One gap we see throughout the literature is the lack of acknowledgment, initiative, or research, into the extent of which different racial or ethnic groups may experience stalking differently. As well as whether their experiences with reporting to supervisors, colleagues, law enforcement, or the criminal justice system is equal to that of other groups. One victim reported not being given support by her supervisors while she was stalked, after being mis-identified as "another journalist from a minority background who had reported on him" (Posetti& Shabbir, 2022). Additional concerns have been raised regarding male or same-sex(gender) harassment and stalking in the workplace or professional environments (Ginley, 2012). Research suggests that too much of our attention has focused on models of male harassment of women, creating a monolithic and stereotyped view of stalking. This ignores responses that may fall outside of gender-normed responses, such as male-victims who are disinterested in a female-pursuer (Ginley, 2012). Furthermore, if these considerations are not understood, the needs of these victims will not adequately addressed. Systems that do not protect all victims, leave everyone unprotected.
Schell and Lanteigne, 2000, p. 68
Anyone, from any walk of life can become a victim, but empathy, the ability for one to be understanding and "walk in another's proverbial 'shoes,'" research finds, may be a stalker's catnip. (Schell)
Some professions are more vulnerable, given their role-requirements for expressing more empathy. This may include mental health staff, medical professionals, service workers, and lawyers, who regularly display "professional civility."
Many workplaces have, or are, moving toward more open climates. This creates more opportunities for victim targeting in a physical and psychosocial sense.
Workplaces are environments where stalking can occur amongst colleagues, clients, supervisors, as well as DV/IPV or other intrafamilial intrusions.
Some research suggests that the ultimate goal of the stalker is to gain control over the relationship, and the situation, more than the specific victim.
Sheridan, North, & Scott, 2019, p. 62
A study from 1996 found that 5.6% of employees at mental health centers were stalked by clients. In 2002, 10% of psychologists had been stalked by clients (Sheridan, et al., 2019).
According to Peterson, et al. (2018) stalking victims, (among other DV and sexual violence victims), reported an average of 4.9 missed days of work or school. This amounts to an average of $730 per victim or $110 billion across the lifetime of all victims. Factors that increase the number of lost days were "stalking victimization by an intimate partner perpetrator, stalking victimization by an acquaintance perpetrator, and sexual violence or stalking victimization by a family member perpetrator" (p. 106).
It is estimated that female victims will have an average lifetime cost of $103,767, whereas male victims' average lifetime cost will be $23,414. The economic burden to the population for medical costs, lost productivity, the CJS, property damage, etc. is estimated to be approximately $3.6 trillion (2014 USD), (Peterson, et al., 2018).
Logan, et al. (2007) found that employed stalking victims experience twice as many stalking incidents and were pursued three times longer.
Secondly, research has focused on the ways in which the stalker sabotages the victim’s work (Banyard, et al, 2011). This impacted women in three ways: on-the-job harassments, work disruptions, and job productivity problems (Logan, et al, 2007). Thus, women are left with barriers to employment, such as being scared out of seeking a job, being barred from working because of ruined reputations, and gaps in work history hindering future employment (Logan, et al. 2007). Thirdly, the research focuses on women's ability to be effective employees. Finally, findings included negative associations between physical abuse and employment outcomes (Banyard, et al. 2011). Findings reveal that DV stalking victims reported they had more difficulty keeping a job than IPV victims who were not stalked, and women victims were more likely to have lost more days of employment (Logan, et al, 2007).
Research has shown that for stalking victims specifically, over 50% of victims changed jobs or retired early due to being stalked (Schell, 2003; Abrams, 2002).
In Banyard et al.'s 2011 study they found victims reported trouble concentrating (19.8%) and an inability to do their "best work" (14.4%). Fewer victims reported more severe consequences including having to miss work
(7.2%), having to quit (6.2%), or losing a job (3.3%).
Piotrowski’s (2012) research of 21st century stalking crimes, known as “cyberstalking,” suggests there are more dangers than previously anticipated. It is important to identify these issues, as they can be independent or interwoven in the overall context of other stalking crimes. Organizations must be aware of these problems and have up-to-date policies addressing them.
Threat management teams are recommended that would develop and deliver training on topics such as: conflict management, stress management, First Aid, CPR, crisis intervention, how to recognize troubled employees, staff safety, harassment, and other necessary skills (Maggio, 1996; Schell, 2003). Stalkers should be prevented from contacting the victim at their place of employment through the PPOs. This could also help curtail some of the 25-35% of workplace violence incidents that erupt. However, according to Schell (2003), in order to more effectively reduce these offences, policies within organizations need to be developed and training implemented in a proactive rather than reactive manner.
Gross, 2012, p. 117-118
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