4th year final research report

How does Good Health and Safety Practices Pave the way for Productive

Operations of an Organization in Manufacturing Industry

Research Project

By

Jayarathne H Maneesha

BSC-UGC-MGT-1416-188

An Independent Research Proposal

Submitted to National School of Business Management

In partial fulfillment of the requirement for the degree of

BSc. In business Management (special) (Industrial Management)

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Declaration by the Candidate

The work described in this dissertation was carried out by me under the supervision of Mr.

Felix Fernando and a report on this has not been submitted in whole or in part to any university

or any other institution for another Degree/ Diploma.

Name of the Candidate - Jayarathne H Maneesha

Signature -

Date -

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Certification by the Supervisor

I/We certify that the above statement made by the candidate is true and that this dissertation is

suitable for submission to the University for the purpose of evaluation.

Name of the Supervisor - Mr. Felix Fernando

Signature -

Date -

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Table of Content

Acknowledgement ................................................................................................................. viii

Abstract ..................................................................................................................................... ix

Chapter One ............................................................................................................................... 1

1 Introduction ........................................................................................................................ 1

1.1 Background of the Manufacturing Industry ................................................................ 1

1.2 Background of the Study ............................................................................................. 2

1.3 Statement of Problem .................................................................................................. 3

1.4 Research Question ....................................................................................................... 4

1.5 Research Objectives .................................................................................................... 4

1.6 Significance of the Study ............................................................................................ 4

1.7 Scope of the Research ................................................................................................. 5

1.8 Key Terms ................................................................................................................... 5

1.9 Methodology ............................................................................................................... 5

1.10 Organization of the Study ........................................................................................ 6

Chapter Two............................................................................................................................... 7

2 Review of Literature .......................................................................................................... 7

2.1 Introduction ................................................................................................................. 7

2.2 The Concept of Occupational Health and Safety (OHS) ............................................ 7

2.3 Definition of Production.............................................................................................. 9

2.4 Safety and Productivity in Organization ..................................................................... 9

2.5 Definition of Productivity ......................................................................................... 10

2.6 Measuring Productivity ............................................................................................. 10

2.7 Definition of Ergonomic ........................................................................................... 13

2.8 Organizational Commitment ..................................................................................... 15

2.9 The Employee and the Working Environment .......................................................... 16

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2.10 Safety Standards and Health Problems Faced by Employees ............................... 16

2.11 The Working Environment and Performance of Employees ................................. 17

2.12 Safety and Health Culture ...................................................................................... 18

2.13 Occupational Injuries ............................................................................................. 20

2.14 Organizational Role and Attitude to Health and Safety ........................................ 20

2.15 Management Commitment .................................................................................... 20

2.16 Employee Involvement in Health and Safety ........................................................ 21

2.17 Empirical Analyses on Occupational Health and Safety ....................................... 22

Chapter Three........................................................................................................................... 24

3 Case Framework and Methodology ................................................................................. 24

3.1 Introduction ............................................................................................................... 24

3.2 Study Design ............................................................................................................. 24

3.3 Conceptual Framework ............................................................................................. 25

3.4 Hypothesis ................................................................................................................. 25

3.5 Data Collection .......................................................................................................... 26

3.5.1 Source of data .................................................................................................... 26

3.5.2 Data collection techniques ................................................................................. 27

3.6 Sampling Procedure .................................................................................................. 27

Chapter Four ............................................................................................................................ 28

4 Analysis, Discussion and Representation of Results ....................................................... 28

4.1 Introduction ............................................................................................................... 28

4.2 Reliability of Questionnaire ...................................................................................... 28

4.3 Presentation and Analysis of Preliminary Data......................................................... 28

4.3.1 Gender of Respondents ...................................................................................... 29

4.3.2 Age of Respondents ........................................................................................... 30

4.3.3 Working Experience of Respondents................................................................. 31

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4.4 Descriptive Statistics Analysis .................................................................................. 32

4.4.1 Descriptive Statistics Analysis of Independent Variables ................................. 33

4.4.2 Descriptive Statistics Analysis of Dependent Variable ..................................... 41

4.5 Correlation Analysis .................................................................................................. 43

4.5.1 Correlation between Safety Equipment and Production .................................... 43

4.5.2 Correlation between Ergonomics and Production ............................................. 44

4.5.3 Correlation between Medical Expenditure and Production ............................... 45

4.5.4 Correlation between Facilities and Benefits and Production ............................. 46

4.6 Regression Analysis .................................................................................................. 46

4.7 Hypothesis Testing .................................................................................................... 48

Chapter Five ............................................................................................................................. 49

5 Summary Conclusion and Recommendations ................................................................. 49

5.1 Introduction ............................................................................................................... 49

5.2 Overview of the Study............................................................................................... 49

5.3 Problem of Case Study .............................................................................................. 49

5.4 Finding of the Study .................................................................................................. 50

5.4.1 Findings Regarding the Characteristics of Sample Profile ................................ 50

5.4.2 General Findings ................................................................................................ 50

5.5 Recommendations ..................................................................................................... 52

5.6 Conclusion ................................................................................................................. 54

6 Bibliography .................................................................................................................... 56

7 Appendix .......................................................................................................................... 61

7.1 Appendix: Questionnaire........................................................................................... 61

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List of Tables

Table 3-1: Number of Employees ............................................................................................ 27

Table 4-1: Reliability of Questionnaire ................................................................................... 28

Table 4-2: Gender Breakdown ................................................................................................. 29

Table 4-3: Age Distribution ..................................................................................................... 30

Table 4-4: Work Experience ................................................................................................... 31

Table 4-5: Descriptive Statistis - Safety Equipment ................................................................ 33

Table 4-6: Frequency Distribution - Safety Equipment ........................................................... 34

Table 4-7: Descriptive Statistics - Ergonomics ...................................................................... 35

Table 4-8: Frequency Distribution - Ergonomics .................................................................... 36

Table 4-9: Descriptive Statistics - Medical Expenditure ......................................................... 37

Table 4-10: Frequency Distribution - Medical Expenditure .................................................... 38

Table 4-11: Descriptive Statistics - Facilities and Benefits ..................................................... 39

Table 4-12: Frequency Distribution - Facilities and Benefits .................................................. 40

Table 4-13: Descriptive Statistics - Dependent Variable ......................................................... 41

Table 4-14: Frequency Distribution - Dependent Variable ..................................................... 42

Table 4-15: Correlation between Safety Equipment and Production ...................................... 43

Table 4-16: Correlation between Ergonomics and Production ................................................ 44

Table 4-17: Correlation between Medical Expenditure and Production ................................. 45

Table 4-18: Correlation between Facilities and Benefits and Production ............................... 46

Table 4-19: Analysis of Variance (ANOVA) .......................................................................... 46

Table 4-20: Regression Analysis - Model Summary ............................................................... 47

Table 4-21: Regression Analysis - Coefficients ...................................................................... 47

Table 4-22: Hypothesis Testing - Results ................................................................................ 48

Table 5-1: Means of Independent Variables ............................................................................ 50

Table 5-2: Correlation - Summary ........................................................................................... 51

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List of Figures

Figure 2-1: Ergonomics Improvement Process........................................................................ 14

Figure 3-1: Overview of Independent and Dependent Variables ............................................ 25

Figure 4-1: Gender Breakdown ............................................................................................... 29

Figure 4-2: Age Distribution .................................................................................................... 30

Figure 4-3: Work Experience ................................................................................................... 31

Figure 4-4: Frequency Distribution - Safety Equipment ......................................................... 34

Figure 4-5: Frequency Distribution - Ergonomics ................................................................... 36

Figure 4-6: Frequency Distribution - Medical Expenditure .................................................... 38

Figure 4-7: Frequency Distribution - Facilities and Benefits .................................................. 40

Figure 4-8: Frequency Distribution - Dependent Variable ...................................................... 42

Figure 5-1: Ergonomic Solutions ............................................................................................. 54

viii

Acknowledgement

The researcher would like to extend her sincere thanks and heartfelt gratitude to the following

people who supported in many ways to make this research a success.

Research Supervisor Mr. Felix Fernando for the very liberal and supportive guidance

throughout

Management Research Project lecturers Prof. Mangala and Dr, Ajward for giving initial

guidance

Managers and employees of Darley Butler, Dimo, Hirdaramani, Brandix for support in

collecting the data.

BSc. In Business Management (special) Degree B3 Course Director Mrs. Thilini De Silva

Family members, for the support in every way possible.

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Abstract

Occupational health and safety enhancing the employability of employees, through work

environment (re)design, support of a sound and safe workplace, preparing and retraining,

appraisal of work requests, restorative determination, safety screening and evaluation of useful

limits. In recent years, most of employees have faced temporary or permanent disability by

work related accidents because of the lack of safety knowledge on handling machines and

equipment, neglecting to follow simple procedure in accomplishing task or management not

providing the right safety standards and resources for employees. This research is based on

relationship between health and safety practices and production in manufacturing industry.

In this the effect of health and safety on production is analyzed through evaluating a pre-defined

set of independent variables against the identified parameters of the dependent variable

production. A questionnaire is used as the primary source of data which has a range of questions

to find out about each of the four variables. The data is then analyzed using software tools to

arrive at the conclusion and recommendations. In general it was observed that health and safety

and production have a positive relationship where improvements in the first effects the increase

of the latter.

