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© 2003 Prentice Hall, Inc.15-1
Instructor presentation questions: docwin@tampabay.rr.com
Chapter 15
Employee Safety and Health
© 2003 Prentice Hall, Inc.15-2
Chapter 15 Outline
Why employee safety and health are important
Occupational safety law OSHA standards and record keeping Inspections and citations
Inspection prioritiesThe inspection itselfPenalties Inspection guidelines
© 2003 Prentice Hall, Inc.15-3
Chapter 15 Outline
Responsibilities and rights of employers and employeesDealing with employee resistance
The changing nature of OSHA Entrepreneur’s HR
Management commitment and safety Strategic HR
© 2003 Prentice Hall, Inc.15-4
Chapter 15 Outline
What causes accidents? Unsafe conditions and other work-related
factors What causes unsafe acts?
Research insight
© 2003 Prentice Hall, Inc.15-5
Chapter 15 Outline
How to prevent accidents Reducing unsafe acts by emphasizing
safety Reducing unsafe acts through selection and
placement Reducing unsafe acts through training HR.Net
© 2003 Prentice Hall, Inc.15-6
Chapter 15 Outline
Reducing unsafe acts through motivation Behavior-based safety Conduct safety and health inspections Safety beyond the plant gate The new workplace Controlling workers’ compensation costs
Before the accidentAfter the accidentAnalyzing claims
© 2003 Prentice Hall, Inc.15-7
Chapter 15 Outline
Employee health: problems and remedies Alcoholism and substance abuse
Dealing with substance abuse Workplace substance abuse and the law Legal risks
Job stress and burnout Reducing job stress Burnout Research insight
© 2003 Prentice Hall, Inc.15-8
Chapter 15 Outline
Employee health: problems and remedies Asbestos exposure at work Computer-related health problems AIDS and the workplace Workplace smoking
What you can and cannot doSmoking policies
© 2003 Prentice Hall, Inc.15-9
Chapter 15 Outline
Employee health: problems and remedies Violence at work
Heightened security measures Improved employee screeningWorkplace violence trainingEnhanced attention to employee retention/dismissalDismissing violent employeesDealing with angry employeesLegal constraints on reducing workplace violence
Summary
© 2003 Prentice Hall, Inc.15-10
After Studying This Chapter You Should Be Able To:
Provide a safer environment for your employees Minimize unsafe acts by employees Explain the basic facts about OSHA Explain the supervisor’s role in safety Describe and illustrate techniques for reducing
accidents Explain how to deal with important occupational
health problems
© 2003 Prentice Hall, Inc.15-11
Strategic Overview
We explored union–management relations, and negotiating agreements
Employee safety is usually one of these Provide you with information about
employee safety and health problems at work
OSHA—the Occupational Safety and Health Act
© 2003 Prentice Hall, Inc.15-12
Why Safety and Health Are Important
The numbers are staggering Toll can be greater than the numbers
suggest considering lives are at stake
© 2003 Prentice Hall, Inc.15-13
OSHA
The 1970 Occupational Safety and Health Act
Assures safe and healthful work places Created the Occupational Safety and
Health Administration (OSHA) Defines occupational illness
© 2003 Prentice Hall, Inc.15-14
Occupational Illness
OSHA creates standards and procedures to prevent injury and illness
Guardrails not less than 2” x 4” or the equivalent and not less than 36” or more than 42” high, with a midrail, when required, of a 1” x 4” lumber or equivalent, and toeboards, shall be installed at all open sides on all scaffolds more than 10 feet above the ground or floor.
