Crime prevention series

Introduction {to Protecting counter and interviewing staff from client agression}

Published in:
Protecting counter and interviewing staff from client agression
Bruce Swanton and Daryl Webber
Canberra : Australian Institute of Criminology, 1990
ISBN 0 642 14974 7 ; ISSN 1031-5330
(Crime prevention series) ; pp. 1-4

Aggression against employees appears to be growing in a number of Western countries. Certainly, management and some employee groups have become more concerned about the problem in recent years (Poyner & Warne 1986).

Although the physical means of aggression are limited, the range of conditions in which aggression can be manifested is wide. A police officer struck by a prisoner resisting arrest, a post office counter clerk abused by an irate customer, a train guard set upon by drunken hooligans, a welfare officer spat upon by a mentally disordered client and a bank clerk menaced by a shotgun wielding robber, are all examples of the various circumstances in which employees are subjected to aggression. Indeed, so different are these situations, they are best considered separately.

This publication considers aggression manifested by clients/customers toward counter and interviewing staff at counters and in interview rooms. It is predicated on the assumption that job design and job practice influence levels of aggression experienced by employees from clients and others and, that while aggression cannot be prevented entirely, much can be done to reduce it.

The approach adopted is largely prevention oriented both directly and indirectly and primarily directed at those security/protection managers, personnel managers and office managers, concerned to protect their counter and interviewing staff from client imposed aggression in public offices.

Aggression defined

The term "aggression", as used in this booklet, includes any of the following behaviours exhibited by a client to an extent considered intolerable by an interviewing officer acting in the course of employment: swearing; insulting; making offensive noises; intimidation by word or deed, including threatening, gesturing, assaulting - by hand, foot or weapon, including pulling hair, touching, pushing, prodding, spitting, stabbing, cutting and/or shooting; complaining, and exposing portions of the human body normally clothed in an office environment. Aggression against employees results in psychological and physical reactions ranging from trivial through serious to, in fortunately rare instances, death. Some aspects of client aggression are highly subjective, for example, swearing, and it is for that reason aggression is best defined by individual employees.

Sexual harassment is a substantial problem in some workplaces, causing great offence to victims but does not fall within the province of this publication unless involving any of the characteristics of aggression itemised above.

Client motivation

Client inflicted aggression in the present context is divisible into four motivational categories: random, instrumental, expressive, and unmet needs. Prevention oriented analysis is difficult without an understanding of this classification.

Random aggression is that aggression manifested by a person experiencing an altered state of consciousness, be it drunkenness, mental illness or whatever. Such behaviour usually lacks a rationale.

Instrumental aggression is that behaviour engaged in by a client in order to influence a counter and interviewing officer to make decisions favouring the client. Most clients are content to use commonly accepted body language, such as smiles and posture, and everyday language, in their attempts to influence employees; but some, more calculating and ruthless than most, will attempt to manipulate by means of aggression.

Expressive aggression or irritation is probably the most frequent single cause of aggression and occurs when clients give vent to their dissatisfaction with the counter and interviewing officer with whom they are interacting and/or the physical environment in which they find themselves and/or the institution with which they are dealing.

Unmet needs Some clients are aggressive due to: unmet physical, emotional, or self-identity needs leading to a desire to "prove" themselves, displaced anger from past situations projected into current situations, and feelings, attitudes and expectations toward the organisation rather than the issue in hand (Bowie 1989).

Process of client inflicted aggression

The process of workplace aggression is conceptualised at Figure 1. Antecedent events are identified at stage 1. Selection and training of counter and interviewing officers as well as pressing personal problems of both employees and clients, are pertinent considerations here.

Figure 1: Process of Client Afflicted Aggression

At stage 2, client and employee are in proximity but not interacting: the client is in the employee's workplace, perhaps waiting to be served or interviewed, but not yet in personal contact with the counter and interviewing officer. A wide range of architectural and design factors possessing potential to influence client behaviour apply at this point. Administrative factors are also important, such as appointment times not being adhered to or clients being obliged to queue merely to lodge a document or ask a simple question.

Stage 3 occurs as counter and interviewing officers and clients commence interaction, and a range of interpersonal skills come into play. All being well, employees can concentrate on servicing their clients. But, if all does not go well, officers will have to exercise their interpersonal skills in order to prevent the interaction breaking down.

Once an employee realises a client interaction has either broken down or breakdown is imminent, stage 4 has been reached. It is necessary at that point for employees to follow prescribed office procedures appropriate to their situation.

Finally, once a client interaction has been terminated by reason of aggression there remains a number of consequential tasks to be undertaken in order to cater for all possible post aggression outcomes. Tasks range from medical examination in cases of assault through counselling to legal action. These tasks are performed during stage 5. Selected information gained during this stage should be fed back into the interviewing system and so used to improve the quality of service, for example, by making procedures simpler or revising training materials in the light of newly emerged circumstance. Advantage should be taken of every failed staff/client interaction to improve staff protection and enhance customer service. This refinement process is indicated at Figure 1 by means of a feedback loop.