The problem of violence is growing, imposing substantial costs and risks on employers, workers, and American society. External factors, such as the glamorization of violence and the availability of guns, contribute to this problem. Our society must come to grips with this disease as an unbearable crisis. This book is intended to assist the process of understanding what violence is doing to and costing America in its work environments.

• Kinney, J. A. (1995) Violence at Work. Upper Saddle River, NJ: Prentice Hall.

This text provides managers with the tools they need to anticipate, control and avoid workplace violence, while familiarizing them with the legal issues involved. Human resource professionals and general managers will discover: insights into why violence at work is on the increase; tactics and techniques for recognizing potentially violent situations and diffusing them; and plenty of anecdotes, case studies, checklists and tips for spotting trouble early.

• Labig, C. E. (1995) Preventing Violence in the Workplace. New York: Amacom Books.

According to OSHA, homicide has become the second cause of death in the workplace, and violence is increasing at an alarming rate. Dr. Labig translates psychological assessment theories into effective models for the corporate environment, addressing the causes of violence in the workplace, and showing the steps to take in order to stop a crisis before it occurs.

• Lundin , S.C. , Paul, H., & Christensen J. (2000). Fish: A remarkable way to boost morale and improve results. NY: Hyperion, Inc.

This book is a quick and easy read. It clearly illustrates how changing ones attitude can create a passion-filled workplace and a more fulfilling life. It demonstrates a philosophy that can re-energize and inspire an otherwise “toxic” work environment, turning it into a thriving organization with a highly motivated and efficient work force. The book serves as a practical guide through its real-world examples of how to create the optimal workplace.

• Mann, J. (2004, July 8). Risk management; Workplace security is and on-going challenge. The Kansas City Star.

This article discusses the need for workplace security in reaction to the recent shooting in Kansas City where five people were killed by a fellow employee. The ways for managers to prevent violence in the workplace are not the expected guards and metal detectors but instead include background checks, a policy on weapons, and fostering a culture that encourages discussing possibly dangerous situations.

• Mattman, J. (n.d.). Preventing Violence in the Workplace.

This article from the Workplace Violence Research Institute gives ways that violence can be prevented in the workplace including adopting a workplace violence prevention program. The article states that the program must have the support of upper management and there must be proper new hire and firing procedures in place. The article also discusses violence-prone behavior and educating employees.

• Maxey W . (2003). Storming the ivory towers. A look at violence and stalking on campus. Journal of psychosocial nursing and mental health services (Vol. (4), pp. 26-31).

This article discusses why an organization should establish workplace conflict prevention and resolution policies, as well as have conflict education programs. The article suggests that companies should have conflict resolution teams to address potentially violent situations, and help employees learn to cope with everyday conflicts.

• McAdams, A., Neslund, N., & Neslund, K. (2004). Law, Business, and Society. (pp. 435-437), article entitled “Yunker v. Honeywell, Inc.” New York : McGraw-Hill/Irwin.

This article addresses the legal implications of a company's failure “to exercise reasonable care in hiring, retaining, or supervising” a former employee convicted of strangling a female co-worker to death. The convict served a 5-yr sentence, was released from jail and subsequently re-hired by his former company. He developed a romantic interest in a female co-worker, whom he killed with a shotgun, as she returned home from her shift at work.

• McCabe, H. A. (2004, April 12). Avoiding Workplace Violence. San Diego Business Journal, 25(15), 4.

Creating a safe and comfortable work environment is a key element in preventing workplace violence. There are two steps an employer should evaluate when preventing workplace violence. First, a manager should be aware of the types of relationships and activities their employees are engaged in. Second a manager should thoroughly investigate any threats or violent behaviors brought to their attention and take appropriate actions.

• McClure, L.F. (1996). Risky Business: Managing Employee Violence in the Workplace. NY: The Haworth Press, Inc.

This book provides insight into specific behaviors that the author considers to be indicators that an employee may become violent. These behaviors are described in detail throughout the book and are meant to provide managers with a starting point of identifying problem employees. The book also discusses what managers should do when an employee(s) exhibits these behaviors.

• McClure, L. (2000). Anger and conflict in the workplace. VA: Impact Publications.

This book talks to managers about how to identify problems. It provides ways to help in determining if someone is having a bad day or if there is a greater concern to be worried about. It also talks about how to create an environment that is less stressful. It provides insight on how to identify crisis situations, conflict and emotions of anger before spiraling into violence.

• McGarvey, R. (1997, January). Peace Talks: Are employee conflicts eating away your profits? Entrepreneur Magazine.

