social psychology (1)

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Aggression Intervention Program Surname 1 Abstract This study seeks to establish an aggression intervention program for the employees in the workplace. The study has identified factors that contribute to aggression in work environment and has proposed potential aggression management intervention. This study revealed that a number of aversive events like personal insults and physical pain evoke hostility. Relationships can also influence aggressive behavior in a work setting such as threats to self-esteem might make a person to act aggressively without considering the consequences of their actions. This study found that factors that may increase aggressive behaviors in an organization include personality difference, and cultural diversity. Organizations can make various changes in the workplace setting to ensure there is reduction in factors that cause aggression of the staff. This changes may include working hours, monitoring and surveillance, better pay, fair promotion strategies, and decrease in the use of part time employees. These interventions include reducing job ambiguity, poor leadership, and high demands. The organization can ensure there is role clarity and reasonable workloads, offer leadership training which encourage supportive leadership in the work environment, and establish policies which ensure fair and just treatment, decisions and outcomes. This intervention program focuses on reducing workplace hostility and aggression. There has been tests on the efficacy of policy communication, negative behavior awareness training, and stress management straining. Engagement in the workforce programs would help in managing work place aggression.

Aggression Intervention Program Surname 2 Aggression Intervention Program Setting The cultural influences take place during the socialization process through shaping people’s attitude and beliefs about aggressive behaviors. This is because the attitudes and beliefs constitute a basis for the contribution of scripts about aggressive acts. A number of aversive events like personal insults and physical pain evoke hostility. The frustration-aggression principle states that an attempt to block reaching a goal by an individual creates anger which can lead to aggression. Aversive stimuli trigger aggression in the people who have been awarded for aggression in the past or the people who have seen their role models act aggressively ( Douglas & Martinko, 2001) . Different cultures reinforce, model, and evoke different tendencies towards violence. For example, cultures where wealth is moveable easily develop a “culture of honor” where people are socialized to be fierce and react to insults aggressively in order to discourage strangers from stealing their moveable goods. Relationships can influence aggressive behavior in a work setting. For instance, threats to self-esteem might make a person to act aggressively without considering the consequences of the actions. Hostile aggression may involve immediate reaction to fury or deliberate and planned acts. Individuals who react aggressively to threats to their self-esteem have low self-esteem because they do not have inner resources to deal with frustrations and control themselves. Goals and Objectives The primary goals of this intervention program is to reduce the aggression cases which has been reported in the organization.

Aggression Intervention Program Surname 3 The program aims to propose training methods that are necessary for the management of the aggression in the work setting. To identify the common factors that are contributing to aggression in the workplaces. To improve the ability of the staff to function socially and reduce anger. To improve the relationship of the employees within the organization and increase the output of all employees. To focus on finding action alternatives that are effective for all the staff through role play. Settings that cause aggression There are various conditions in the setting that may cause aggression in the work environments. The first factor is the existence of different cultures and beliefs may contribute to aggression. This often occurs when there is little regard to the diversity of cultural beliefs and practices. This may result to aggression from some members due to cultural misunderstandings and insensitivity to the diversity in the work environment. Another condition that may be present in the workplace that may cause aggression is the personality difference. There are personality differences in response to provocations in the work setting. Aggression generally depends on the individual’s perceptions and interpretations of other people, behavior of the people, and situations where the behavior occurs. For example, threat to self-esteem may make a person to act aggressively without regarding the consequences of the behavior. There are modifications that are needed in my professional work environment to ensure that the factors contributing to aggression are eliminated or improved. There should be training

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Aggression Intervention Program Surname 4 of all the employees especially focusing on cultural diversity and how to deal with differences of cultural practices and beliefs. There changes in the work environment that are needed to minimize aggression among the workers. Certain changes in the work place has been found to increase aggression and heighten anxiety and stress. For example, pay cuts, freezes, increased monitoring systems, increased diversity, and changes in the management ( Oostrom & van Mierlo, 2008) . The work environment can be modified to ensure there is no feeling of stress and anxiety leading to aggression in the workplace. This changes may include working hours, monitoring and surveillance, better pay, fair promotion strategies, and decrease in the use of part time employees. Social psychological theory, research, and methods to design intervention training to minimize aggression in a specific setting. Interventions to minimize aggression A cognitive skills programs are designed to impart to the employees a series of cognitive, self-management, and interpersonal skills, deficits or limitations in which are believed to contribute to the occurrence of aggression ( Bolton, 2004) . Another approach it to consider the aggression acts as arising from cognitive distortions held by people, beliefs, or assumptions which are directly conducive to antisocial behaviors. The staff need to understand various things about as described by the model developed by Novaco (2007) which describes anger reactions and management. This model describes the interdependence of cognitive appraisal, emotional arousal, and angry response which in a way that enables employees to understand their own experiences of anger, and help them understand a techniques and framework for regaining control when they lose it.

Aggression Intervention Program Surname 5 The staff needs to understand that their own reaction and behaviors can be controlled to help them avoid aggressive behaviors and violence. The staff have to understand the differences that exist among them in order to know how to deal with each other personalities. The employees must acknowledge that they are responsible for their own behaviors and actions therefore they should always consider the consequences of their aggressive behaviors. The staff can assess their aggressor’s own self-concept in many ways. The staff should try not to take hostility personally. An individual should be aware of their own reactions to aggression and try to keep their calm in such instance. This is because aggressive response may reinforce the other’s aggressive behavior. The staff should try to recognize and diffuse aggression towards them as early as possible through showing apathy to aggressive colleagues instead of responding aggressively in return. The staff should listen to what their colleague has to say and recognize positive aspects of what is said. They should demonstrate understanding and empathy with the aggressive person through reflecting and clarifying their thoughts and feelings. The primary intervention to aggression focus on reducing workplace hostility and aggression. There has been tests on the efficacy of policy communication, negative behavior awareness training, and stress management straining. Engagement in the workforce programs would help in managing work place aggression. The organization should make necessary changes to intervene and solve aggression problems. These interventions include reducing job ambiguity, poor leadership, and high demands. The organization can ensure there is role clarity and reasonable workloads, offer

Aggression Intervention Program Surname 6 leadership training which encourage supportive leadership in the work environment, and establish policies which ensure fair and just treatment, decisions and outcomes. Recommendation The assertiveness to training as a complement to the aggression intervention program should be emphasized by the organization. The organization should integrate training of all the staff in its strategic plans to ensure that such training is carried out as a requirement by the organization. The training should integrate all the factors that contribute to aggressions. The company should have a plan for training the employees and such plan should be well implemented. The organization should be proactive to cases of aggression and should acknowledge that aggression impedes the success of the organization and the output of the staff.

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Aggression Intervention Program Surname 7 References Bolton, S. C. (2004). Emotion management in the workplace . Palgrave Macmillan. Douglas, S. C., & Martinko, M. J. (2001). Exploring the role of individual differences in the prediction of workplace aggression. Journal of Applied Psychology , 86 (4), 547. Oostrom, J. K., & van Mierlo, H. (2008). An evaluation of an aggression management training program to cope with workplace violence in the healthcare sector. Research in Nursing & Health , 31 (4), 320-328.

social psychology (1)

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