Chapter One

1 Introduction

This chapter discusses about the background of the manufacturing industry, research

problem and question, importance of the study, significant of the study and key terms

and scope etc.

1.1 Background of the Manufacturing Industry

An assembling business is any business that uses segments, parts or crude materials to

make a completed item. These completed merchandise can be sold specifically to

customers or to other assembling organizations that utilization them for making an

alternate item. Fabricating organizations in today's reality are regularly involved

machines, robots, PCs and people that all work in a particular way to make an item.

Assembling plants regularly utilize a sequential construction system, which is a

procedure where an item is assembled in arrangement starting with one work station

then onto the next..

Evolution of the Manufacturing Industry

Producing commercial ventures appeared with the event of mechanical and financial

changes in the Western nations in the 18th – 19th century. This was broadly known as

mechanical upheaval. It started in Britain and supplanted the work serious material

generation with motorization and utilization of powers.

Working in Manufacturing Industry

Various technologies and methods are using to manufacturing process management in

the manufacturing industry. Engineering, constructions and electronics industries,

chemical industries, energy industries, textile industries, consumer industries,

metalworking industries, plastic industries, transport and telecommunication industries

are main categories in the manufacturing industry.

Sri Lankan Manufacturing Industry

Since its independence in 1948, Sri Lankan economy has been through some major

highs and lows. Between 2006 and 2008, it grew at a rate of 7%. In Sri Lanka major

industrial center is Colombo and food processing, petroleum refining, construction,

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telecommunications, insurance, banking, textiles and apparel, cement, agriculture and

shipping are some of main industrial sectors. Due to subsidence in 2009, the nation's

modern generation development rate dropped to - 0.9%.

Apparel and textile industry and tea industry are major manufacturing industries in the

Sri Lanka. Sri Lankan clothing industry is world popular for assembling quality

demonstrated readymade articles of clothing. The US and Europe are amongst the

significant merchants of pieces of clothing created in Sri Lanka. The nation has around

900 article of clothing assembling processing plants that work for widely acclaimed

brands, for example, Tommy Hilfiger, Victoria's Secret and Liz Claiborne.

Begun in 1867, the tea business is one of the greatest outside trade workers in Sri Lanka

today. In 1995, it turned into the main tea exporter of the world with 23% offer as its

aggregate fares. Various geological variables, for example, low temperature

atmosphere, the level of stickiness, yearly precipitation and focal good countries of the

nation assume a positive part in copious produce. The UK is one of its real customers

for tea import. Notwithstanding, tea creation had a lofty fall in the prior 2009 given to

the dirt ripeness issues and extreme dry spell.

1.2 Background of the Study

Occupational health and safety enhancing the employability of laborers, through work

environment (re)design, support of a sound and safe workplace, preparing and

retraining, appraisal of work requests, restorative determination, wellbeing screening

and evaluation of useful limits. In working environment health and safety practices are

imperative on the grounds that they assist avoid with burying office, creation region

roughness and raise representative consciousness of the potential risks they confront.

Workplace health and safety practices are important because they help prevent inter-

office, production area violence and raise employee awareness of the potential dangers

they face. If there is not proper health and safety, it’s directly affect to productivity.

Laborer Absenteeism likewise huge element which diminishes a lot of work time of

specialist or efficiency of an association. That has an effect on the generation

profitability on the grounds that that decays coherence of creation supply chain.

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1.3 Statement of Problem

In recent years most of employees faced temporarily or permanently been disabled by

work related accidents because of the lack of safety knowledge on handling machines

and equipment, neglecting to follow simple procedure in accomplishing task or

management not providing the right safety standards and resources for employees.

Every organization should have responsibility for improve employee’s health and

safety and not only an employee other people who affected to the organization such as

customers and suppliers. Poor health and safety practices lead to illness, accidents and

significant cost to the business. Powerful health and safety practices pay for themselves

and enhance the reputation of the organization with clients, controllers and the workers.

The human resource is a main resource in the organization. A successful and productive

utilization of the human asset will help to enhance the organization in effectively and

efficiently. But most of the companies not realize importance of a human resource.

Management need to improve organization work in safe and healthy environment that

will promote their optimum utilization. And cost of an accidents affect to the both

worker and the organization.

Manufacturing is one of the most physically challenging environment of employees

who work in manufacturing industry. Employees face many hazards and other issues

of their safety such as excessive noise, operating on dangerous/complex machines and

conditions etc. Most employees have less knowledge about safety practices at work,

their cost, effect and benefit to themselves and the organization as a whole. This is as a

consequence of lack of awareness and carelessness to security measures and regulations

established by the association. Casio, (1996) noted that machines and work

environment have been the major causes of safety hazards. Most of employees are less

concerned about safety precautions at work, their cost, effect and benefit to themselves

and the organization as a whole. This is as a result of ignorance and negligence to safety

measures and regulations instituted by the organization.

Despite the fact that Management and employees are trying endeavors to guarantee

safety in the work environment, mischances at the work environment continue

expanding which demonstrate that workplace is still hazardous. It is in this vein that the

study has chosen to examine the effect of health and safety standards on the

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organization’s productivity and production in manufacturing industry and how it can

improve employee’s performance and make recommendations on the health and safety

of employee specially people who work in the manufacturing industry.

1.4 Research Question

In Sri Lanka one of main problem is a health and safeness of an employees. Most of the

organizations only concern about company profitability not employees health. If they

not concern about employee’s health, compensation cost will be going high and getting

high labor turnover. Poor mental and physical feasibility directly effect to a

productivity. In Sir Lanka they are using British Factory Ordinance and not currently

updating. Most of an operational industries using old methods and not using new

technology equipment.

“How does good health and safety practices pave the way for production

operations of an organization?”

1.5 Research Objectives

General Objective

The main objective is seek the effects of health and safety standards of employees

on production.

Specific Objectives

To determine causes of accidents in the operational industry.

To diagnose the reasons of health hazards.

Analysis core relationship between health and safety to effect of efficiency.

To make recommendation to improve employees health and safety.

1.6 Significance of the Study

One of the main objective of the organization is optimize human resource to achieve

company goals but issues of health and safety in the organizations are difficult to achieve

company tasks. Industrial accidents and illness are major challenge to most manufacturing

industries and largest part of loss of production time.

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Organizations have endured compensation payments, insurance premiums and fights in

court because of damage, diminishment to the personal satisfaction, family issues and

reduction of life-compass and different impacts which is difficult to assess its subjective

expense on the representative, association, society and the country as a rule.

This research would serve as the bases for improve the awareness of health safety as well

as identifying the weaknesses of the various strategies that employers adopt to enhance

health and safety standards and recommend the possible ways of improving them.

Employers would appreciate the cost of equipping employees with the right protective

clothing and standards to ensure accident free environment.

1.7 Scope of the Research

The scope of the study is health and safety practices for people who employee in the

organization such as managers, executives, operational staff.

1.8 Key Terms

Health and safety

Hazards

Disease and accidents

Production

Productivity

1.9 Methodology

Interviews are planned with the managers and operational staff to identify what sort of

information need, what are the resources available for them and what are the problems

they faced without proper health and safety measures.

For research purpose there are several type of questions which suite for the different

type of users regarding what sort of information need to gather from employees who

work in the operational industry. It will contains the objectives of the study and will

selecting 80 employees to get information about health and safety practices. The

population will consisting of employees who work operational industry and hope to

select 4 industries.

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1.10 Organization of the Study

This research organized into five chapters. Chapter one presents the background to the

study, problem statement, objectives, significant, limitation. The second chapter

reviews relevant literature on the concepts and core issues of the study while chapter

three explains how the study was conducted. Methodological issues considered here

include the study design, study population, sample size and sampling procedure and

instrumentation, sources of data and procedure for data analysis and presentation.

Chapter four discusses and analyzes the results of the study while chapter five

summarizes, offers recommendations and conclusion for the study.

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Chapter Two

2 Review of Literature

2.1 Introduction

This chapter presents a review of current literature related to health and safety of an

organization. In doing so sources such as conference proceedings, journal papers, research

articles have been referred to.

2.2 The Concept of Occupational Health and Safety (OHS)

The World Health Organization, (1999) defines health as a ‘state of complete physical, mental

and social well-being and not merely the absence of disease or infirmity. Therefore health and

safety helps to the preventing and protecting peoples from accidents and injuries which come

from of dangers and danger that may mischief, harm, cause risky environment to individuals

or harm gear or the offices put set up at the work environment.

The International Labor Organization, (1996) defines health and safety as “discipline with a broad

scope involving many specialized fields”. Objectives are,

1. Introduce and maintenance highest degree of physical, mental and social well-being of

workers in the organization.

2. Prevention among workers of adverse effects on physical, mental and social caused by

their working conditions

3. Protection of employs in their working place from risks resulting from factors adverse

to health

4. Placing and maintenance of employees in an occupational environment adapted to

physical and mental needs

5. Adjustment of work to humans.

Definition of Occupational Safety

Occupational safety is legal right to work in conditions that are free of known dangers. The

requirements of the Occupational Safety and Health Act helps employers prevent the number

of workplace injuries, illnesses and deaths. (EANPC, 2005).

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Definition of Occupational Health

“The highest degree of physical, mental and social well- being of workers in all occupations”.