This article identifies the importance of management intervention in resolving workplace conflicts regardless of how small. If ignored, conflicts that appear to be small can grow and fester with time causing a drain on business earnings. Guidelines for what to do and what not to do are given to help managers deal with petty disputes that can occur in the workplace.

• McIlvaine, Andrew R. (1999). Time is Up for Workplace Violence. Risk and Insurance.

In this article, the author reviews some of the reasons for workplace violence. An important factor is a perception of de-valuation of the employee by management. A key idea for managers is to listen not only to employees who make threats, but also to other employees who have ideas of their own. Employees with complaints, suggestions or different viewpoints can obtain a feeling of being valued due to their employer listening to what they have to say.

• Miller, L. (2002, March) How Safe is Your Job? The threat of workplace violence. USA Today Magazine.

This article looks at changes that have occurred in the American workplace and their effect. Changes in the American workplace, specifically changes such as downsizing, create a more stressful environment. The employees who remain after a company's downsizing are usually forced to take on extra work. Managers who either through inability or unwillingness do not promote fair and effective management practices after such events help to breed discontent and potential violence. Ideas on how to prevent violence or handle it once it has happened are given.

• Moline, A. (2001) “Conflict in the Work Place.” Plants, Sites and Parks. (28, (1), pp. 50-52). Retrieved from the web on Sept. 1,2004.

When misunderstandings escalate to formal grievances, companies lose time and money. At the most extreme conflict can become incidents of workplace violence. The author discusses conflict resolution programs.

• Moore, C. (1996, May). The Mediation process: practical strategies for resolving conflict.

A well-written manual designed as a guide for professional mediation practice. Since the process of mediating conflicts has not been studied extensively, the book fills an important gap. In addition, since US society has become so litigious, and litigation, in turn, has become so costly, alternative modes of conflict resolution are sorely needed. The book opens with a complex dispute between an employer and a physician who, in turn, is in a child custody dispute with his wife, a physician employed in the same group practice. The reader is then exposed to the wide range of possible approaches to this dispute-from conflict avoidance to violence. Going beyond this case, the author presents every step that a mediator should consider, and every possible reaction of parties to a dispute.

• Neville, H. (2000). Workplace violence prevention strategies. Memphis Business Journal, September 11, 2000, American City Business Journals, Inc.

Following an incident of fatal workplace violence, this opinion piece offers constructive advice to businesses to develop a comprehensive plan to prevent similar tragedies. The first step of screening applicants can help identify those who may be prone to violence. The training of current employees in the recognition of warning signs and a zero tolerance policy that addresses the signs of potential violence are recommended. Possible courses of action in the aftermath of a violent threat are discussed.

• Nigro, L.G. & Waugh, W. L., Jr. (1996). Violence in the American Workforce: Challenges to the Public Employer. Public Administration Review, Vol. 56. No. 4, pp. 326-333.

This article examines the current state of knowledge regarding occupational violent crime in the Untied States and concludes that the guidance offered to public employers is limited. It discusses what we know about violent crime in the public sector workplace and what can be done to prevent it. Strategies include prevention methods based on careful assessments of risk, emergency management techniques and systems, appropriate human resource policies, and management training and preparation.

• Nigro, L. G., & Waugh, W. L., Jr. (1998). Workplace violence policies of U.S. local governments. Public Administration Quarterly, 22 (3), 349-364. Retrieved from the Web July 27, 2004.

The article explores the degree to which local governments all around U.S. have workplace violence prevention policies, and if they have, how effectively they implement. It has been emphasized that since the beginning of 1990s, the public agencies do not pay enough attention to workplace violence and its results. The authors have conducted a national survey with different cities and counties to see the national comparison. The results of the study revealed that large, urban western cities are more likely to have violence prevention policies.

• Nixon, B. (n.d.). Creating a Respectful Work Environment May be your Best Defense.

This article is written as a viewpoint and talks about the importance of management and supervisors understanding and being able to effectively deal with employees. The viewpoint suggests that with this training and ability at the management level, violence in the workplace can be reduced and/or identified before it potentially escalates.

• O'Donovan, C. (1997). The Bulletproof Office - Avoiding Workplace Violence. Communication World.

The author outlines extreme examples of workplace violence and gives thought for ways to prevent violence in the workplace as well as in some aspects of society. A focus on "behavioral warning symptoms" is given in order to help identify potential problems where workplace violence may occur. Also, guidelines are offered for the creation of plans for dealing with and prevention of workplace violence.

