includes a dynamic aspect, whereby patients who are extreme or persistent in their unacceptable behaviour can as a last resort will be excluded from the trust itself. The zero tolerance policy has been introduced in the contexts of the Government’s national zero tolerance initiative against violence in the NHS.

As an example, on our daily duties, working in the Emergency Department we deal with a lot of patients that are a potential risk, acting with such unacceptable behaviour. Such as threatening or abusive language, that could lead to a forthcoming incident, normally when this happens, the security staff are crashed bleeped for assistance and upon arrival will try to diffuse the situation and protect their fellow employees and their clients in the department.

If the patient’s unacceptable behaviour increases, then the client will be asked to leave the department or be removed from the trust property by the security staff. When an act of physical violence towards staff occurs, the police will normally be contacted and the client will be arrested for his actions.

After these such occurrences, an application of the Procedure of Care will be completed, thus the patient in question will receive a formal written warning (a “Yellow Card”), due to the consequences of the incident. This warning will cease after one calendar year, pending on whether the patient complies with the terms, if they agree, their clinical care will not be affected in any way. Failure to comply will include exclusion from the trust (a “Red Card”), unless the patient requires emergency treatment.

In my opinion, this gives the trust a potentially difficult stance, because say for example a patient attends the Emergency Department, strikes a member of staff and gets escorted off the premises. This patient is then issued a Yellow Card, then refuses the Procedure of Care application and is then issued a Red Card. It is then still within the patients rights that he/she can attend the same Emergency department for emergency treatment and thus become a potential risk once again for the employees.

Exceptions to the rule include violence and aggression as a result of an illness or injury, mentally ill patients and all patients under the age of 16. Security will be present at all times when risk to employee’s and clients are at risk.

A police officer is situated in the Emergency Department on Saturday and Sunday nights; due to the increased drink related incidences and violent/abusive patients brought into the department. I personally feel that there should be a 24hr police officer on duty on-site, because there have been many occasions where the police have brought potentially violent patients into the Emergency Department to receive treatment, then vacate the department, leaving the employees with this potential risk.

Conclusion

The main conclusion of my report that can be drawn is that I feel that adequate training and support is given to the employee’s in their place of work regarding Violence at Work. The conflict resolution course however beneficial to the employee’s who come across such abusive and violent patients in the workplace, has been changed.

In my opinion, this change can only be down to employee’s sickness or avoiding client legal action against trained staff, this defeats the purpose that the employee’s cannot protect themselves based on a one on one situation, when body language and diffusion sometimes wont protect the staff from bodily harm (e.g. patients with Mental Health problems).

Regarding admissions to the Emergency department, clients who physically attack employees and after being escorted off the premises are given a second chance (Yellow Card) and upon completion of a Procedure of Care application, the client’s rights are resumed. However if the client refuses to comply with the Procedure of Care application, they are then barred from the trust (Red Card), but regardless it is still in the patients rights still be allowed to attend the Emergency Department for treatment. Which I think will make employee’s question this system in place as its putting their health at risk once again. The benefit is swayed in favour of the clients, not the employee’s and employers.

Finally, when working on the Emergency Department, police are present on during night shifts over the weekend. I feel that there should be an officer present at all times, as the security department building is located at the opposite side of the establishment. Thus, response times from them are questionable, especially when they also provide cover for another hospital within the trust and could be present there at the time of this incident.

Recommendations

My recommendations regarding the conflict resolution course is that it should be kept to the way it was previous, giving staff training on how to successfully defend themselves, in times of threat within the workplace. This is far more beneficial than staff sicknesses and as far as legal threats regarding trained staff is concerned, if the actions taken by the employee’s were performed correctly, then the employee’s will have the legal backing of the trust. Unfortunately, the only way this is going to possibly change, is when something happens or if the new approach to the conflict resolution course is realised.

Unfortunately, the policy regarding actions and preventions (Yellow and Red Cards) taken against clients who are violent in the workplace applies to all trusts. Only the Government can make changes to this, based on numbers throughout the United Kingdom based on Zero Tolerance and attacks on employees. Thus, occasional incidences in my establishment will not change the policy in its method and way of thinking.

My recommendation regarding the cover provided by security and police is to either have a police officer present 24hrs a day. If that is not possible then another option would to base the security department at the main admission waypoint in my establishment, the Emergency Department, rather than the opposite end of the building.

