HRM 5th chapter 12 safety and health

Safety and Health Managing Human Resources Belcourt * Bohlander * Snell Copyright © 2008 by Nelson, a division of Thomson Canada Limited All rights reserved 5th Canadian edition PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama Objectives After studying this chapter, you should be able to: Summarize the common elements of federal and provincial occupational health and safety legislation Describe what management can to create a safe work environment Identify the measures that should be taken to control and eliminate health hazards Describe the organizational services and programs for building better health Explain the role of employee assistance programs in HRM Indicate methods for coping with stress Copyright © 2008 by Nelson, a 12–2 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 Copyright © 2008 by Nelson, a 12–3 Occupational Health and Safety • Occupational Injury  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 Copyright © 2008 by Nelson, a 12–4 Acts and Regulations • Canada Labour Code • Provincial regulations  Every province and territory has regulations covering occupational health and safety Copyright © 2008 by Nelson, a 12–5 Duties of Employers • • • • • 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 Copyright © 2008 by Nelson, a 12–6 Duties of Workers • 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 Copyright © 2008 by Nelson, a 12–7 Duties of Supervisors • 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 Copyright © 2008 by Nelson, a 12–8 Workers Compensation • An injured worker can receive:  Cash pay-outs or wage loss payments  Unlimited medical aid  Vocational rehabilitation Copyright © 2008 by Nelson, a 12–9 Creating a Safe Work Environment Safety Motivation and Knowledge Safety Awareness Programs Elements in Creating a Safe Work Environment Enforcement of Safety Rules Copyright © 2008 by Nelson, a Accident Investigations and Records 12–10 Creating a Healthy Work Environment (cont’d) • Cumulative Trauma Disorders (Repetitive Motion Injuries)  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 Copyright © 2008 by Nelson, a 12–20 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 Copyright © 2008 by Nelson, a 12–21 Workplace Violence • 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 Copyright © 2008 by Nelson, a 12–22 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 (July 2000): 68–70; Dannie B Fogleman, “Minimizing the Risk of Violence in the Workplace,” Employment Relations Today 87, no (Spring 2000): 83–98 Copyright © 2008 by Nelson, a Figure 12.5 12–23 Terrorism • 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 Copyright © 2008 by Nelson, a 12–24 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 Copyright © 2008 by Nelson, a 12–25 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 Figure 12.6 Source: Adapted from professional literature on crisis management and seminars attended by the authors Copyright © 2008 by Nelson, a 12–26 Building Better Health Alternative Approaches Health Services Copyright © 2008 by Nelson, a Wellness Programs Focus on Nutrition 12–27 Employee Assistance Programs Emotional Problems Alcoholism Personal Crises Copyright © 2008 by Nelson, a Abuse of Illegal Drugs Abuse of Legal Drugs 12–28 Dealing with Troubled Employees • Monitor:  Employee performance and document unusual employee behaviour • Advise:  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 Copyright © 2008 by Nelson, a 12–29 What Is Stress? • Stress  Any adjustive demand caused by physical, mental, or emotional factors that requires coping behaviour • Alarm Reaction  A response to stress that involves an elevated heart rate, increased respiration, elevated levels of adrenaline in the blood, and increased blood pressure Copyright © 2008 by Nelson, a 12–30 Job-Related Stress • Eustress  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 Copyright © 2008 by Nelson, a 12–31 Coping with Stress • Major Stressors:  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 Copyright © 2008 by Nelson, a 12–32 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 Copyright © 2008 by Nelson, a 12–33 Key Terms • alarm reaction • burnout • cumulative trauma disorders • depression • distress Copyright © 2008 by Nelson, a • eustress • industrial disease • Material Safety Data Sheets (MSDSs) • occupational illness • occupational injury • stress 12–34 [...]... 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 Copyright © 2008 by Nelson, a 12 12 Enforcing Safety Rules • Actively encourage employee participation in the safety program by:  Jointly setting safety standards... 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 Copyright © 2008 by Nelson, a 12 11 Creating a Safe Work Environment (cont’d) • Typical Safety Rules... Disorders 12 16 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 Copyright © 2008 by Nelson, a 12 17 WHMIS • Labels • Material Safety. ..  Employers must keep record and compile and post summaries of work related injuries and illnesses Copyright © 2008 by Nelson, a 12 14 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: Copyright © 2008 by Nelson, a 12 15 Health Hazards and Issues Proliferating Chemicals... 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 Copyright © 2008 by Nelson, a 12 13 Investigating and Recording Accidents • Recordable Case  Any occupational death, illness, or... of the fingers, hands, or arms  Injuries lower employee productivity, increase employer health costs, and incur workers’ compensation payments Copyright © 2008 by Nelson, a 12 20 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... with adjustable brightness and contrast controls Use shades or blinds to reduce the computer-screen glare created by window lighting Copyright © 2008 by Nelson, a 12 19 Creating a Healthy Work Environment (cont’d) • Cumulative Trauma Disorders (Repetitive Motion Injuries)  Injuries involving tendons of the fingers, hands, and arms that become inflamed from repeated stresses and strains resulting from... 2008 by Nelson, a 12 18 Creating a Healthy Work Environment (cont’d) • 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... literature on crisis management and seminars attended by the authors Copyright © 2008 by Nelson, a 12 26 Building Better Health Alternative Approaches Health Services Copyright © 2008 by Nelson, a Wellness Programs Focus on Nutrition 12 27 Employee Assistance Programs Emotional Problems Alcoholism Personal Crises Copyright © 2008 by Nelson, a Abuse of Illegal Drugs Abuse of Legal Drugs 12 28 Dealing with Troubled... blood, and increased blood pressure Copyright © 2008 by Nelson, a 12 30 Job-Related Stress • Eustress  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 Copyright © 2008 by Nelson, a 12 31