Introduction
Empirical data from the UK (Wells & Bowers 2002, Foster et al. 2007, Stewart et al. 2008), Europe (Behar et al. 2008, Camerino et al. 2008) and America (Hodgson et al. 2004) indicate high and in some instances increasing levels of aggression and violence towards healthcare staff. In the UK, where the authors are based, figures released by the centra- lised Counter Fraud and Security Management Service (2008) reveal that in the National Health Service (NHS) there were over 55,000 incidents of aggressive behaviour directed at healthcare staff in 2006–2007. The prevention and manage- ment of aggressive behaviour across international health service jurisdictions is a pressing issue not least because occupational and employment law compels organisations to do so, but because a team- and individual-level exposure to this hazard may have deleterious effects on the victims health (Needham et al. 2005, Stubbs & Dickens 2009). Violent or aggressive acts that do not result in pain or physical injury can cause ‘invisible’ psychological injury (Needham et al. 2005, Stubbs & Dickens 2009). It is also now widely recognised that non-physical violence can be extremely toxic and damaging (Leather et al. 1998). Jannoff-Bulman (1992) explored how the victim of violence can develop an altered understanding of themselves in the world post-victimisation. The new belief structures that arise can include the loss of the belief in a fair and just world, a loss of the sense of personal worth and a developing sense of vulnerability and mortality. The consequences of which include feelings of stress, symp- toms of burn out, increased absence from work as well as diminished job satisfaction and commitment (Behar et al. 2008, Camerino et al. 2008). Thus, the prevention and safe management of such behaviour is imperative for all health- care professionals, including nurses.
แนะนำEmpirical data from the UK (Wells & Bowers 2002, Foster et al. 2007, Stewart et al. 2008), Europe (Behar et al. 2008, Camerino et al. 2008) and America (Hodgson et al. 2004) indicate high and in some instances increasing levels of aggression and violence towards healthcare staff. In the UK, where the authors are based, figures released by the centra- lised Counter Fraud and Security Management Service (2008) reveal that in the National Health Service (NHS) there were over 55,000 incidents of aggressive behaviour directed at healthcare staff in 2006–2007. The prevention and manage- ment of aggressive behaviour across international health service jurisdictions is a pressing issue not least because occupational and employment law compels organisations to do so, but because a team- and individual-level exposure to this hazard may have deleterious effects on the victims health (Needham et al. 2005, Stubbs & Dickens 2009). Violent or aggressive acts that do not result in pain or physical injury can cause ‘invisible’ psychological injury (Needham et al. 2005, Stubbs & Dickens 2009). It is also now widely recognised that non-physical violence can be extremely toxic and damaging (Leather et al. 1998). Jannoff-Bulman (1992) explored how the victim of violence can develop an altered understanding of themselves in the world post-victimisation. The new belief structures that arise can include the loss of the belief in a fair and just world, a loss of the sense of personal worth and a developing sense of vulnerability and mortality. The consequences of which include feelings of stress, symp- toms of burn out, increased absence from work as well as diminished job satisfaction and commitment (Behar et al. 2008, Camerino et al. 2008). Thus, the prevention and safe management of such behaviour is imperative for all health- care professionals, including nurses.
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