HRM 5th chapter 12 safety and health

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Canada Limited.

PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama

Managing Human Resources

Belcourt * Bohlander * Snell 5 th Canadian edition

Safety and Health

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After studying this chapter, you should be able to:

1 Summarize the common elements of federal and

provincial occupational health and safety

legislation

2 Describe what management can do to create a safe

work environment

3 Identify the measures that should be taken to

control and eliminate health hazards

4 Describe the organizational services and programs

for building better health

5 Explain the role of employee assistance programs

in HRM

6 Indicate methods for coping with stress

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division of Thomson Canada

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Safety and Health: It’s the Law

Each year, there are over 900 workplace related

deaths

There are over one million work related injuries

There are 340,000 injuries serious enough that the

worker misses a day of work

Annually, over 12 billion dollars is paid out to injured

workers and their families

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Any cut, fracture, sprain or amputation resulting from

a workplace accident or from exposure involving an accident in the work environment

• Occupational illness

Any abnormal condition or disorder, other than one

resulting from an occupational injury, caused by

exposure to environmental factors associated with

employment

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Acts and Regulations

• Canada Labour Code

• Provincial regulations

Every province and territory has regulations covering

occupational health and safety

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• Provide a hazard free workplace.

• Comply with statutes and regulations.

• Inform employees about OH&S regulations.

• Keep records and summaries.

• Ensure supervisors and employees are familiar with

hazards

• Report any accidents that cause injury and death.

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• Comply with all applicable acts and legislation.

• Report hazardous conditions and defective equipment.

• Follow all employer H& S rules, including the use of

protective equipment

• The right to refuse unsafe work.

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• Advise employees of potential workplace hazards.

• Ensure that workers use or wear safety equipment,

devices and clothing

• Provide written instruction where applicable.

• Take every reasonable precaution to guarantee the

safety of workers

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• An injured worker can receive:

Cash pay-outs or wage loss payments

Unlimited medical aid

Vocational rehabilitation

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Elements in Creating a Safe

Work Environment

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Creating a Safe Work Environment (cont’d)

• Promoting Safety Awareness

The Key Role of the Supervisor

Communicating the need to work safely.

Proactive Safety Training Program

 First aid, defensive driving, accident prevention

techniques, hazardous materials, and emergency procedures.

Information Technology and Safety Awareness and

Training

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12–12

Creating a Safe Work Environment (cont’d)

• Typical Safety Rules

Using proper safety devices

Using proper work procedures

Following good housekeeping practices

Complying with accident- and injury-reporting

procedures

Wearing required safety clothing and equipment

Avoiding carelessness and horseplay

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12–13

Enforcing Safety Rules

• Actively encourage employee participation in the safety

program by:

Jointly setting safety standards with management.

Participation in safety training.

Involvement in designing and implementing special

safety training programs

Involvement in establishing safety incentives and

rewards

Inclusion in accident investigations.

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If the cause can be determined, then corrections must

be made to prevent it happening again

Employers must keep record and compile and post

summaries of work related injuries and illnesses

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12–15

Computing the Incidence Rate

• The following equation computes the incidence rate,

where 200,000 equals the base for 100 full-time workers who work forty hours a week, fifty weeks a year:

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Video Display Terminals

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12–17

Creating a Healthy Work Environment

• Recognizing and Controlling Health Hazards Related to

Hazardous Materials and Processes

Use substitutes for hazardous materials.

Alter hazardous processes and engineering controls.

Enclose or isolate hazardous processes.

Issue clothing to protect against hazards.

Improve ventilation.

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• Problems with Video Display Terminals (VDT)

Visual difficulties, muscular aches and pains, and job stress

Solutions:

Place the computer screen 10 to 25 cm (4 to 9 inches) below eye level

Keep the monitor directly in front of you.

Sit in an adjustable-height chair and use a copyholder that attaches to both the desk and the monitor.

Use a screen with adjustable brightness and contrast controls Use shades or blinds to reduce the computer-screen glare created by window lighting.

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Injuries involving tendons of the fingers, hands, and

arms that become inflamed from repeated stresses and strains resulting from jobs requiring repetitive

motion of the fingers, hands, or arms

Injuries lower employee productivity, increase

employer health costs, and incur workers’

compensation payments

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Key Elements for a Successful Ergonomics Program

• Provide notice and training for employees.

• Conduct pre-injury hazard assessment.

• Involve employees.

• File injury reports.

• Plan and execute.