It represents a dynamic equilibrium between the worker and his occupational environment.

Fernando, Felix. (2015) lecture note

New Zealand's occupational health and safety law - the Health and Safety in Employment

Act 1992 - requires people in workplaces to have a system for identifying hazards and taking

steps to prevent harm by removing or controlling hazards.

An occupational health and safety system defines the roles and responsibilities of people in the

workplace like managers and employee representatives and it covers the maintenance of

documentation and records such as a workplace's health and safety policy. The system shows

how a workplace will be made safe and healthy for all.

According to the International Labor Organization (ILO) and the World Health Organization

(WHO), health and safety at work is aimed at:

1. The promotion and maintenance of the highest degree of physical, mental and social

well-being of workers in all occupations

2. The prevention among workers of leaving work due to health problems caused by their

working conditions.

3. The protection of workers in their employment from risks resulting from factors adverse

to health.

4. The placing and maintenance of the worker in an occupational environment adapted to

his or her physiological and psychological capabilities.

5. And, to summarize, the adaptation of work to the person and of each person to their

job.

World Health Organization, (1999) defined healthy workplace as a, workers and managers

collaborate to use a continual improvement process to protect and promote the health, safety

and well-being of workers and the sustainability of the workplace by considering,

1. Health and safety concerns in the physical work environment

2. Health, safety and well-being concerns in the psychosocial work environment including

organization of work and workplace culture

3. Personal health resources in the workplace

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4. Ways of participating in the community to improve the health of workers, their families

and other members of the community.

Health and safety dangers and danger must be overseen and controlled to accomplish abnormal

state security execution. Administration involves initiative, power and co-appointment of

assets, together with arranging and association, correspondence, choice, preparing of

subordinates, responsibility and obligation. To accomplish word related safety and health

destinations all gatherings included at the work environment, for example, administration,

faculty or specialists and union authorities and individuals concerned must be obviously

dedicated to the wellbeing and security programs.

2.3 Definition of Production

The processes and methods used to transform tangible inputs (raw materials, semi-finished

goods, subassemblies) and intangible inputs (ideas, information, knowledge) into goods or

services. Resources are used in this process to create an output that is suitable for use or has

exchange value. Business Dictionary (2012)

2.4 Safety and Productivity in Organization

Productivity is generally seen as a measure of the amount of output generated per unit of input.

In many countries, public sector productivity has been assumed to be zero in the national

accounts. According to Boyle (2006), output of the government sector has been measured as

equal in value to the total value of inputs. This output one-fourth input convention has

increasingly come under scrutiny in recent years. The challenge is to devise alternative

estimates based on output measurement in a public sector context where collective services are

provided and where there is, in most instances, no market transaction in services provided to

individuals (Boyle, 2006).

According to Holzer & Seok-Hwan, (2004) productivity and performance are functions of

many factors ranging from top management support, committed personnel at all levels, a

performance measurement system, employee training, reward structures, community

involvement and feedback to correction of budget-management decisions. It is thus important

to build up capacities for productivity improvement.

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2.5 Definition of Productivity

Paul (p.5) defined productivity as “an expression of how efficiently and effectively goods and

services (i.e. goods and services which are demanded by users) are being produced”

Efficiency- how optimum the resources are used. (Doing things right)

Effectiveness – what is achieve compared with what is possible (Doing the right things)

McCunney (2001) intimated that productivity is also often linked to discussions concerning

general efficiency. Productivity is understood in a wider sense and combined to rationalization

of work and improvement of wellbeing in the work community. McCunney (2001), views

productivity as a conceptual phenomenon and widening the concept weakens its characteristics

as a tool for research and development.

At the core of the healthy organization perspective is the relationship between healthy work

contexts and organizational, rather than individual, outcomes. Productivity or organizational

performance is one set of outcomes. Most research linking employee health to productivity

takes a conventional health promotion perspective. This reflects the expansion in the United

States of workplace wellness programs in a drive to reduce employer medical care costs. (Baker

and Green, 1991).

There are different measures of productivity and the choice between them depends either on

the purpose of the productivity measurement and/or data availability. One of the most widely

used measures of productivity is Gross Domestic Product (GDP) per hour worked.

2.6 Measuring Productivity

According to Gunderson (2002) a number of researchers have been developing performance

indicators to measure the impacts of a range of workplace practices on firm-level performance.

Examples include gross or net sales per worker, the ratio of physical input to output, and the

scrap rate and uptime for production equipment. The choice of the outcome variable is

constrained by the data available for the firms or industries under study (Stainer and Stainer,

2000). In studies of workplace innovation, such as job redesign, teams, reduced hierarchy, or

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the delegation of responsibility, it is difficult to measure productivity accurately and

consistently (Stainer and Stainer, 2000).

According to Brinkerhoff and Dressler (1990), understanding how healthy work environments

affect productivity also requires more detailed analysis of individual worker’s job performance

than presently available. Brinkerhoff and Dressler (1990), opined that productivity reflects

results as a function of effort. They however intimated that efficiency (input to output) and

effectiveness (the process of getting a task done) do not necessarily equate with productivity,

because the latter takes into account the end cost of the product or service. For example,

working harder may not have the same productivity payoffs as working smarter, which may

not require more time or effort. Both kinds of effort may vary in their effects depending on the

specific organizational context.

Productivity depends on an individual’s job performance (Jex, 1998). In assessing how work

environments contribute to worker well-being, it is important to distinguish between ‘task’ and

‘contextual’ performance (Parker and Wall, 1998). The latter refers to helpful coworkers,

communication, ‘entrepreneurship’, innovative activities, initiative, adaptation to change, and

flexibility. These reflect workplace social relationships and are critical as more organizations

depend on team work for their success (Yeatts and Hyten, 1998).

Muchemedzi and Charamba, (2006) explain that accidents do not arise from a single cause but

from a combination of factors which act simultaneously. A potentially unsafe situation does

not because an accident until someone is exposed to it. Accidents are caused by the result of

unsafe acts or practices (the human element that results from poor attitudes, physical conditions

and lack of knowledge or skills to enable one to work safely). They are also caused by the result

of unsafe conditions of equipment or materials.

Koopman, (2001) states that accidents bring pain and suffering to the worker and his family.

When it results in permanent disability, the consequences are disastrous for both the victim and

the company. The victim loses his earning capacity and ability to enjoy a normal active life,

and the society and company are deprived of his/her skill and contribution to production. The

1969 Frank Bird Accident Ratio study on causes of accidents found out that 88% of accidents

are caused by unsafe acts of persons, 10% are caused by unsafe mechanical or physical

conditions and the remaining 2% are unpreventable.

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The goal of occupational health care is to sustain and promote the health and working ability

of employees. A good understanding of specific work and workplace conditions is a

prerequisite for effective occupational health services. Occupational health services are

planned as a cooperative effort at the workplace by the occupational health professionals, the

workplace human resources department and the unit or person responsible for occupational

safety and health questions (OSH committee or delegate). Through them, each employee can

influence the way occupational health services are implemented.

Objectives of occupational health and safety,

To maintain and promote the physical, mental and social well-being of the workers.

To prevent occupational diseases and injuries.

To adapt the work place and work environment to the needs of the worker.

Business Benefits of Good Health and Safety at Work

Effective health and safety practices help you protect your staff from injury, which may mean

you are more likely to retain skilled and loyal employees by preventing,

1. Back pain and other musculoskeletal disorders – ex: upper limb disorders - see guides

on how to ensure employees' safety when lifting and carrying and prevent RSI and

upper limb disorders

2. Injuries from slips and trips - see guide on how to avoid slips and trips

3. Falls from height - see guide on how to work safely at height or in a confined space

4. Accidents involving vehicles at work - see guide on transport in the workplace

5. Aches, pains and strain from using display screen equipment - see computer health

and safety at work

6. Reduce absences and sick leave- Another benefit of good health and safety measures

at work is that employees are less likely to take sick leave. This saves the business the

direct and indirect costs of staff absence.

7. Retain staff- If reduce staff absence due to illness or accidents at work, will save the

time and costs of recruiting and training a new member of staff.

8. Reputation- Good health and safety measures will help to build a positive reputation

with clients and staff and their friends and associates. The resulting good public

relations will help to increase sales and generate more leads.

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9. Productivity and profits- Good health and safety measures mean that your staff can do

their work more easily and safely. This will boost morale, increase productivity and

reduce costs.

10. Save insurance and legal costs- A good standard of health and safety in the workplace

can reduce your insurance premiums, as well as the costs of accidents that aren't

covered by your insurance, such as sick pay, production delays or repairs to plant or

equipment. Uninsured costs can be greater than insured costs, and they have to be

paid out of your business' income.

Health and Safety Executive Northern Ireland (2014)

2.7 Definition of Ergonomic

“The design of human task. Man – machine system, and effective accomplishment of the job,

including displays for presenting information to human sensors, controls for human operations

and complex machine system” Perera.I.G (2015) lecture note

Ergonomic Risk Factors

1. High task repetition - Many work tasks and cycles are repetitive in nature, and are

frequently controlled by hourly or daily production targets and work processes. High task

repetition, when combined with other risks factors such high force and/or awkward

postures, can contribute to the formation of MSD. A job is considered highly repetitive if

the cycle time is 30 seconds or less.

