A Criminological Lens on Workplace Safety: Addressing Female Vulnerability

Authors

  • Khethiwe Madima Author

DOI:

https://doi.org/10.51137/wrp.ijarbm.398

Keywords:

Employee Well-Being, Environmental Design, Female Workers, Safety, Workplace Victimisation

Abstract

This paper investigates the issue of employee well-being from a criminological perspective, with a particular emphasis on the experiences of female victims in the workplace. It critically examines the intersection of gender, occupational risk, and victimisation, focusing on how systemic issues such as harassment and the demands of night shift work contribute to creating unsafe and hostile work environments for women. Special attention is given to high-risk professions, including healthcare, law enforcement, and security services, where the nature of the work and institutional cultures often expose women to heightened levels of vulnerability. This research underscores the urgent need for structural and policy-level reform to address these persistent issues. The study employs a qualitative methodology, utilising secondary data sources to gather information.  This study was analysed using thematic content analysis, it identifies recurring patterns and narratives that highlight institutional shortcomings in protecting female employees. The findings reveal that women face significantly heightened safety risks during non-peak hours and night shifts due to poor environmental design, inadequate supervision, and insufficient institutional safeguards. The study recommendations include the implementation of more effective protective policies, the incorporation of environmental design strategies to reduce opportunities for harassment and victimisation, and the promotion of organisational cultures that prioritise safety and accountability.

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Published

2025-11-01

Issue

Section

Original Research Paper

How to Cite

Madima, K. (2025). A Criminological Lens on Workplace Safety: Addressing Female Vulnerability. International Journal of Applied Research in Business and Management, 6(2). https://doi.org/10.51137/wrp.ijarbm.398