Workplace violence can produce adverse financial outcomes for organizational shareholders, harms employees, and might create long-lasting mental health issues for survivors. Leaders of small businesses might lack the tools available to larger organizations to effectively address the growing incidence of violence in the workplace. The purpose of this multiple case study was to explore strategies some leaders of small businesses used to prevent workplace violence. The targeted population consisted of 3 leaders of small businesses from 3 different organizations in the government consulting industry in northern Virginia who successfully implemented workplace violence prevention programs. The general systems theory was the conceptual framework for this research. Data were collected from applicable company documents and semistructured interviews. The data were analyzed through a 5-phase qualitative analysis cycle. Emergent themes included effective workplace violence prevention policies and procedures and leaders’ role in creating a positive working environment. The implications of this study for positive social change include the potential to reduce work-related stress so that employees are healthy members of society. Leaders of small business who promote a positive work environment and understand the importance of an effective workplace violence prevention policy might be able to increase the performance of their businesses, which could allow them to be more involved in their communities.
| Identifer | oai:union.ndltd.org:waldenu.edu/oai:scholarworks.waldenu.edu:dissertations-9052 |
| Date | 01 January 2019 |
| Creators | Fleming, Anthony |
| Publisher | ScholarWorks |
| Source Sets | Walden University |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Walden Dissertations and Doctoral Studies |
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