• Peek-Asa, C., Casteel, C., Mineschian, L ., Erickson, R.J. & Kraus, J.F. (2004). Compliance to a Workplace Violence Prevention Program in small businesses. American Journal of Preventive Medicine, pp. 276-83.

This article addresses the role of conflict in the workplace. It suggests that many of the violent acts that have taken place in a workplace could have been prevented through individualized consolations and mediation sessions. It recommends companies implement conflict management programs to reduce the risk of violent encounters in the workplace.

• Positive Steps for Screening Out Workplace Violence (1994, January). Security Services.

This article spoke about a process for screening our workplace violence. It does not seem to be very realistic, in that it depends on the application, interview and hiring processes to identify potential threats. It does not account for or consider personal issues that come into play about 95% of the time in workplace violence incidents.

• Prince, M. (2003). Violence in the workplace on the rise; Training, zero tolerance can prevent aggression. Business Insurance (Vol. 37, Issue 1). Retrieved from the web on July 19, 2004.

The article points to the fact that violence in the workplace has increased. The author point to the work of experts in the field and show that workplace violence is always unavoidable and is prompted by unresolved conflict. Through training and adhering to a zero tolerance policy many of these acts of violence can be alleviated. Valuable examples of workplace violence being prevented are highlighted.

• Qaddumi, T. (2003). Study says many do not recognize warning signs. Houston Business Journal, December 29, 2003, American City Business Journals, Inc.

This brief article describes the warning signs of workplace violence. The results of a study commissioned by the American Association of Occupation Health Nurses, Inc. which focuses primarily on employee-on-employee violence are detailed. There is significant difference in the definition of workplace violence by gender. An AAOHN recommended violence prevention program is outlined.

• Ramsey, R. D. (2004) Managing Workplace Anger: Your Employees', Your Customers' and Your Own. SuperVision (Vol. 65, pp. 8-10).

This article reiterates that anger and rage are increasing all over the business world. The author outlines the steps he believes are important in diffusing this anger in the workplace. This article is split into two sections, dealing with employee and customer anger. Each section details some effective tips to handle dealing with this specific type of anger.

• Recognizing the Warning Signs: Workplace Violence. (2004, January 1). Occupational Hazards (Vol. 66; Issue 1).

This article discusses the finding of a study commissioned by the American Association of Occupational Health Nurses Inc. (AAOHN). The study found that the majority of the people surveyed did not know the common warning signs that could lead to workplace violence. The AAOHN recommends some steps to implement a violence education and prevention program to manage conflict. The study also indicates the need for employee education and training on workplace violence.

• Rogers, K.A. & Chappell, D. (2003). Preventing and responding to violence at work. Geneva Switzerland: International Labor Office.

This book was slow to read. It is very detailed and provides common sense information on ways to implement or improve policies and procedures pertaining to workplace violence. The book referenced many policies that are currently in place in businesses, and the government and provided a good survey that can be used by companies.

• Rosen, J . (2001). A labor perspective of workplace violence prevention . Identifying research needs. American Journal of Preventive Medicine; Vol. (2), pp. 161-8.

This article looks at the effects of conflict in the work place. It discusses how workplace violence is now considered an occupational hazard that companies must address as some level. It talks about current regulations that companies must follow in order to address these hazards, and goes on to say that having an effective conflict management program plays a key role in reducing these hazards.

• Ruggless, R. (June 14, 1999). Careful observation, communication are keys to avoiding workplace violence. Nation's Restaurant News.

The article outlines a discussion given within a "Workplace Violence Prevention" seminar. The way management handles an employee's disconcerting behavior can trigger or defuse a violent situation. Keeping emotional temperament down, and treating an employee like an adult and not like a child are tips for managers to use. Conflict management experts should always be consulted prior to the occurrence of workplace violence in order to help avoid costly claims and litigation that may occur.

• Runyan, C.W., Zakocs, R.C., & Zwerling, C. (2000). Administrative and behavioral interventions for workplace violence prevention. American journal of preventive medicine; Vol. 4, pp. 116-27.

This article recognized how conflicts in the workplace, if left unmanaged, could escalate into potential situations of workplace violence. The article takes several scenarios and evaluates methods that can be used as interventions during a conflict that can help to disseminate the conflicts to an easily manageable level before the conflict is escalated to the point of violence.

• Sanderford-O'Connor, V. (2002) Violence prevention techniques for today's over-stressed workplace. The Secured Lender (Vol. 58, pp. 52-53).