Bibliography

  • E1 47 : Preventing Crime in the NHS (1993)
  • Department of Health – Improving Working Lives
  • Zero Tolerance Policy : Withholding Treatment from Violent and Abusive Patients in NHS Trusts (Version 2, February 2006, Assistant Director of Operations, St.Helens & Knowsley Hospitals NHS Trust)
  • Violence at Work Policy (St.Helens & Knowsley Hospitals NHS Trust)
  • DHSS Committee on Violence to Staff (1998)
  • HSE Violence at Work, Guide For Employers (INDG69 revised 10/1996)
  • 要求一份研究报告,是基于一个关键的事件发生或有可能发生在我的工作环境。我选择的主题是什么,可能会发生在我的日常工作,在工作暴力。
    报告解释暴力工作的政策和程序做的目的。冲突解决课程每年通过提供培训,工作人员的健康风险降低到最低限度。它解释说,潜在的暴力的患者进行评估和采取的行动,以防止风险从发生到员工的。员工被送到每年在解决冲突的过程,根据雇员和客户端保护包括自卫,到现在已经精简扩散情况和身体语言有暴力倾向的病人。
    然后,我们的程序方面所采取的行动对客户谁是在工作场所暴力。客户端的角度来看,其后可以有哪些选择,如果需要采取进一步行动。员工保护急诊科的日常工作期间的安全和治安也解释和评论。
    建议是变化前的训练更有利于雇员。系统程序执行到病人谁是在工作场所暴力是有效的,但不够果断。最后,被警方紧急署提供的保护是不够的,安全部门应根据急诊科,而不是建立尽头。
    介绍
    它被要求提交一份详细的报告,这就解释了一个关键的事件发生或有可能发生在我的工作环境。所以我是以经常遇到这样的话题,我觉得我的报告作为一个潜在的威胁,在我每天的工作环境,工作场所暴力的。
    该报告将涵盖员工的立场和权利。什么样的程序设置保护员工的培训以确保他们的工作环境是安全的,什么地方。
    它还包括客户端方面的立场,就发生在工作场所发生的暴力行为时,由信任而采取的行动执行的程序。
    1。员工角色(工作中的暴力)
    1.1目标的暴力工作政策
    暴力工作的政策和程序做的目的,是解决冲突的课程,每年提供培训,减少了工作人员的健康风险降到最低。冲突解决课程如何通过不同的场景, “正确处理”潜在的暴力可能会发生的情况下,当甚至可能有助于弥漫有害,甚至是危险的形势。
    1.2评估客户和定义
    工作时,在我们的日常工作中,如果有一个发展趋势在我们的工作场所暴力,那么我们的雇主(或指定负责人)将必须进行风险评估,以识别这种风险的性质和程度,并采取措施保障工作的地方,因此,它可以是一个更安全的工作场所。
    暴力的定义是, “任何事件,其中一人被虐待,威胁或袭击另一个人” 。
    然而,卫生部门的定义, “应用武力,严重威胁或严重滥用市民对人产生的过程中,他们的工作,不论他们是值班”的工作人员的暴力。
    事件可以包括骚扰(包括种族和性别) ,威胁的武器,严重伤害,甚至死亡。相同的发病率,还可以发生在病房的其他患者都参与其中,谁是暴力和虐待。
    1.3培训工作在工作场所的暴力
    在我工作的地方,信托尝试,以确保提供适当的培训(每年的基础上更新) ,并给全体员工,是谁每天与患者直接接触,能够以自己的行为,并采取正确的行动当面对压力或潜在的暴力的情况。
    一个非常有趣的一点是,指引(1998年的DHSS委员会暴力员工) ,“没有所需的任何员工培训,以应对潜在的暴力患者情况不允许进行管理,工作或工作不久的情况下暴力发生“ 。我不同意或没有得到执行,员工无法参加培训的人员短缺和发病率。
    在我的工作岗位上,我没有看到任何证据,这将阻止工作人员与潜在的暴力的患者,因为员工对我们的信任,我们无法拒绝直接和迅速的处理给我们的客户。这将是雇员将其带到用人单位的注意,以确保训练完成后尽快如果错过。
    提供的培训,是一种解决冲突的课程,根据我的工作场所,并已显着改变了过去两年。它以前是基于意识,自卫以及如何处理暴力发生时,他们的患者和发病率。从那时起,它已经改变了,如何化解潜在的暴力的情况和身体语言暴力患者没有自卫使用。
    在我看来,这是一个艰难的决定,改变,使员工的健康状况可能会在潜在的危险,当在一个危险的一种情况,没有任何知识,对如何为自己辩护。我以为,因为自卫冲突解决部分被删除,因为无论是对训练有素的员工或避免法律诉讼,因为课程本身是相当激烈的,员工可能有轻微的损伤,从它的到来,从而疾病发生。我个人可以理解这种思想,因为自己原来的解决冲突的课程后,我是3天由于疼痛的止痛药,不管它是有利于我的安全,在工作场所,同时执行我的日常工作,并给予安心。