2. Forceful exertions - Many work tasks require high force loads on the human body. Muscle

effort increases in response to high force requirements, increasing associated fatigue which

can lead to MSD.

Repetitive or sustained awkward postures - Awkward postures place excessive force on joints

and overload the muscles and tendons around the effected joint. Joints of the body are most

efficient when they operate closest to the mid-range motion of the joint. Risk of MSD is

increased when joints are worked outside of this mid-range repetitively or for sustained periods

of time without adequate recovery time. Workplace Ergonomics (2015)

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The Ergonomics Improvement Process

We can't push enough that it is an ergonomics change process, not an ergonomics change

program. Recognizing and evacuating danger is never a completed movement, and a procedure

mentality that is eager for nonstop change is vital to the general achievement and supportability

of your ergonomics activities.

Likewise important is that ergonomics is not just about directing ergonomic appraisals — it's

about making ergonomic enhancements. Very regularly we see organizations hurry to attempt

and direct ergonomic evaluations without an arrangement set up to make real upgrades to the

work environment.

Ergonomic evaluations are a decent first step. They will give you the information you have to

organize occupations for development. Be that as it may, don't stop there! Finished ergonomic

upgrades that are measured for their viability are the place the genuine additions are made.

Figure 2-1: Ergonomics Improvement Process

Source: www.ergo-plus.com

15

Step 1: Prioritize Jobs for Ergonomics Analysis

This prioritized list should be developed by the ergonomics team based on an initial facility

tour, review of MSD history and data collected by employee surveys.

Step 2: Conduct Ergonomics Analysis

This analysis will objectively measure risk for each job in the workplace and help you develop

an ergonomic opportunity list.

Step 3: Develop an Ergonomics Opportunity List

Developing an ergonomic opportunity list allows you to prioritize company resources in order

to effectively and efficiently reduce risk by putting the appropriate controls in place.

Step 4: Determine Best Solution with Team Approach

A multi-disciplinary team should be involved in determining the best controls for

implementation.

Step 5: Obtain Final Approval and Implement Solution

If the improvement requires a significant capital expenditure, cost-justify the solution to gain

approval.

Safe and Healthy Working Conditions

An organization must create working conditions that are physically and psychologically safe

for its workers. The emergence of ergonomics in the 1950s has significantly improved

equipment design and plant layout to enhance the physical as well as psychological comfort

and safety of the workers.

2.8 Organizational Commitment

Allen and Meyer (1997) define organizational commitment as a psychological condition that

relates the criteria in the employee relationship in the organization and the implications on the

decision to remain in the organization. This means that committed employee will remain in the

organization as compared to non-committed employee.

16

2.9 The Employee and the Working Environment

According to Fleming & Lardner (2000), employees‟ physical well-being such as the mind and

body needs to be in a state of good health and well-being to concentrate on a job assigned. This

is a prime prerequisite for productivity. High productivity brings a sense of achievement for

the individual as well as marginal increase in profits for the organization. A positive working

environment for employees is the common goal of all employers and managers in

organizations. Such an environment encompasses favorable working conditions, timely

management feedback and an understanding of job goals and prorates

According to Professor Jorma Saari (2010), of Centre of Expertise for Human Factors at Work,

Finnish Institute of Occupational Health, a healthy workplace is an environment where health

risks are recognized and controlled if they cannot be removed. In a healthy workplace, the work

is designed to be compatible with people’s health needs and limitations and employees and

employers recognize the responsibilities they bear for their own health and that of their

colleagues. A safe workplace is an environment where, to the highest degree, workers „well-

being physical, mental and social is promoted and maintained. All possible efforts are made to

prevent workers„ ill health caused by working conditions, to protect workers in their

employment from factors adverse to their health, and to place and keep workers in their

individual physiological and psychological conditions while also promoting and maintaining a

work environment that is free of harassment (Jorma, 2004).

2.10 Safety Standards and Health Problems Faced by Employees

In most accidents, managers and supervisors almost instantaneously point fingers at human

efforts and unsafe actions as the ultimate cause without probing deeper into the root cause of

the accident. Such incidents occur due to multifaceted factors. Human errors and unsafe actions

caused by illiteracy, lack of training, poor supervision, technical flaws relating to design,

layout, machine guarding and arrangement of work (Krishnan, 1999). Very often it is found

out that accidents occur in activities ancillary to the main purpose of the organization, and these

activities are given less safety focus by the management. Safety standards is an orderly

arrangement of interdependent activities and related procedures that drives on organization

health and safety performance. According to Bryan, (1999), it can be defined as the plan to

reduce and eliminate hazards and risk at workplace.

17

According to occupational Health and Safety Act 651, health and safety means the conditions

or factors that affect the well-being of employees, temporary workers, contractors, personnel,

visitors and any other person at the workplaces. It is a part of the overall management system

that facilitates the management of the occupational health and safety risk that are associated

with the business of the organization. This includes the organization structure, planning

activities, responsibilities, practices, procedures, processes and resources for developing,

implementing, achieving, reviewing and managing the organization’s health and safety policy.

According to Cole, (2002), the highest numbers of accidents occurring in organization’s

(manufacturing) premises was due to persons falling, slipping or tripping. Therefore, floor

surfaces must be of a suitable construction to reduce this risk. A major reason for the high

incidence of this kind of accident is that water and grease are likely to be spilt, and the

combination of these substances is treacherous and makes the floor surface slippery. For this

reason any spillage must be cleaned immediately and warning notices put in place, where

appropriate, highlighting the danger of the slippery surface.

2.11 The Working Environment and Performance of Employees

Each employee has the privilege to work in a health and secure environment. It is the prime

obligation of the businesses to give their work power with a situation that is protected, solid

and benevolent. Workers‟ health and safety ought to be the prime worry of the considerable

number of bosses.

The workplace is the setting in which many people spend the largest proportion of their time.

Indeed, for many people, particularly in developing countries, the boundary between their

home and workplace environments is blurred, since they often undertake agricultural or cottage

industry activities within the home. Growth of the latter has often been spurred by population

growth and rapid urbanization, in combination with economic development, and in parallel

with larger, more conspicuous industrial development (Pantry, 1995).

In an article presented by the World Health Organization, the current global labor force stands

at about 2600 million and is growing continuously. Approximately 75% of these working

people are in developing countries. The officially registered working population constitutes

60–70% of the world's adult male and 30–60% of the world's adult female population. Each

year, another 40 million people join the labor force, most of them in developing countries.

18

Workplace environmental hazards are therefore a threat to a large proportion of the world

population (World Health Organization, 1999).

In favorable circumstances, work contributes to good health and economic achievements.

However, the work environment exposes many workers to health hazards that contribute to

injuries, respiratory diseases, cancer, musculoskeletal disorders, reproductive disorders,

cardiovascular diseases, mental and neurological illnesses, eye damage and hearing loss, as

well as to communicable diseases (Weeks, et al, 1991).

Workplace design and processes may promote organizational success by creating environments

that support work quantity, quality, and style, while improving turnover and absentee rates

(Mohr, 1992).

Clark (2005) observed that the costs of unhealthy and unsafe workplaces have been well

documented and are calculated in terms of absenteeism. According to the World Health

organization Report, (2002), one person in four suffers from a mental health problem at some

point in their life. A 2006 report commissioned by five leading mental health charities states

that at least one million adults in the UK are out of work with mental health problems.

Indeed, Karasek and Theorell’s (1990:2) the authors call for “new models of the psychosocial

work environment, addressing both stress and productive behavior.” A prominent argument in

this book, and subsequent research using its job strain model, is that traditional bureaucratic

and Taylorist (i.e., ‘scientific management’) work organization and management principles

stifle the full use of human capital. It is crucial, therefore, that workers and employers find the

optimal balance between job demands and high decision making autonomy so that the goals of

individual well-being and productivity can be simultaneously achieved.

2.12 Safety and Health Culture

Health and Safety is enveloped among different orders of modern cleanliness that influence

representatives and other related persons at work environment. Although, working

environment has improved considerably during recent times, but occupational accidents still

occur. The counteractive action of business related wounds still stays as a noteworthy issue

confronted by all businesses. Each association has some normal inner attributes that

distinguished as its way of life. These qualities have regularly gotten to be imperceptible to

those inside, however may be startling to outcasts originating from an alternate society. Health

19

and safety culture within a company is closely linked to the workforce’s attitudes in respect to

safety as they share the company’s risk, accidents and incidents.

According to Glendon and McKenna (1995), effective safety management is both functional

(involving management control, monitoring, executive and communication sub-systems) and

humanistic (involving leadership, political and safety culture sub-systems paramount to safety

culture). The role of management and the involvement of all employees as important key

players in health and safety culture are important in order to cultivate the positive beliefs,

practices, norms and attitudes among all in the company. Building a safety culture on so many

diversities is not an easy task. But it had been proven that companies with good health and

safety cultures have employees with positive patterns of attitude towards safety and health

practices. Companies need to gather safety related information, measure safety performance

and bring people together to learn how to work more safely.

Glendon and McKenna, (1995) also identified four critical indicators of safety culture which

include, the effective communication which leads to commonly understood goals and means

to achieve them at all levels, good organizational learning, whereby organizations are able to

impact on relatively how much time and attention is essentially paid to health and safety as

well as external factors such as financial health of the organization, the prevailing economic

climate and impact of regulation and how well these are managed.

