Professor Vanessa Gash
By Vanessa Gash
Professor Vanessa Gash was an invited contributor on a recent panel on Barriers to Research on Sex and Gender at City, University, where she presented some of her work funded by VISION on workplace violence.
Workplace violence is often imagined as a rare or extreme event—yet for many employees, it forms part of a daily reality that remains unseen, unreported, and unmanaged. Evidence from recent reviews and representative UK data paints a troubling picture: violence, harassment, and bullying at work are both widespread and systematically minimised, particularly for groups already facing gendered or intersectional disadvantages.
One of the most striking patterns across studies is the silence of victims. Although around 8.3% of working‑age employees report threats, insults, or physical attacks at work, many more choose not to disclose their experiences. Research suggests a persistent “dark figure of crime,” with roughly 60% of crimes generally going unreported, and workplace violence likely exceeding this threshold. Victims often feel ashamed or fear appearing incompetent. At work—where reputational stakes are high and careers depend on social status—these concerns are intensified.
The Sullivan Review sheds further light on the issue by exploring barriers to research within academia itself. Alarmingly, bullying, harassment, and ostracisation emerged as the second most commonly cited barrier, reported by 42% of respondents. The sample was disproportionately composed of colleagues with protected characteristics—women, LGBTQ+ individuals, older staff, and those with disabilities. These groups are historically more vulnerable to exclusionary practices, and their experiences offer insight into how violence and inequality become mutually reinforcing.
A recurring theme across sectors—from nursing to higher education, hospitality, and even commercial kitchens—is managerial normalisation of violence. Studies show that managers may dismiss or downplay workers’ reports, frame violent incidents as interpersonal misunderstandings, or subtly blame victims for “mismanaging” interactions. Such responses erode trust and suppress reporting. Without acknowledgement from leadership, workplace violence becomes embedded in organisational culture, shielded by institutional inertia.
Gender inequalities intersect heavily with these processes. Women and gender‑diverse workers often face disproportionate scrutiny and are more likely to internalise blame for mistreatment. In environments where masculinity norms dominate—whether through expectations of resilience, emotional restraint, or competitiveness—experiences of violence can be viewed as a failure to cope rather than an organisational problem requiring intervention.
The consequences are not merely cultural or professional—they are clinical. Evidence from the UK Household Longitudinal Study indicates that workplace violence is predictive of common mental disorders (CMDs) both at baseline and one year later, suggesting a causal pathway. Mental health harms linger long after individual incidents fade.
To break this cycle, organisations need scientifically designed interventions that include ongoing measurement, enforce accountability, and centre the voices of both workers and management. Most importantly, institutions must confront the gendered dynamics of silence, shame, and managerial denial that allow violence to persist.
For further information, please contact Vanessa at vanessa.gash.1@citystgeorges.ac.uk
Cover photo supplied via Adobe Stock subscription.