• Evaluate and assess the ergonomics program.

Figure 12.4

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• Reducing Violence in the Workplace

Commitment to prevent violence

Identify areas of potential violence

Develop violence prevention policies

Provide violence prevention training

Evaluate program effectiveness

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12–23

Violence Indicators: Know the Warning Signs

• Direct or veiled threatening statements

• Recent performance declines, including concentration problems and excessive

excuses

• Prominent mood or behaviour changes; despondence

• Preoccupation with guns, knives, or other weapons

• Deliberate destruction of workplace equipment; sabotage

• Fascination with stories of violence

• Reckless or antisocial behaviour; evidence of prior assaultive behaviour

• Aggressive behaviour or intimidating statements

• Written messages of violent intent; exaggerated perceptions of injustice

• Serious stress in personal life

• Obsessive desire to harm a specific group or person

• Violence against a family member

• Substance abuse

Sources: Adapted from Violence in the Workplace: Risk Factors and Prevention Strategies, NIOSH Bulletin

#59; Gillian Flynn, “Employers Can’t Look Away from Workplace Violence,” Workforce 79, no 7 (July 2000):

68–70; Dannie B Fogleman, “Minimizing the Risk of Violence in the Workplace,” Employment Relations

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• To deter terrorist attacks:

Heighten ID checks and baggage screening

Increase video monitoring with threat-recognition

software to back up human surveillance

Install blast-resistant glass to reduce casualties

Have offsite emergency offices

Tighten garage security with stepped-up inspections

Stagger deliveries to reduce truck traffic

Develop emergency evacuation procedures, including

escape routes, emergency equipment, and gathering locations

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12–25

Crisis Management Teams

• Teams composed of both hourly and managerial

employees:

Conduct initial risk assessment surveys

Develop action plans to respond to violent situations

Perform crisis intervention during violent, or

potentially violent, encounters

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12–26

Calming an Angry Employee

• Strive to save the employee’s dignity during an angry confrontation Don’t

attack a person’s rash statements or continue a muddled line of thinking.

• Hold all conversations in private Do not allow the employee to create an

embarrassing public situation for himself or herself, yourself, or other

employees.

• Always remain calm Anger or aggressiveness on your part will trigger a

similar response in the employee.

• Listen to the employee with an open mind and nonjudgmental behaviour Give

the employee the benefit of hearing him or her out.

• Recognize the employee’s legitimate concerns or feelings Agree that the

employee has a valid point and that you will work to correct the problem.

• If the employee is very emotional or if the engagement seems out of control,

schedule a delayed meeting so people can calm down.

• Keep the discussion as objective as possible Focus on the problem at hand,

not the personalities of individuals A cornerstone of conflict resolution is to

“attack the problem, not the personality.”

• If the employee appears overly aggressive, withdraw immediately and seek

professional help before any further discussion with the employee.

• If your efforts fail to calm the employee, report the incident to your manager,

security, or human resource personnel.

Source: Adapted from professional literature on crisis management and seminars attended by the authors.

Figure 12.6

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Health Services Focus on Nutrition

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Employee about negative job-performance and

suggest professional counseling assistance

• Make reasonable accommodations

• Take disciplinary action when appropriate

• Maintain contact with HR personnel for guidance and

advice

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A response to stress that involves an elevated heart

rate, increased respiration, elevated levels of

adrenaline in the blood, and increased blood

pressure

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Positive stress that accompanies

achievement and exhilaration

• Distress

Harmful stress characterized by a

loss of feelings of security and

adequacy

• Burnout

Most severe stage of distress,

manifesting itself in depression,

frustration, and loss of productivity

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Responsibility without authority

Inability to voice complaints

Prejudice because of age, gender, race, or religion

Poor working conditions

Inadequate recognition

Lack of a clear job description or chain of command

Unfriendly interpersonal relationships

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12–33

Tips for Reducing Job-Related Stress

• Build rewarding relationships with co-workers.

• Talk openly with managers or employees about job or personal

concerns.

• Prepare for the future by keeping abreast of likely changes in job

demands.

• Don’t greatly exceed your skills and abilities.

• Set realistic deadlines; negotiate reasonable deadlines with

managers.

• Act now on problems or concerns of importance.

• Designate dedicated work periods during which time interruptions

are avoided.

• When feeling stressed, find time for detachment or relaxation.

• Don’t let trivial items take on importance; handle them quickly or

assign them to others.

• Take short breaks from your work area as a change of pace.

Figure 12.9

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