Reason (2000), identified a number of characteristics that go to make up such a safety culture.

These include, an informed culture, reporting culture, flexible culture, just culture and learning

culture. An informed culture he said, refers to those who manage and operate the systems

knowledge about the human, technical, organizational and environmental factors that

determine the safety of the system as a whole, whilst a reporting culture is the willingness in

which people report errors and near misses. A just culture is an organization where an

atmosphere of trust is present and people are encouraged or even rewarded for providing

essential safety-related information- but where there is also a clear line between acceptable and

unacceptable behavior. On the other hand, a flexible culture takes different forms but is

characterized as shifting from the conventional hierarchical mode to a flatter professional

structure. Again, a learning culture is the willingness and the competence to draw the right

conclusions from its safety information system, and the will to implement major reforms when

the need is indicated.

20

2.13 Occupational Injuries

According to Weeks et al, (1991), the area of safety seeks to make workplaces safe for workers

within organization. The concept of safety is that of occupational health, where the goal is to

prevent the occurrence of illnesses among workers because of exposures at their place of work.

The greatest number of injuries seen at work, most of which are preventable involve hearing

loss, musculoskeletal disorders, and cumulative trauma problems such as carpal tunnel

syndrome. He stated that equipment and motor vehicle injuries specifically, make up the largest

number of fatalities related to the workplace. In addition, there are always thousands of cases

of broken bones, machine cutting –off parts of the body, materials getting into the eyes, burns,

and similar injuries that occur each year. The nature of these problems varies by work

environment, age, gender, and other factors, but hundreds of thousands of individuals suffer

from workplace-related injuries each year. Many of those who get injured go on to have a

permanent disability that may threaten their livelihoods.

2.14 Organizational Role and Attitude to Health and Safety

The role of organizations in the promotion of safety can be termed as safety management and

is often reflected on the attitudes, beliefs, and perceptions and values that employee share in

relation to safety.

According to Stranks, (2000), health and safety is a major concerns for management.

Management’s attitudes and approach towards accident prevention are always reflected in the

supervisory force of the organization. Thus if the employer is not genuinely interested in

preventing accidents no one else is likely to be since the basic fact applies to every level of

management and supervision.

Beach, (2000) stated that, accident control program results from top management’s efforts and is

demonstrated if employee’s co-operation and participation are to be obtained. This means that

management should setup information and control systems so that the health and safety

performances are monitored and corrective actions initiated when required.

2.15 Management Commitment

According to Jorma, (2004) management is responsible for most of the safety issues within

organizations because they control the assignment of resources, establish and implement the

methods of work as well as develop the policies

21

From the view point of Beach (2000), safety improvement of an organization is the

responsibility of top management, though an important role is played by workers and team

members in order to achieve the overall objectives of the company.

Beach (2000), also revealed that management's commitment to safety is a major factor affecting

the success of safety programs in industries and this parameter is capable of discriminating between

high and low accident rate organizations.

According to Less (2002), this commitment can manifest itself through management

participation in safety committees, consideration of safety in job design, review of pace of

work, accident and near-miss incident investigation and follow- up actions, priority assigned

for safety, occupational health programs etc. Investment by organizations in these areas fosters

perceptions of the company’s commitment and builds worker loyalty in areas such as safety

behavior (Mearns, et al, 2003). Employees’ perceptions will reflect how employees believe

that safety is valued in the organization (Neal, 2000).

2.16 Employee Involvement in Health and Safety

Workers‟ involvement may be termed as the willingness of employees‟ to accept the

responsibility for their behavior in creating an accident free workplace. From a management

perspective, workers involvement refers to the ability of workers to directly influence or form

the management and work process in an enterprise (Cohen and Michael, 1999). The term

employee refers to every employee in the organization at every level and in every department.

Workers involvement is a process involving behavior that is dynamic, action oriented and problem

solving that continuously seeks for improvement in a safety conscious environment.

According to Schein, (1992) there is the need to increase safety for individuals if they are to

feel secure and capable of changing behaviors and adapting to new policies and procedures.

Thus, employees‟ involvement means that employees have a substantial voice in health and

safety decisions and also have the leverage to initiate and achieve health and safety

improvement as well as hold themselves and others accountable for their actions as well as

taking pride in the health and safety performance record of the organization.

High employee morale and commitment decreases absenteeism and turnover. High employee

morale and commitment are associated with high safety performance. According to Alazab

(2003), based on the studies of the United Kingdom’s health and safety executive found out

that companies that promoted employee involvement in health and safety issues frequently saw

22

a reduction in accidents and injuries and there were improvement in hazards awareness and

productivity.

From the study on safety by Costigan (2001), it was revealed that the highest scores of six

variables was management commitment and employees‟ involvement followed by workplace

analysis as (Inspection, audits and hazards correction) and the third on the rank was safety and

health training.

2.17 Empirical Analyses on Occupational Health and Safety

There is evidence that providing a healthy and safe can possibly build work efficiency and

thusly expand business benefits. It is also evident that there are certain requirements needed to

ensure the success of health and safety mediation and resulting increment in profitability. Such

requirements include a good level of cooperation between the management and employees and

the working environment in which employees are engaged to work

A number of researches have been conducted in the sub-sectors of the manufacturing industry,

construction industry, service industry, petroleum and plastics, and electronics. One of such

studies is by Makori (2008) on the influence of occupational health and safety of manufacturing

firms in Kenya.

The researcher used a convenient sample by selecting all the manufacturing firms in Western

Kenya. Validity and reliability of the research instruments were done by using the retest method

using one of the manufacturing firms. Data collected from all the manufacturing firms were

collected and analyzed using descriptive statistics and inferential statistical tools like Pearson

correlation, simple regression and one way ANOVA. The study findings showed a moderate

positive relationship between occupational health and safety programs and organizational

performance of manufacturing firms. This was an indication that health and safety programs

were not efficient in the studied firms, thus, affecting organizational performance of these firms

in terms of sales, profitability, production, order delivery, reputation, target achievement,

product quality and production costs.

However, the review of the literature has revealed a number of key gaps in the research. This

include the personnel understanding of health and safety policies and Act as well as

Management commitment in relation to health and safety was overlooked in the research.

23

This study will assess the level of understanding of the health and safety policies and Act of

employees and the level of management commitment on health and safety.

24

Chapter Three

3 Case Framework and Methodology

3.1 Introduction

This chapter describes methods which will going to use for data gathering, data analyzing and

designing. Sections of the chapter include the study design, population, sample size and

sampling type, instrumentation, data collection and procedures for analysis and presentation.

3.2 Study Design

A study design is a plan that explains the basic structure of the study. It provides the procedural

outline for the conduct of the study (Amedahe, 2004). The study adopted a descriptive survey

design to collect data for analysis. The survey design was consistent with the description by

Sarantakos (2004) and Fraenkel and Warren (2002), that surveys are methods of data collection

in which information is gathered through oral or written interviews and could be structured,

more formal or a combination of the approach.

Descriptive surveys focus on eliciting information about the nature and status of specific

phenomena at a given time. It involves collecting data in order to test hypotheses about the

current state of affairs of the subject under study (Gay, 1992). According to Newman (2003),

survey systematically asks subjects the same questions about a situation or a program and

measure several variables for purposes of gaining insights about previous behaviors,

experiences or characteristics.

A study has the extra favorable position of being moderately less costly as far as assets

necessities, time and number and in addition the sorts of members required for fruitful

examination. The engaging study is additionally exceptionally valuable for summing up from

an example to a populace with the goal that derivation can be made about the qualities, traits

or conduct of the populace. The descriptive study outline was in the analysts see, the most

suitable and accommodating in deciding the observation and disposition of respondents on the

variables contemplated.

25

3.3 Conceptual Framework

Conceptual framework is the analysis plan of the research and that is the most important part

of the research that it states how to analyze the collected data in a scientific manner.

Andrew and Stephen (2013) Independent variables are the manipulated variables that is, the

training inputs and activities that are implemented and studied. They are presumed to cause or

influence certain training outcomes. Depending on the study, independent variables could

include timing, format, and location of training as well as modifications to the training

rationale, content, or educational approach under study.

Dunn (1992) defined Dependent variables are the intended aims of training, which are expected

to result from exposure to the independent variables. As exposure varies, results may differ,

allowing effectiveness to be measured. The TIER model differentiates between dependent

variables that are immediate effects of training (termed "outcomes") and dependent variables

that are later-emerging effects of training (termed "impacts")

3.4 Hypothesis

H0a: Safety equipment not reduce accidents while employees are working

H1a: Safety equipment reduce accidents while employees are working

H0b: Proper ergonomic of equipment not enhance the efficiency and effectiveness and

desirable human values such as safety, stress and fatigue etc.

H1- Safety equipment

H2-Ergonomics

H3-Medical expenditure

H4-Facilities and benefit

Production

Independent Variables Dependent Variables

Figure 3-1: Overview of Independent and Dependent Variables

26

H1b: Proper ergonomic of equipment enhances the efficiency and effectiveness and desirable

human values such as safety, stress and fatigue etc.

H0c: Allocation of medical expenditure for employees not helps speed recover of accident, less

labor turn over and less absenteeism.

H1c: Allocation of medical expenditure for employees helps speed recover of accident, less

labor turn over and less absenteeism.

