Chapter 13 Ensuring a Safe and Healthy Work Environment

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Chapter 13Ensuring a Safe and Healthy Work Environment

Fundamentals of Human Resource ManagementEighth Edition

DeCenzo and Robbins


Introduction

• Management has both legal and moral responsibilities to provide a safe and healthy workplace.

• Work-related accidents, injuries, and illnesses are costly.


The Occupational Safety and Health Act

1970 Federal legislation – Established health and safety standards. – Authorized inspections and fines for

violations. – Empowered OSH Administration to ensure

standards are met. – Requires employers to keep records of

illnesses and injuries, and calculate accident ratios.

– Applies to almost every U.S. business engaged in interstate commerce.



OSHA Enforcement Priorities – Imminent danger: Where an

accident is about to occur. – Accidents that have led to

serious injuries or death. Employer must report within 8 hours.

– Employee complaints: Employees have right to call OSHA.



OSHA Enforcement Priorities • Inspection of industries with the highest injury

or illness rates– chemical processing– roofing and sheet metal– meat processing– lumber and wood products– mobile homes and campers– stevedoring

• Additionally, special emphasis is placed on the handling of hazardous waste.



Random inspection• Supreme Court ruled (Marshall v.

Barlow’s Inc., 1978) that employers are not required to let OSHA inspectors enter without search warrants.

• Most attorneys recommend companies cooperate with inspectors.



OSHA’s Record-Keeping Requirements – Basis for record-keeping is Form 300 – Must report any work-related illness; report

injuries that require medical treatment besides first aid, involve loss of consciousness, restriction of work or motion, or transfer to another job.

– Incidence rate: Number of illnesses, injuries or lost workdays per 100 full-time workers.



• OSHA Punitive Actions – Omnibus Budget Reconciliation Act

of 1990 allows fines up to $70,000 if violation is severe, willful and repetitive.

– Fines can be for safety violations or failure to keep adequate records.

– Courts have backed criminal charges against executives when they have willfully violated health and safety laws.



OSHA: A Critique • OSHA has made organizations more aware of

health and safety. • National Institute for Occupational Safety

and Health (NIOSH) has been researching and setting standards for new areas– blood-borne pathogens– chemical process safety– motor vehicle safety– protective equipment– ergonomics



OSHA: A Critique• Hazard Communication Standard, (1983),

requires organizations to communicate information about hazardous chemicals by:– labeling containers– distributing data sheets– training employees in their safe handling

• Since 9/11 has provided assistance on contingency planning to deal with emergencies.


Job Safety Programs

Costs of Accidents – Workers’ compensation

premiums. – Time lost due to injury. – Time to investigate/report

accidents. – Damage to

equipment/materials. – Work stoppages/personnel

changeover.


Job Safety Programs

Causes of Accidents– Accidents are generally classified as

human or environmental. – Human causes responsible for majority of

accidents. – Environmental causes include

• tools• equipment• physical plant• general work environment


Job Safety Programs

Preventative Measures • Education • Skill training • Engineering • Protection devices • Regulation enforcement


Job Safety Programs

Ensuring Job Safety – Management needs feedback from

inspections, reports, and observations.

– Safety should be part of organizational culture.

– Top management must be committed to safety.

– Safety committees empower employees to maintain a safe environment.


Job Safety Programs

A Safety Issue: Workplace Violence • Homicide is the number-two cause of work-

related death. • Recommended HRM actions:

– Develop a plan, including review of policies and employee treatment.

– Train supervisory personnel to identify and deal with troubled employees.

– Implement stronger security mechanisms. – Prepare employees to deal with violent situations.


Maintaining a Healthy Work Environment

• Sick buildings are office environments that contain harmful airborne chemicals, asbestos, or indoor pollution.



• Sick Buildings• Suggestions for keeping the

environment healthy include: – Making sure workers get enough fresh

air. – Avoiding suspect building materials and

furnishings. – Testing new buildings for toxins before

occupancy. – Providing a smoke-free environment. – Keeping air ducts clean and dry. – Paying attention to workers’ complaints.



The Smoke-Free Environment • Costs of smokers include

– increased health premiums– Absenteeism– lost productivity due to smoke

breaks– maintenance costs– harm to coworkers by second-

hand smoke



The Smoke-Free Environment• Smoke-free policies at work include

banning smoking or restricting it to properly ventilated designated areas.