The author outlines some guidelines to follow for dealing with conflict that leads to violence.

• Embrace new ways of managing conflict and disciplining employees.
• Create an environment for honest communication.
• Focus on the people in the company, not on the company itself.
• Lead by example.
• Shift your company's focus to prevention

• Schneider, B. E. (1991). Put up and Shut Up: Workplace Sexual Assaults. Gender and Society, Vol. 5 No. 4, pp. 533-548.

This article reports on 64 cases of attempted or completed rape of women workers in a wide range of occupations. It examines the problems with and the reasons behind the underreporting of sexual assaults in the workplace, including the fear of depersonalizing and humiliating institutional procedures to which victims of sexual assault are frequently subjected and the lack of conflict resolution options for women who find themselves threatened in the workplace – short of quitting their jobs.

• Schooley, T. (1999) Employers can use job interviews to detect workplace violence signs. Pittsburgh Business Times, October 18, 1999, American City Business Journals, Inc.

This article describes workplace violence as a problem that is difficult to diagnose, easily sensationalized and difficult to address directly. Anecdotal evidence of workplace violence incidents are given to illustrate the broad definition of workplace violence. Hiring the right employees is recommended to promote a healthy safe workplace. Interview techniques that focus on how an employee has behaved in the past will often predict future behavior.

• Shumaker II, T. A. & Feldstein, A. L. (April 2004). Employer liability for Workplace Violence. Public Management (US); Vol. 86, (3), p. 34.

Employers should take appropriate steps to prevent violence in the workplace. Some preventative measures include; enforcing a workplace violence policy, training supervisors to recognize the warning signs of violent behavior, and conducting an extensive background check in order to determine the applicant's criminal record. By setting up silent alarms, cameras and adequate lighting, security is enhanced, which helps to prevent workplace violence.

• Smith, B. (1994). Cease fire! Preventing workplace violence. HR Focus, Vol. 71, pp. 1– 4. Retrieved from the web on July 19, 2004.

This article highlights the commonality of workplace violence in the United States . It focuses on, and discusses, ways managers can help to alleviate and deal with the violence that is in the workplace today. The methods of intervention includes: the institution of occupational safety programs, institution of a counseling program as well as outpatient services to terminated employees to help soften the blow of losing their jobs.

• Sommers, J.A., Schell, T.L., & Vodanovich, S. J. (2002). Developing a Measure of Individual Differences in Organizational Revenge. Journal of Business and Psychology, Vol. 17, No. 2, pp. 207 – 222.

The authors conducted research which led to the development of a tool to measure the individual differences that contribute to acts of organizational revenge and aggression. The scale they designed was meant to achieve three goals: (1) to minimize demand characteristics so that the scale may be useful for personnel selection, (2) to represent a wide range of possible behavioral reactions to organizational injustice, and (3) to represent a range of trust violations committed by organizations that can lead to revenge. The use of the scale for personnel selection and for research on workplace violence is discussed.

• Spence-Diehl, E. (2004, April 16). Steps to take to prevent stalking in the workplace. Fort Worth Business Press, Vol. 17, (16), p. 37.

In order to avoid workplace violence from occurring, several preventive measures should be implemented by employers to helping and support a stalking victim. All employees working with the victim should be informed about the situation and the stalker so that they can take appropriate actions. Information about the victim should not be disclosed under any circumstances. If possible, employers should arrange for the victim to be escorted to and from their vehicle, and have someone else record the victims greeting on their voicemail and allow them to work different work schedules.

Stableford, J. (1999). Workplace violence: What are danger signs? Fairfield County Business Journal, Vol. 38 Issue 7.

The article discusses guidelines that should be set by an employer as a means of conflict management. It describes how company guidelines and policies need to be in place as means to reduce conflict and potentially threatening situations. The article discusses possible factors that contribute to the escalation of problems to the point of conflict.

• Stone, R. A. (1995). Workplace Homicide: A Time for Action. Business Horizons (Volume 38, pp. 3-10).

This paper looks at surveys identifying a trend in workplace violence and its possible causes. It looks at employer-directed hostile behavior and how it follows a predictable sequence of events that management can identify. Profile statistics for people and jobs with a greater chance of workplace violence are given. The author also gives suggestions on how management can implement processes to reduce the risk of workplace violence.

• Stussie, G. (2002). The Real Terror at Work. Risk Management, Vol. 49 Issue 5, p. 30.