H0d: Good safety and health facilities and benefits do not help to increase production of the

organization

H1d: Good safety and health facilities and benefits help to increase production of the

organization

3.5 Data Collection

In this research applied primary data in order to describe the real condition of the health and

safety practices and safety improvement. At the same time, secondary data in this research were

also used to affirm primary data collected

3.5.1 Source of data

Basically, there are two sources of data for this study which include the primary data and

secondary data.

The primary source is an original document or first-hand information. Primary sources include

historical, eyewitness account, result of experiments pieces of creative writing and many

others. The primary data was the information received from questionnaire and the secondary

source of data refers to data that have been collected and collated by another person or

organization other than the researchers.

The secondary data that the researcher relied on included various literature on the topic under

research, research reports, textbooks, periodicals and other publications with relevant

information for this study.

27

3.5.2 Data collection techniques

Interviews

Interviews are planned with the managers and operational staff to identify what sort of

information need, what are the resources available for them and what are the problems they

faced without proper health and safety measures.

During a these interviews, improvements that can be made for the development of a successful

health and safety practices solution can be identified.

Questionnaires

A several type of questionnaires which suite for the different type of users regarding what sort

of information need to gather from employees who work in the operational industry.it will

contains the objectives of the study.

3.6 Sampling Procedure

For the research purpose hope to selecting 80 employees to get information about health and

safety practices. The population will consisting of employees who work operational industry

and hope to select 4 industries

Table 3-1: Number of Employees

Company Population

Darley Butler 20

Dimo 20

Hirdaramani 20

Brandix 20

Total 80

28

Chapter Four

4 Analysis, Discussion and Representation of Results

4.1 Introduction

This chapter illustrates the findings of the data that I have found out through the questionnaire

which I have made and distributed among the employees. So this chapter is one of the most

important parts of the research. By doing an analysis of the findings or rather doing a discussion

of the findings it will help both the researcher as well as the reader to find out the facts and

figures of the research problem. Primary data were collected through questionnaires to address

the objectives of the study which were to identify health and safety standards and equipment

in the organization; determine the effect of health and safety on employees’ production

determine employees’ level of understanding of health and safety policies; access the attitude

of management towards the health and safety of employees and identify the challenges of health

and safety standards in the organization.

4.2 Reliability of Questionnaire

Table 4-1: Reliability of Questionnaire

Cronbach's Alpha N of Items

0.941 22

According to the above table results shows about reliability of questionnaire. There is a 0.941

reliability of research questionnaire because of Cronbach's Alpha value is greater than 0.7

4.3 Presentation and Analysis of Preliminary Data

The first part of this chapter is a presentation and analysis of the preliminary data obtained

from the study. It involves the background information of the respondents. The variables

involved are gender of respondents, age and number of years they have worked in the

organization.

29

4.3.1 Gender of Respondents

Table 4-2: Gender Breakdown

Figure 4-1: Gender Breakdown

The respondents were asked to indicate their gender by ticking the appropriate column they

belonged. The purpose was to find out the number of males and females who actually

participated in the study. Table 4.1 and figure 4.1 shows that out of the 80 respondents who

participated in the study, majority 55 of the respondents representing 68.25% were females,

while the remaining 25 respondents representing 31.75% being males. Naturally, males and

females have different attitudes and views toward events at the work place.

Male31%

Female69%

GENDER

Gender Frequency Percentage

Male 25 31%

Female 55 69%

Total 80 100%

30

4.3.2 Age of Respondents

Table 4-3: Age Distribution

Figure 4-2: Age Distribution

Table 4.2 depicts the age distribution of respondents who participated in the study. The purpose

was to find out the average age of the employees who are actively involved in the operations

within the organization. A close look at the Table shows that 34 respondents representing

42.5% fall within the age brackets 20-29 years; 21 representing 26.25% fall within the age

brackets 30-39 years.15 respondents representing 18.75% fall within 40-49 years while the

20 – 29 years 42%

30 – 39 years 26%

40 – 49 years 19%

50 – 59 years 13%

AGE

Frequency Percentage

Below 20 years - 0%

20 – 29 years 34 42.50%

30 – 39 years 21 26.25%

40 – 49 years 15 18.75%

50 – 59 years 10 12.50%

60 + years - 0%

Total 80 100%

31

remaining 10 representing 12.50% fall within the age brackets 50-59 years. And there is a no

representing in below 20 and 60+ years. The data shows that majority of the employees in the

organization fall within 20-29 years.

4.3.3 Working Experience of Respondents

Table 4-4: Work Experience

Work experience Frequency Percentage

1 - 5 years 16

20%

6 - 10 years 29 36.25%

11 - 15 years 10 12.5%

Above 15 years 25 31.25%

Total 80 100%

Figure 4-3: Work Experience

1 - 5 years20%

6 - 10 years36%

11 - 15 years13%

Above 15 years31%

WORK EXPERIENCE

32

Table 4-4 depicts the working experience of employees who participated in the study. The

objective was to determine how long and consistent employees have worked in the

organization. The data gathered shows that 16 respondents representing 20% have worked

between 1-5 years in the organization; majority 29 representing 36.25% have worked between

6-10 years in the organization; 10 representing 12.5% have worked between 11-15 years in

their companies while 25 representing 31.25% have worked for more than 15 years. The

available data shows that majority (36.25%) of the employees have been working for more than

five years and therefore have acquired the necessary competencies and consistency in their

work.

4.4 Descriptive Statistics Analysis

The level of the independent variables are been decided on basis of following condition.

Mean > 3 satisfactory level

Mean = 3 Average

Mean < 3 not satisfactory level

33

4.4.1 Descriptive Statistics Analysis of Independent Variables

4.4.1.1 Descriptive Statistics for Safety Equipment

Table 4-5: Descriptive Statistis - Safety Equipment

According to the survey results of equipment recorded mean value of 3.15. Median and mode

values are 3.25 and 4. This value is more than point 3. It reveals that the dimension of adequate

safety equipment in satisfactory level.

N Valid

Missing

80

0

Mean 3.1563

Median 3.2500

Mode 4.00

Std. Deviation .83379

Variance .695

Skewness -.429

Std. Error of Skewness .269

Kurtosis -1.041

Std. Error of Kurtosis .532

Minimum 1.50

Maximum 4.25

34

Table 4-6: Frequency Distribution - Safety Equipment

Frequency Percent Valid

Percent

Cumulative

Percent

Valid 1.50 3 3.8 3.8 3.8

1.75 5 6.3 6.3 10.0

2.00 4 5.0 5.0 15.0

2.25 5 6.3 6.3 21.3

2.50 7 8.8 8.8 30.0

2.75 6 7.5 7.5 37.5

3.00 4 5.0 5.0 42.5

3.25 8 10.0 10.0 52.5

3.50 7 8.8 8.8 61.3

3.75 10 12.5 12.5 73.8

4.00 13 16.3 16.3 90.0

4.25 8 10.0 10.0 100.0

Total 80 100.0 100.0

Figure 4-4: Frequency Distribution - Safety Equipment

35

4.4.1.2 Descriptive Statistics for Ergonomics

Table 4-7: Descriptive Statistics - Ergonomics

According to the survey results, ergonomic conditions indicator recorded mean value of 3.05.

This value is more than point 3. It reveals that the dimension of ergonomic conditions are in

satisfactory level.

N Valid

Missing

80

0

Mean 3.0500

Median 3.0000

Mode 3.00


Variance .145

Skewness -.149


Kurtosis 1.827


Minimum 1.75

Maximum 4.00

36

Table 4-8: Frequency Distribution - Ergonomics


Percent

Cumulative

Percent

Valid 1.75 1 1.3 1.3 1.3

2.00 1 1.3 1.3 2.5

2.50 4 5.0 5.0 7.5

2.75 18 22.5 22.5 30.0

3.00 24 30.0 30.0 60.0

3.25 22 27.5 27.5 87.5

3.50 3 3.8 3.8 91.3

3.75 5 6.3 6.3 97.5

4.00 2 2.5 2.5 100.0

Total 80 100.0 100.0

Figure 4-5: Frequency Distribution - Ergonomics

37

4.4.1.3 Descriptive Statistics for Medical Expenditure

Table 4-9: Descriptive Statistics - Medical Expenditure

Statistics

Medical

N Valid 80

Missing 0

Mean 3.1188

Median 3.3750

Mode 3.50


Variance .682

Skewness -.311


Kurtosis -.997


Minimum 1.50

Maximum 4.50

According to the survey results, mean value of medical is 3.11. This value is more than point

3. It reveals that the dimension of medical expenditure in the manufacturing industry in

satisfactory level.