OSHA accident form
© 2003 Prentice Hall, Inc.15-15
Accident Report Procedure
Link
© 2003 Prentice Hall, Inc.15-16
OSHA Inspections and Citations
Imminent danger Catastrophes, fatalities, and accidents Alleged violations Periodic special-emphasis inspections Random inspections and re-inspections Citations issued when problems are
found
© 2003 Prentice Hall, Inc.15-17
The Inspection
OSHA officer arrives Explains purpose, scope and standards Employee accompanies officer Stop and question workers Discuss apparent violations May issue a citation and penalty
© 2003 Prentice Hall, Inc.15-18
OSHA Penalties
Range from $5,000-$70,000 Can be much higher Ongoing daily penalties Fine based on seriousness, size of
company, and compliance history
© 2003 Prentice Hall, Inc.15-19
Inspection Guidelines
Initial contact - Refer inspector to your OSHA coordinator Check credentials Ask for reason You may ask if it’s from a current employee Notify your counsel
© 2003 Prentice Hall, Inc.15-20
Inspection Guidelines
Opening conference - Set focus and scope Discuss protecting trade secret
areas Show you have safety
programs in place
© 2003 Prentice Hall, Inc.15-21
Inspection Guidelines
Walk-around inspections - Accompany inspector, take detailed notes Takes photo or video if inspector does Get duplicates of samples, copies of test
results Be helpful, don’t volunteer information Immediately correct any violation identified
© 2003 Prentice Hall, Inc.15-22
Responsibilities of Employers and Employees
Employers Provide hazard-free workplace Can seek consulting help and identification Can’t punish employee
Employees Comply with standards Report problems to supervisors Can demand safety
© 2003 Prentice Hall, Inc.15-23
Dealing With Employee Resistance
Failure to wear hardhats or ear protectors typify problem
Employers limit liability by: Get union OK to discharge Use formal arbitration Use positive reinforcement and training
© 2003 Prentice Hall, Inc.15-24
The Changing Nature of OSHA
Moving toward cooperation Greater use of technology Web site shows OSHA track record for all
© 2003 Prentice Hall, Inc.15-25
Entrepreneurs + HR
OSHA is not there just to issue citations A resource to help business lower costs Anderson Steel had help from OSHA Result was much lower workers comp
costs
© 2003 Prentice Hall, Inc.15-26
Safety is NO accident
Management commitment is key to safety: Institutionalize commitment Analyze accidents, incidents Set specific achievable safety goals
© 2003 Prentice Hall, Inc.15-27
Strategic HR
Con Ed adopted safety 1st strategy Health and environmental safety staff Thousands of pages of new safety
procedures Monthly video of “close calls” Safety “time-outs” Put strategy into action = safety aware
workers
© 2003 Prentice Hall, Inc.15-28
What Causes Accidents
Chance occurrences Unsafe conditions Unsafe employee
acts
© 2003 Prentice Hall, Inc.15-29
Unsafe conditions include: Improperly guarded equipment Defective equipment Hazardous procedures Unsafe storage Improper illumination Improper ventilation
Unsafe Conditions
© 2003 Prentice Hall, Inc.15-30
What Causes Unsafe Acts?
People cause accidents Studies do not show “proneness” is the
cause Remedy may be to change work
assignment
© 2003 Prentice Hall, Inc.15-31
Research Insight
Accident causes tend to be multifaceted Researchers asked college students how
frequently they had mishaps at work as well as to describe themselves
What traits do you think caused some students to be more or less accident prone?
© 2003 Prentice Hall, Inc.15-32
How to Prevent Accidents
Reduce unsafe conditions: Design jobs to remove, reduce physical hazards Use checklists Computerized tools Solutions may or may not be obvious
How would you reduce slips and falls at a factory?
Checklist
© 2003 Prentice Hall, Inc.15-33
Reduce Unsafe Acts By Emphasizing Safety
Supervisors should: Praise employees Listen Be a good example Visit plant areas regularly Maintain open safety communications Link bonuses to safety improvements
High enough
© 2003 Prentice Hall, Inc.15-34
Reduce Unsafe Acts Through Selection and Placement
Screening Isolate accident causing trait and test (ERI) Interview:
What would you do if you saw an employee working in an unsafe way?
What would you do if your supervisor gave you a task but no training on how to do it?
Do you know of any reason why you would not be able to perform the various functions of this job?