This article deals with the role of conflict within a company, and discusses what a company's liability is as a result of conflicts that turn into violence. The article suggests conflict prevention programs such as mediation to help disseminate the possibility of serious conflicts arising, as well as several other methods of conflict management.

• Swan, M. (June, 2004). Employers can trim risks when it comes to workplace violence. The Central New York Business Journal, Vol. 18, (24), p. 20.

Organizations should be aware of the different types of warning signs associated with workplace violence. Family problems, alcohol or drug abuse, obsessive interests in a co-worker, emotional or mental instability of fascination with weapons are a few examples of behavioral patterns that may lead to violence. There are some precautionary measures companies should consider in minimizing the risks of workplace violence. A few steps include; complete an extensive background check on any new hires, implement an anti violence policy and train mangers to communicate with employees so that they can resolve any internal conflict.

• Swanberg, J., Hoobler, J. M. (2006). Enemy is Not Us: The unexpected workplace violence. Public Personnel Management.

This paper examines workplace culture and its effect on the level of acceptance of workplace violence. The study looks at samples of government workers, jailers, and police. Organizational cultures where rudeness and incivilities are tolerated have a greater probability of more serious types of aggression occurring. Many violent situations in such cultures are more likely to occur between the employee and customers then between employees and management needs to be aware of this problem in order to be effective in reduction violent outcomes.

• Syverson, A .K. (2000). Workplace violence prevention is good business. South Carolina Business Journal. Vol. 19, Issue 4.

This article stresses the importance of workplace conflict management. It presents several strategies that companies can use in order to reduce conflict in the workplace. It also goes a step further to and suggests that a zero tolerance program for conflicts that get out of hand are good for companies to use to help with their employees safety.

• Tartakovsky, F. (1999, November 15). You're Safer At the Office Despite all the recent shootings, workplace homicides are declining. Time Magazine. Retrieved August 9, 2004 from Time Archive.

This article provides a couple of examples of workplace violence along with statistics surrounding workplace violence. The article also talks about different programs companies have instituted to prevent workplace violence. Although precautions can't prevent tragedies from occurring, they can help to reduce the strategies. Workplace violence has gone down since 1993 based on the size of the workforce.

• Taylor , M., (2004). Tighter employee screening. Industrial Safety & Hygiene News, Vol. 38, p. 12.

This article discusses the role of management in the ever-growing field of workplace violence. It discusses the development of workplace violence prevention ideas such as work place mediation, and other means of constant workplace conflict management. It also offers ideas on how to screen for potential problems with people to identify the problems early.

• Teicher, S. (2003, September 15). Before the boss needs to call 911; One community's long-term response to a fatal episode of workplace violence: close collaboration with local police. Christian Science Monitor.

This article discusses the aftermath of workplace violence in Massachusetts where an individual shot and killed seven co-workers. After the trial the town has been working to prevent another incident from occurring. The police have found that their presence at local businesses has helped the anxiety that managers and co-workers may feel about workplace violence. The police officer in one business has become a resource for workers to speak to when they sense a problem and they hope it will prevent another incident.

• Tjosvold, Dean, Su Fang, Sofia (2004). Cooperative Conflict Management as a Basis for Training Students in China. Theory into Practice, Vol. 43. Issue 1. p. 80.

Chinese educators recognize that for their students to take advantage of new opportunities, as well as handle emerging threats in their rapidly changing society, they must learn to manage many conflicts. But Chinese collectivism and valuing harmony may seem to make Western approaches to conflict resolution culturally inappropriate. This article reviews recent research that provides a theoretical foundation for the training of conflict skills among Chinese students. Contrary to common assumptions, studies indicate that Chinese people not only can manage their conflicts openly but they can do so productively and enjoyably. Chinese values need not work against managing conflict. Indeed, when appropriately expressed, Chinese values have been found to promote open, constructive conflict management. These recent studies suggest how Western-based training on cooperative conflict can be modified for effective, culturally acceptable conflict management training in China.

• Toufexis, A. (1994, April 25). Workers Who Fight Firing with Fire: Not a month goes by without an outburst of violence in the workplace – now even in flower nurseries, pizza parlors and law offices. Time Magazine. Retrieved August 9, 2004 from Time Archive.

This article states that the number one cause of death for women in the workplace is murder, for men it is the number three cause of death in the workplace. The article provides information on different measure of prevention that companies can employ to eliminate or reduce violence in the workplace. The article suggests that companies need to take precautions to protect themselves against workplace violence. The article details incidents in which companies have been sued and lost.

• Tyme, J. (2004). Workplace Violence Awareness and Prevention FAQ's, Facts & Answers.