• Employees should be involved in phase-in of programs.

• Some employers offer incentives and help for employees to stop smoking.



Repetitive Stress Injuries • Injuries resulting from continuous,

repetitive movements, such as typing.

• Also referred to as musculoskeletal disorders (MSDs).

• The most frequent injury is carpal tunnel syndrome, which occurs in the wrist.



Repetitive Stress Injuries• Ergonomics, or fitting the work

environment to the individual, can prevent repetitive motion injuries.

• Includes design of environment and furniture to fit the individual.


Defining Stress

• Dynamic condition in which an individual is confronted with opportunity, constraint or demand related to what he or she desires for which outcome is uncertain and important.


Defining Stress

• May be caused by either positive factors (opportunities) or negative.

• The Japanese concept of karoshi, death from overworking, illustrates the pervasive nature of stress.


Defining Stress

Common Causes of Stress • Organizational Factors

– Task demands include job design, working conditions, the physical layout, and work quotas.

– Role demands include role conflicts, role overload and role ambiguity.

– Interpersonal demands include lack of social support and poor interpersonal relationships.


Defining Stress

Common Causes of Stress– Organizational structure causes include

excessive rules and lack of opportunity to participate.

– Organizational leadership causes include supervisory styles which cause unrealistic pressures, tight controls, and the threat of job loss.


Defining Stress

Common Causes of Stress

• Personal Factors– Family issues – Personal economic

problems – Inherent personality

characteristics


Defining Stress

Symptoms of Stress • Physiological symptoms (increased blood

pressure, headaches, increased pulse rate, etc.) are the most difficult to observe.

• Psychological symptoms (increased tension and anxiety, boredom, procrastination, etc.) can lead to productivity decreases.

• Behavioral symptoms (increased smoking or substance consumption, sleep disorders, etc.) also affect the organization.


Defining Stress

Reducing Stress • HRM approaches include

– matching individuals to their jobs– clarifying expectations– redesigning jobs– offering involvement and participation


Defining Stress

Reducing Stress• Dilemmas for HRM include:

– balancing the need to energize people with the need to minimize dysfunctional stress

– deciding how much an employer can intrude on employees’ personal lives


Defining Stress

A Special Case of Stress: Burnout • Burnout is a function of three concerns:

– Chronic emotional stress with emotional and/or physical exhaustion

– Lowered job productivity – Dehumanizing of jobs


Defining Stress• Causes and symptoms of burnout:

– Organization characteristics – Perceptions of organization – Perceptions of role – Individual characteristics – Outcomes

• Reducing burnout - four techniques are proposed: – Identification – Prevention – Mediation – Remediation


The Employee Assistance Program

A Brief History of EAPs – Extension of 1940’s programs to help

employees with alcohol-related problems. – Cost-effective counseling to help

employees overcome problems such as:• substance abuse• bereavement• child-parent problems• marriage problems



• EAPs Today – Provides employees visits with counselors at

company expense; usually visits are off-site. – Help control rising health insurance costs.– Employees and supervisors must be familiar with

and trust the program and perceive EAPs as worthwhile.

– Confidentiality is guaranteed. – For every dollar spent on EAP programs, studies

estimate a return of $5.00 to $16.00 in savings.



Wellness Programs – Programs to keep employees healthy; include

smoking cessation, physical fitness, weight control, etc.

– Designed to cut employer health costs and lower absenteeism.

– Employees must view programs as having value. – Must have top management support. – Should also provide services for employees’

families. – Need opportunities for employee input.


International Safety and Health

• Cultural differences exist in laws and expectations regarding safe working conditions.



International Health Issues – An up-to-date health certificate providing

records of employee vaccinations– A General First Aid Kit should include over-

the-counter and prescription medications and other supplies that might not be available to U.S. workers abroad.

– Emergency plans help expatriates anticipate medical needs and locate resources.



International Safety Issues – U.S. Department of State “hotline” provides

travel alerts about such issues as terrorist activity or disease outbreaks.

– Security concerns prompt recommendations regarding travel modes, attire, and “blending in”.

Documents

Chapter 13 Ensuring a Safe and Healthy Work Environment