© 2003 Prentice Hall, Inc.15-35
Reduce Unsafe Acts Through Training
New employees must be trained with safety in mind
Use OSHA and training courses Must follow-up training with
periodic testing demonstrable skill Multilingual testing may be needed
Powerpoint presentation
© 2003 Prentice Hall, Inc.15-36
Motivation to Reduce Unsafe Acts
Workplace posters show a 20% reduction in accidents
Safety awards like plaques and bonus cash can’t hurt
Positive reinforcement is a plus when combined with training
Behavior based safety training
© 2003 Prentice Hall, Inc.15-37
Conduct Safety and Health Inspections
Eliminate hazards Inspect Use checklists Investigate Notification system Use employee committees
© 2003 Prentice Hall, Inc.15-38
Safety Summary
Reduce unsafe conditions Emphasize
commitment at the top
Emphasize safety Emphasize safety
policy
Reduce unsafe acts Use selection tests Provide training Use posters Use positive
reinforcement Behavior-based
safety programs Conduct inspections
regularly
© 2003 Prentice Hall, Inc.15-39
The New Workplace and Safety Beyond the Gate
Make employees the “champions of safety”
Make a “Safety first” culture permeate your company
Give lottery tickets to employees who have seat belts on as they go home
© 2003 Prentice Hall, Inc.15-40
Controlling Workers Compensation Costs
Before the accident: Take safety precautions Strictly enforce
After the accident: Quick medical attention Have answers Be proactive Claims analyzing software
© 2003 Prentice Hall, Inc.15-41
Employee Health: Alcohol and Substance Abuse
Percentage of workers with abuse problems has dropped – about 15% report use of illicit drugs last year
Cost can be high with $7000/year for each abuser
How to spot a substance
abuser
© 2003 Prentice Hall, Inc.15-42
Dealing With Abusers
Some employers must be zero tolerance Others have 3 strikes and you’re out Some guidelines:
If an employee appears to be under the influence, ask how the employee feels
Make a written record and follow up Use the company’s employee assistance program
(EAP)
© 2003 Prentice Hall, Inc.15-43
Workplace Substance Abuse and the Law
Publish a policy Establish a drug-free awareness program Employees must abide by the employer’s
policy and report any criminal convictions
© 2003 Prentice Hall, Inc.15-44
Legal Risks
Dealing with alcoholism and drugs entails legal risks
Prior to implementing a drug policy ask: How will you inform workers? What testing will be required? What accommodations would you make for
those who seek treatment?
© 2003 Prentice Hall, Inc.15-45
Job Stress and Burnout
Substance abuse can result from job stress
Can you think of some factors that lead to job stress?
Personality affects reaction to stress What are the consequences of stress?
© 2003 Prentice Hall, Inc.15-46
Reducing Job Stress
Relationships Biting Your relationship with your boss Realistic deadlines Lead time Detachment and relaxation
© 2003 Prentice Hall, Inc.15-47
Reducing Job Stress
Take a walk Reduce unnecessary noise Reduce trivia in your job - delegate Limit interruptions Distasteful problems Make a “worry list” – include solutions
© 2003 Prentice Hall, Inc.15-48
Reducing Job Stress
Good supervisor skills are important: Reduce personal conflicts Open communication Support employees’ efforts Ensure job–person fit More job control Provide EAP’s, counseling
© 2003 Prentice Hall, Inc.15-49
Burnout
Burnout – the total depletion of physical and mental resources caused by excessive striving to reach an unrealistic work-related goal
Definition
Definition
© 2003 Prentice Hall, Inc.15-50
Burnout – Read the Signs
Inability to relax Identification with your activities Meaningless advancement goals Workaholic
© 2003 Prentice Hall, Inc.15-51
What Can a Burnout Candidate Do?
Break your patterns Get away from it all periodically Reassess your goals in terms of their
intrinsic worth Think about your work
© 2003 Prentice Hall, Inc.15-52
Research Insight
Do vacations fix burnout? Research says “No”
Burnout returns partly within 3 days of returning to work
Must remove stress causes Mid-week mini-vacations show promise
© 2003 Prentice Hall, Inc.15-53
Asbestos at Work
Sources of occupational respiratory disease: Asbestos, silica, lead, carbon dioxide
OSHA standards to follow: Monitor air level Engineering controls Respirators
© 2003 Prentice Hall, Inc.15-54
Computer-related Health Problems
Short-term eye problems like burning, itching, tearing, eyestrain and eye soreness
National Institute for Occupational Safety and Health (NIOSH) says video displays do not present a radiation hazard
© 2003 Prentice Hall, Inc.15-55
NIOSH Recommendations for Display Users
Rest breaks Design in maximum flexibility Reduce glare A complete pre-placement vision
exam
© 2003 Prentice Hall, Inc.15-56
NIOSH Recommendations for Display Users
Correct keyboard placement Mouse placement Wrist positioning Monitor level Let wrists rest on a pad Feet flat on floor or footrest Do these, you’ll love your computer
too!