    2。客户在工作场所暴力或虐待
    2.1关于在工作场所暴力或虐待的客户端的零容忍
    关于患者的角度来看,信托承认卫生服务中的所有工作人员预计不会接受人身伤害,其作用的一部分。保持这种平衡,可以有效的护理和治疗之间的信任很难与暴力和威胁客户。代扣代缴,以暴力,威胁患者的行为,待治疗始终是最后的手段,与管理人员作出最终决定,如果需要的话。
    患者和陪同他们的行为对他们的期望,并因不可接受的行为的行动可能遵循的标准应当充分认识。
    2.2程序客户一直是暴力或虐待员工
    零容忍的程序,目的是为了提高我们的工作场所的能力,杜绝涉及暴力和虐待的发生率。它包括一个动态方面,病人谁是极端或执着于他们的不可接受的行为可以作为最后的手段将被排除在信托本身。政府的国家的零容忍倡议反对暴力在NHS的上下文中的零容忍政策已经出台。
    作为一个例子,在我们的日常工作中,在急诊科工作,我们处理了很多的患者,是一个潜在的风险,这种不可接受的行为。如威胁或粗言秽语,这可能会导致一个即将到来的事件,通常发生这种情况时,安检人员坠毁紧急呼叫援助和抵达时将尝试化解困境,并保护他们的同胞在部门的员工和他们的客户。
    如果病人的不可接受的行为增加,那么客户端将被要求离开部门或安全人员,从信托财产中删除。当对员工的身体暴力行为发生时,通常会联络警方,客户端将被逮捕他的行动。
    此类事件发生后,护理程序的应用程序将被完成,因此病人在收到正式的书面警告( “黄牌” ),由于这一事件的后果。此警告将一个日历年度后停止,待病人是否符合的条款,如果他们同意的话,他们的临床护理将不会以任何方式影响。未能遵守包括排除从信托( “红卡” ) ,除非病人需要紧急治疗。
    在我看来,这给人的信任潜在困难的立场,因为说,例如,一个病人前来急诊科,罢工一名工作人员被护送离开的处所。这名患者当时已发行了一张黄牌,然后拒绝护理应用程序,然后发出一张红牌。它仍然是在患者的权利,他/她可以参加相同的急诊科进行紧急治疗,从而再次成为一个潜在的风险,为员工。
    该规则的例外包括暴力和侵略由于生病或受伤,精神病患者和16岁以下的所有患者。安全将是在任何时候,当员工和客户的风险是在风险。
    一名警官坐落在周六和周日晚上的急诊科;由于增加饮料相关的发病率和暴力/虐待病人带入部门。我个人觉得应该是有一个24小时的警务人员执勤现场,因为已经有许多场合,警方已带来了潜在的暴力的患者到急诊部接受治疗,然后腾出部门,离开这种潜在的员工风险。
    结论
    我的报告可以得出的主要结论是,我觉得有足够的培训和支持,是给员工的他们关于暴力工作的工作的地方。解决冲突的课程,但有利于员工谁遇到这种虐待和暴力的患者在工作场所的,已被更改。
    在我看来,这种变化也仅是雇员的疾病或避免客户合法行动反对训练有素的工作人员,这个失败雇员的不能保护自己基于一个在一种情况下,当身体语言和扩散,有时不会保护员工的目的从人身伤害(例如,有心理健康问题的患者) 。
    对于接诊的急诊部,客户端物理攻击的员工后,被护送的处所都获得了第二次机会(黄牌)的护理应用程序完成后,客户的权利得到恢复。但是,如果客户拒绝遵守护理应用程序,然后禁止从信托(红卡) ,但无论它仍然是在权利仍然被允许参加急诊室治疗的患者。我认为这将会使本系统员工的问题,为他们的健康风险再次。这样做的好处是动摇客户的青睐,而不是雇员及雇主。
    最后,警方在急诊科工作时,存在于在周末夜班。我觉得应该有一个官员在任何时候都存在,因为安全部门大楼位于对面的建立。因此,响应时间是值得商榷的,尤其是当他们还提供了另一家医院的盖内的信任,可能是目前在这起事件的时间。
    建议
    我的建议,有关冲突解决课程的是,它应该保持它以前是如何成功地为自己辩护,在工作场所内的威胁的时候,给员工培训的方式。这是得多,有益得多工作人员的疾病,并尽可能法律威胁,训练有素的工作人员而言,如果员工的所采取的行动进行正确,那么员工将有法律依据的信任。不幸的是,这将可能改变,只有这样,当事情发生时,或者如果实现新的方法来解决冲突的课程。
    不幸的是,政策行动和预防(红黄牌)采取暴力的客户谁是在工作场所适用于所有信托。只有政府才能进行更改,根据英国各地的基础上对员工的零容忍和攻击数量。因此,偶尔发生在我建立的政策不会改变它的方法和思维方式。
    我的建议就被保安和警察提供的掩护是有一名警察目前每天24小时。如果这是不可能的,那么另一种选择是在我建立在主入场航点为基础的安全部门,紧急情况部,而不是建筑物的另一端。
    参考书目
    E1 47 :预防犯罪在NHS (1993 )
    卫生署 - 改善工作生活
    零容忍政策:从暴力和虐待的患者在NHS信托(第2版, 2006年2月,执行处助理处长, St.Helens和诺斯利医院的NHS信托扣缴治疗)
    暴力工作政策( St.Helens诺斯利医院NHS信托)
    DHSS暴力员工委员会(1998)
    HSE工作中的暴力行为,雇主指南( INDG69修改10/1996 )