38

Table 4-10: Frequency Distribution - Medical Expenditure

Medical Expenditure


Percent

Cumulative

Percent

Valid 1.50 1 1.3 1.3 1.3

1.75 7 8.8 8.8 10.0

2.00 8 10.0 10.0 20.0

2.25 3 3.8 3.8 23.8

2.50 5 6.3 6.3 30.0

2.75 4 5.0 5.0 35.0

3.00 6 7.5 7.5 42.5

3.25 6 7.5 7.5 50.0

3.50 19 23.8 23.8 73.8

3.75 6 7.5 7.5 81.3

4.00 6 7.5 7.5 88.8

4.25 6 7.5 7.5 96.3

4.50 3 3.8 3.8 100.0

Total 80 100.0 100.0

Figure 4-6: Frequency Distribution - Medical Expenditure

39

4.4.1.4 Descriptive Statistics for Facilities and Benefits

Table 4-11: Descriptive Statistics - Facilities and Benefits

Statistics

Facilities

N Valid 80

Missing 0

Mean 3.1458

Median 3.3333

Mode 3.67


Variance .717

Skewness -.403


Kurtosis -.948


Minimum 1.33

Maximum 4.33

According to the survey results, facilities and benefits in the work organization indicator

recorded mean value of 3.14. This value is more than point 3. It reveals that the dimension of

facilities and benefits are in the work organization is in satisfactory level.

40

Table 4-12: Frequency Distribution - Facilities and Benefits

Facilities


Percent

Cumulative

Percent

Valid 1.33 2 2.5 2.5 2.5

1.67 4 5.0 5.0 7.5

2.00 8 10.0 10.0 17.5

2.33 8 10.0 10.0 27.5

2.67 5 6.3 6.3 33.8

3.00 9 11.3 11.3 45.0

3.33 10 12.5 12.5 57.5

3.67 14 17.5 17.5 75.0

4.00 12 15.0 15.0 90.0

4.33 8 10.0 10.0 100.0

Total 80 100.0 100.0

Figure 4-7: Frequency Distribution - Facilities and Benefits

41

4.4.2 Descriptive Statistics Analysis of Dependent Variable

The level of the organizational production is been decided on basis of following condition.

Mean > 3 Satisfactory level

Mean = 3 Average

Mean < 3 Not satisfactory level

Table 4-13: Descriptive Statistics - Dependent Variable

Statistics

Production

N Valid 80

Missing 0

Mean 3.1411

Median 3.2857

Mode 3.29


Variance .696

Skewness -.492


Kurtosis -.819


Minimum 1.57

Maximum 4.43

According to the survey results, production variable recorded mean value of 3.14. This value

is more than point 3. There for it says that organizational production is at the satisfactory level.

42

Table 4-14: Frequency Distribution - Dependent Variable

Production


Percent

Cumulative

Percent

Valid 1.57 3 3.8 3.8 3.8

1.71 5 6.3 6.3 10.0

1.86 6 7.5 7.5 17.5

2.14 4 5.0 5.0 22.5

2.43 1 1.3 1.3 23.8

2.57 1 1.3 1.3 25.0 2.86 4 5.0 5.0 30.0

3.00 4 5.0 5.0 35.0

3.14 6 7.5 7.5 42.5

3.29 16 20.0 20.0 62.5

3.43 2 2.5 2.5 65.0

3.57 5 6.3 6.3 71.3

3.71 2 2.5 2.5 73.8

3.86 3 3.8 3.8 77.5

4.00 6 7.5 7.5 85.0

4.14 6 7.5 7.5 92.5

4.29 5 6.3 6.3 98.8

4.43 1 1.3 1.3 100.0

Total 80 100.0 100.0

Figure 4-8: Frequency Distribution - Dependent Variable

43

4.5 Correlation Analysis

If r = - 1 there is a strong negative co-relation between the two variables

If r = 0 there is a small or no co-relation between the two variables

If r = +1 there is a positive co-relation between the two variables

When the correlation coefficient is above 0, then this provides evidence of a positive

relationship between X and Y. That is, if r > 0, larger values of X are associated with larger

values of Y. If r is close to 1, this indicates a large positive relationship between the two

variables. If r is closer to -1 this indicates a large negative relationship between independent

and dependent variables.

4.5.1 Correlation between Safety Equipment and Production

Table 4-15: Correlation between Safety Equipment and Production

Correlations

Equipment Production

Equipment Pearson

Correlation

1 .810**

Sig. (2-

tailed)

.000

N 80 80

Production Pearson

Correlation

.810** 1

Sig. (2-

tailed)

.000

N 80 80

**. Correlation is significant at the 0.01 level (2-tailed).

According to the above table, correlation coefficient between safety equipment and

organizational production is r = .810 with the significant value .000. The r value is greater than

44

0.01. It is clear that there is a strongly positive co-relation between the safety equipment and

production. And also Correlation is significant at the 0.01 level.

4.5.2 Correlation between Ergonomics and Production

Table 4-16: Correlation between Ergonomics and Production

Correlations

Ergonomics Production

Ergonomics Pearson

Correlation

1 .263*

Sig. (2-

tailed)

.019

N 80 80

Production Pearson

Correlation

.263* 1

Sig. (2-

tailed)

.019

N 80 80

*. Correlation is significant at the 0.05 level (2-tailed).

According to the above table, correlation coefficient between ergonomics and production is r

=.263 with the significant value .019. It is clear that there is a moderate positive co-relation

between ergonomic and production because of correlation is significant at the 0.05 level

45

4.5.3 Correlation between Medical Expenditure and Production

Table 4-17: Correlation between Medical Expenditure and Production

According to the above table, correlation coefficient between medical expenditure and

production is r = .865 with the significant value .000. It is clear that there is a strongly positive

co-relation between the medical and organization production. And also Correlation is

significant at the 0.01.

Correlations

Medical Production

Medical Pearson

Correlation

1 .865**

Sig. (2-tailed) .000

N 80 80

Production Pearson

Correlation

.865** 1


N 80 80


46

4.5.4 Correlation between Facilities and Benefits and Production

Table 4-18: Correlation between Facilities and Benefits and Production

According to the above table, correlation coefficient between facilities and benefits and

production is r = .790 with the significant value .000. It is clear that there is a strongly positive

co-relation between the facilities and benefits and organization production. And also

Correlation is significant at the 0.01

4.6 Regression Analysis

Table 4-19: Analysis of Variance (ANOVA)

ANOVAa

Model Sum of

Squares

df Mean

Square

F Sig.

1 Regression 45.304 4 11.326 87.979 .000b

Residual 9.655 75 .129

Total 54.959 79

a. Dependent Variable: Production

b. Predictors: (Constant), Medical, Ergonomics, Facilities, Equipment

Correlations

Facilities Production

Facilities Pearson

Correlation

1 .790**


N 80 80

Production Pearson

Correlation

.790** 1


N 80 80


47

The above table indicate that the value of F is 87.979) with a statistical significant (.000) which

is lower than the specified value (0.05). Therefor the model of the study is significant.

Table 4-20: Regression Analysis - Model Summary

Model Summary

Model R R Square Adjusted R

Square

Std. Error of the

Estimate

1 .908a .824 .815 .35880

a. Predictors: (Constant), Medical, Ergonomics, Facilities, Equipment

As per the above model summary table the results indicated that the value of R square is 0.358.

This mean that the research model explained 82.4% of the variance

Table 4-21: Regression Analysis - Coefficients

Coefficients

Model Unstandardized

Coefficients

Standardized

Coefficients

t Sig.

B Std.

Error

Beta

1 (Constant) -.450 .344 -1.308 .195

Equipment .277 .082 .277 3.398 .001

Ergonomics .186 .109 .085 1.713 .091

Facilities .200 .080 .203 2.483 .015

Medical .487 .084 .483 5.778 .000

a. Dependent Variable: Production

According to the above table shows coefficients value of all independent variables. It takes

equipment 0.01, ergonomics 0.91, medical 0.00 and facilities 0.15. Values of equipment

medical and facilities are getting less than 0.05 and null hypothesis are rejected. Null

hypothesis of ergonomic is accept because of that coefficient value (0.91) is greater than 0.05

48

4.7 Hypothesis Testing

H1: There is a significant correlation between safety equipment and organizational production.

H2: There is a significant correlation between ergonomic and organizational production

H3: There is a significant correlation between medical expenditure and organizational

production

H4: There is a significant correlation between facilities and benefits and organizational

production

Table 4-22: Hypothesis Testing - Results

Relationship Status Justification

H1 The test is significant -

accepted

The significance value (P) ≤

.05, P = 0.000


accepted


.05, P = 0.019


accepted


.05, P = 0.000


accepted


.05, P = 0.000

49

Chapter Five

5 Summary Conclusion and Recommendations

5.1 Introduction

This chapter shows summary of the research process and the major findings from the study

through questionnaire. It then draws conclusions and makes recommendations health and

safety of manufacturing industry. Suggestions are also made for future research.

5.2 Overview of the Study

The study was conducted in the effects of health and safety practices on production in the

organization. The study purposed to identify health and safety standards manufacturing

industry and to determine the effects of health and safety on employees’ production. It also

aimed at determining employees’ level of understanding of health and safety practices in the

manufacturing industry. Also, it purposed to evaluate the mentality of administration towards

health and safety of workers and to distinguish the difficulties connected with health and safety

in the organization. Expressive research design was used to conduct the study and target

population consisted of employees who in the selected organizations. The total sample size was

80.

Simple random sampling technique was used to select the employees to get information about

health and safety and production. Questionnaire and structured interview were designed and

used to collect data for the study. The items were administered personally by the researcher.

The research instruments were designed with the assistance of the supervisor. Data collection

lasted for three weeks. The data were edited, coded, presented and analyzed using statistical

tools such as percentages, frequency tables, correlation, and regression were used to summarize

the data and the results were presented in the form of tables and figures for discussion which

aided in answering the research questions.

