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Article type: Research Article
Authors: Tabanelli, Maria Carla | Bonfiglioli, Roberta | Violante, Francesco S.
Affiliations: Section of Occupational Medicine, Department of Internal Medicine, Geriatrics and Nephrology, University of Bologna, Bologna, Italy
Note: [] Address for correspondence: Maria Carla Tabanelli, Section of Occupational Medicine, S. Orsola-Malpighi Hospital, Via P. Palagi 9, 40138 Bologna, Italy. Tel.: +39 051 6362754; Fax: +39 051 6362609; E-mail: [email protected]
Abstract: BACKGROUND: Robbery in workplaces represents a potentially traumatic experience for workers. OBJECTIVES: This article describes the set up and evaluation of a comprehensive psychological intervention designed to help to reduce the adverse consequences of bank robberies. PARTICIPANTS: The study population was selected among the employees of two Italian banks. METHODS: The psychological protocol was designed according to the results of a comprehensive non-systematic review of the scientific literature and it was evaluated at work site. RESULTS: The protocol consists of a "pre-event" formative intervention and "post-event" psychological support. The qualitative data collected allowed us to understand that the reactions after a robbery can differ depending on the phase during which the workers were exposed to the robbery. We noted that the main consequences can be classified in emotional/sentimental reactions, behavioral reactions, physiological reactions and experiences during the event; emotions/feelings following the robbery and psycho/physical state and emotions/feelings in the following days. CONCLUSIONS: In a working environment, the chance to take advantage of a specific protocol for the traumatic event of a bank robbery offers both the company and the workers important tools for well-being, including post-robbery psychological support and classroom instructions.
Keywords: Traumatic events, psychological debriefing, Mitchell's model, organizational support, psychological distress, managing workplace, workplace violence
DOI: 10.3233/WOR-131625
Journal: Work, vol. 47, no. 4, pp. 531-541, 2014
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