Preventing workplace violence is both a legal and moral obligation of employers. There are simple plans for preventing workplace violence. Before an incident occurs, an employer should develop a written policy, form a crisis management team and have a policy in place for handling employee counseling, suspension and termination. Once an incident has occurred, the employer should immediately investigate, contact a specialist to interview the complainant, subject and witness, develop a plan, and the crisis management team should review the original plan and take actions if changes are needed.

• U.S. Department of Labor Occupational Safety and Health Administration. Preventing Workplace Violence. (1999).

This handbook gives facts and statistics related to workplace violence, as well as how best to prevent violence from occurring. It also gives information on how to keep workplaces safe and healthy for all employees. There are also surveys and incident report templates included at the end of the handbook related to workplace violence.

• Uyen, V. (2003). New rules to prevent violence. Canadian Business and Current Affairs. Vol. 16, pp. 1, 13.

With the passage of legislation in Ontario and other provinces, making workplace violence a responsibility of employers has given rise to conflict management measures. Employers are taking steps to mediate conflicts and preventative measures. Risk management, counseling, and employee assistance programs are expected to become requirements based on evolving regulations. Companies must avoid looking to workshops and consultants to solves these problems, but should look at leading indicators available such as absenteeism, occupational health and safety numbers.

• Vandenbos, G. R., & Bulatao, E.Q. (1996) Violence on the Job: Identifying Risks and Developing Solutions . Washington, DC: American Psychological Association.

Violence on the Job helps bring the growing problem of homicide (shown now to be the second most common cause of death in the U.S. workplace) to the forefront of public and scientific concern. Leading investigators report the most recent research on the prediction, psychological experience, and consequences of workplace violence.

• Viollis, P. (2003, November 1). Helping clients head off workplace violence. American Agent & Broker, Volume 75, Issue 11.

This article goes into depth discussing the profile of the typical violent offender and the warning signs he or she may portray. The article then discusses ways that managers can prevent violence. Some of the suggestions include adopting a workplace violence policy, providing procedure manuals, and purchasing workplace violence and or ransom insurance.

• Weisberg, D. (1994). Preparing for the unthinkable. Management Review, Vol. 83, (3), pp. 58-61. Retrieved from the Web July 28, 2004.

The article suggests a written workplace violence policy both for employees and customers in the workplace. Another suggestion is an intensive background check in the company. It is concluded that if a violent event takes place, management should make an investigation and prepare a report about the event.

• Wilkinson, C. W. (1998) Violence in the Workplace: Preventing, Assessing, and Managing of Threats at Work. Houston, TX: ABS Consulting.

This book brings together the professional expertise, the valuable insights, and the practical advice that safety and health professionals need to identify why workplace violence occurs and how to control it. Using this book, safety and health professionals--from compliance personnel to safety engineers to nurses--will learn how to estimate the potential cost of workplace violence, how to develop an effective violence prevention system, and how to asses their company's legal rights and responsibilities.

• Wilkinson, C.W. (2001). Violence prevention at work. A business perspective. American Journal of Preventive Medicine, Vol. (2), pp. 155-60.

This article suggests the importance of managing conflict within the workplace. It discusses how exposure to conflicts may increase the risk of exposure to violence in the workplace. The article suggests possible environmental design and employee training programs that can help to reduce potential problems.

• Zager, M. (2003). It can happen here: Preventing workplace violence. Rural Telecommunications, Vol. 22, (5), pp. 34-41. Retrieved from the Web on July 27, 2004.

The article describes the symptoms of a possible workplace violence event before it takes place. It is emphasized that violence usually evolves under chronic stress. The violent person who is under stress will reveal the symptoms of a possible event. The article makes suggestions to the managers to take actions against violence before it erupts. It is concluded that employees should be encouraged to report threatening events to the management. Training and contingency planning can also be utilized by the managers.

• Zugelder, M. T., Champagne , P., & Maurer , S.D. (2000). Balancing Civil Rights with Safety at Work: Workplace Violence and the ADA . Employee Responsibilities and Rights Journal, Vol. 12, No. 2, pp. 93 - 104.

This paper explores the increase in workplace violence in recent years and the guidelines given by the Equal Employment Opportunity Commission concerning implementation of the American's with Disabilities Act which includes people suffering from psychiatric disabilities. The authors examine the legal issues, the EEOC's guidance, and offer specific instructions for developing an effective hiring process, as well as methods to use when dealing with current employees who pose a threat of violence due to mental or emotional disorders.