5.3 Problem of Case Study

In Sri Lanka one of main problem is a health and safeness of an employees. Most of the

organizations only concern about company profitability not employees health. If they not

concern about employee’s health, compensation cost will be going high and getting high labor

turnover. Poor mental and physical feasibility directly effect to a productivity. In Sir Lanka

50

they are using British Factory Ordinance and not currently updating. Most of an operational

industries using old methods and not using new technology equipment.

“How does good health and safety practices pave the way for production operations of an

organization?”

5.4 Finding of the Study

5.4.1 Findings Regarding the Characteristics of Sample Profile

According to the survey sample most of the sample makers were females 68.75%, and males

31.25% in the 4 manufacturing industries. From the sample 42.5% (34) of sample makers are

aged in between 20 – 29 years. According to the sample most of the peoples have more than 5

years’ experience.

5.4.2 General Findings

5.4.2.1 Major Findings of Means for Independent and Dependent Variables

Table 5-1: Means of Independent Variables

Variables Means Conclusion

Safety equipment 3.1563 Comparatively Strong

Ergonomic

3.0500 Comparatively Strong

Medical Expenditure 3.1188

Comparatively Strong

Facilities and benefits 3.1458

Comparatively Strong

Production 3.1411 Comparatively Strong

The above table show level of the independent variables and dependent variable and all

variables are in a satisfactory level because of values of variables are greater than 3. However

note that Ergonomics is only just above 3.

51

5.4.2.2 Major Findings by Correlation

Table 5-2: Correlation - Summary

Variable Correlation Conclusion

Safety equipment .810 Strong relationship

Ergonomic .263 Week positive

relationship

Medical Expenditure .865 Strong relationship

Facilities and benefits .790 Strong relationship

52

5.5 Recommendations

From the findings and conclusions of the study, the following recommendations are made.

Management should be more responsible for the needs and concern about their employees’

safety and health by being more delicate to the issues of the work the employees. Ergonomics

is critical for safety reasons. At the point when a body works in a way that is not ergonomically

agreeable, it makes stress through awkward postures, great temperatures, or repeated

movements. This can be repeated movements and after some time can bring about

musculoskeletal issue.

Way of improve ergonomic for workstations,

a. Use cut-out work surfaces — allows employees to get closer to their work, reducing visual

effort and awkward postures.

b. Use adjustable equipment — allows comfortable, upright working posture

c. Provide comfort

Foot rests reduce pressure behind the knees and reduce strain on the lower back.

Good task lighting reduces eyestrain and makes work tasks easier

d. Lifting - Lifting aids reduce force, repetition, and awkward postures in lifting or handling

e. Transporting - Mechanical aids reduce force, repetition, and awkward postures in

transporting materials and products around the workplace.

f. Provide adequate, well-lit storage with easy access for employees - reduces repetitive

reaching, bending, twisting, and forceful exertions.

g. Vibration reduction

Routine maintenance

Vibration-dampening wraps on handles

Isolating the tool from the operator

Properly fitting vibration-dampening gloves

Good design of an alternate or low-vibration tool

Suspending or supporting tools (e.g., by a fixture)

Providing vibration isolators (e.g., springs or pads) for seated work tasks

Providing cushioned floor mats for standing work tasks

Mounting equipment and work platforms on vibration-dampening pads or springs

Altering the speed or motion of tools and equipment

53

h. Administrative Improvements

Administrative improvements include changing work practices or the way work is organized.

They may not address the reasons for the contributing factors or other problems. Administrative

improvements usually require continual management and employee feedback to ensure that the

new practices and policies are effective.

Providing variety in jobs - There are a couple of ways to increase variety in jobs. Job

rotation means rotating employees through different jobs. Job enlargement means

increasing the variety by combining two or more jobs or adding tasks to a particular

job.

Providing recovery time - Recovery periods (i.e., muscle relaxation breaks) can help

prevent the accumulation of fatigue and injury to muscles and their associated

structures. Try to break up work with frequent, short recovery periods. Even recovery

periods as short as a few seconds on a regular basis are helpful. For example, providing

a fixture for a tool can allow the hands to relax momentarily between uses

Modifying work practices – Pay close attention to how the work is being performed.

Our bodies are stronger, more efficient, and less injury prone when work in midrange

postures. Maintaining midrange working postures simply means sitting or standing

upright and not bending the joints into extreme positions. This can be done by trying to

keep the neck, back, arms, and wrists within a range of neutral positions. Employees

should be encouraged to be comfortable, to change positions, and to stretch when

working

Ensuring regular housekeeping and maintenance of workspaces, tools, and equipment

54

Figure 5-1: Ergonomic Solutions

Source: Easy Ergonomics: A practical approach for Improving Workplace

5.6 Conclusion

This study intends to find and analyze the relationship between health and safety and

production in manufacturing industry. The primary sources of information are obtained from

interviewing and questionnaires for employees and their managers.

This report first gives an introduction on the industry background of typical manufacturing

industry in Sri Lanka followed by the problem scope considered in this research. Chapter 1

clearly defines the question at hand and states how the study was performed to obtain the

connection between health and safety and production of a manufacturing organization. It also

explains the reasons to do this study.

55

Second chapter is a summary of the secondary sources of information which is a review of the

available literature under this topic. These include research papers, articles, journal papers etc.

It also gives some important definitions and explanations given by scholars on the subject of

health and safety and manufacturing industry. Here the literature is summarized considering

the independent variables chosen for the study.

Chapter three presents how the research study was conducted including which organizations

were selected and the number of employees, methods of research and how they were

performed. It also presents the chosen hypotheses and an illustration of independent and

dependent variables. How the collected data has been summarized is also mentioned in this

chapter.

Chapter four is the analysis of the collected data. Here statistical software tool IBM SPSS was

used. This chapter contains statistically calculated parameters including correlation and

regression analysis.

Finally chapter five gives the conclusion of the study and the recommendations for

manufacturing organizations which were based on the results of this research. In conclusion it

was observed that health and safety factors and production has a close relationship and

investing in good health and safety facilities will increase the production of the organization in

the long term.

56

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7 Appendix

7.1 Appendix: Questionnaire

QUESTIONNAIRE – FOR EMPLOYEES ONLY

This questionnaire is to investigate the effect of health and Safety Standards on employees’

productivity. The purpose of the study is purely academic and is not in any way an attempt to

intrude into your privacy. You are assured that all the information provided will be treated

confidentially and greatly appreciate by responding truthfully and sincerely to this

questionnaire

SECTION A

Please tick ( √ ) in the appropriate box

1. Gender Male ( ) Female ( )

2. Age

• Below 20 years ( )

• 20 – 29 years ( )

• 30 – 39 years ( )

• 40 – 49 years ( )

• 50 – 59 years ( )

• 60 + years ( )

3. Educational / Professional background

……………………………………………………

4. Please describe briefly your main job activities in the organization

………………………………………………………………………………………………

5. Kindly state your department

………………………………………………………………

6. Working experience

• 1– 5 years ( )

62

• 6– 10 years ( )

• 11 – 15 years ( )

• 16 – 20 years ( )

• 21 – Above ( )

SECTION B

Please indicate the extent of your agreement with the following statements by ticking ‘√’ on

the scale that most nearly reflects the extent to which you agree or disagree. Using this key

5 = Strongly Agree (SA)

4 = Agree (A)

3 = Neutral (N)

2 = Disagree (D)

1 = Strongly Disagree (SD)

STATEMENT SA A N D SD

7. I am provided with proper health and safety

equipment to be used when working.

8. Number/Quality of the health and safety

equipment has been improved during the past 6

months.

9. I am aware of the proper use of health and safety

equipment available to me.

10. My awareness on using health and safety

equipment have been improved (via trainings etc.)

during the past 6 months.

63

11. I am aware of the ergonomic factors that affect

me during my work.

12. My work place, environment and equipment

are ergonomically designed to suit me.

13. Ergonomics of my work environment have

been improved during the past 6 months.

14. I am receiving continuous training and

assistance on proper ergonomics.

15. Medical expenditure for me by the company is

adequate.

16. Amount of medical expenditure has been

increased during the past year.

17. Insurance is available for injuries and

accidents occur at work.

18. Adequate compensation is available for life

time injuries and death.

19. The overall health and safety facilities and

benefits provided to me is adequate.

20. The overall health and safety facilities and

benefits have improved during the past 6 months.

21. Overall health and safety facilities and benefits

cover the range of health related areas that is

unique to my job.

64

22. Use of proper health and safety equipment

have reduced the number of accidents and

injuries/illnesses during the past 6 months.

23. Use of proper health and safety equipment

have improved my production ability during the

past 6 months

24. Proper ergonomics have improved my

efficiency and effectiveness with less stress and

fatigue during the past 6 months.

25. Proper ergonomics have improved my

production ability during the past 6 months.

26. Adequate/ Increased medical expenditure by

the company has reduced absenteeism and

improved accident recovery.

27. Providing adequate medical expenditure have

improved my production ability.

28. Providing adequate overall health and safety

facilities and benefits have improved my

production ability since I joined the company.

28. State the suggestions to make a better safety culture in your organization

…………………………………………………………………………………………....

……………………………………………………………………………………………

…………………………………………………………………………………………….

……………………………………………………………………………………………

Documents

4th year final research report