© 2003 Prentice Hall, Inc.15-57
AIDS and the Workplace
Legal issues usually most important Can’t single out an employee for AIDS
testing Must adhere to ADA and FMLA laws Can’t force leave unless job performance
has deteriorated
Online AIDS resources
© 2003 Prentice Hall, Inc.15-58
What to Cover in an AIDS Policy Statement
No tolerance Reasonably accommodate Medical information is confidential HIV-positive employees can work Work with HIV positive employees, customers Companies must consider fears
© 2003 Prentice Hall, Inc.15-59
Workplace Smoking
Smoking kills and costs Can implement “no-smokers-hired” plan Becoming smoke-free may take time and
require union bargaining Start a smoking ban today
© 2003 Prentice Hall, Inc.15-60
Violence at Work
Violence costs employers $4 billion each year – steps to take include: Heightened security Improved screening Workplace violence training Attention to retention and dismissal Dismiss violent employees Deal with angry employees
© 2003 Prentice Hall, Inc.15-61
Security Measures
Improve external lighting Use drop safes Install silent alarms, cameras Increase staff on duty Provide conflict resolution, nonviolent
response training Close during high risks hours
© 2003 Prentice Hall, Inc.15-62
Red Flags When Screening
Gaps Résumé References Insubordination or violence Harassing or violent behavior
© 2003 Prentice Hall, Inc.15-63
Red Flags When Screening (Cont.)
Termination for cause Depression or significant psychiatric problems Drug or alcohol abuse Job, geographic changes Lost licenses or accreditations
© 2003 Prentice Hall, Inc.15-64
Workplace Violence Training
Use video training to help employers spot the signs of: Verbal threats Physical action Frustration Obsession
© 2003 Prentice Hall, Inc.15-65
You’re Fired!
Here are some reasons to consider dismissal
An act of violence on or off the jobErratic behavior – loss of awareness of actionsOverly defensive, obsessive, or paranoidOverly confrontational or
antisocial behaviorSexually aggressive behaviorIsolationist or loner tendenciesInsubordinate behavior with hint of violenceTendency to overreact to criticismExaggerated interest in war,
guns and violenceThe commission of a serious
breach of securityPossession of weapons, guns and
knives at workViolation of privacy of othersChronic complaining and frequent grievancesA retribution-oriented or get-even attitude
© 2003 Prentice Hall, Inc.15-66
Dealing With An Angry Employee
Make eye contact Full attention Calm voice – be relaxed Open and honest Let person have his or her say Specific examples Carefully define the problem Explore all sides of the issue Listen
© 2003 Prentice Hall, Inc.15-67
Legal Constraints on Reducing Workplace Violence
Employee screening may be a legal problem in some states
It is unlawful in NY to discriminate based on prior criminal convictions
Title VII of the Civil Rights Act of 1964 has provisions barring minority discrimination
© 2003 Prentice Hall, Inc.15-68
Chapter 15 Summary
Safety is very important due to the staggering number of deaths and accidents occurring at work
The purpose of OSHA is to ensure every working person a safe and healthful workplace
Supervisors play a key role in monitoring workers for safety
© 2003 Prentice Hall, Inc.15-69
Chapter 15 Summary
Causes of accidents: Chance occurrences Unsafe conditions Unsafe acts on the part of employees
Most experts doubt there are accident-prone people who have accidents regardless of the job
© 2003 Prentice Hall, Inc.15-70
Chapter 15 Summary
Prevent accidents by reducing unsafe conditions and reducing unsafe acts
Alcoholism, drug addiction, stress, and emotional illness are four important and growing health problems among employees
© 2003 Prentice Hall, Inc.15-71
Chapter 15 Summary
Stress and burnout are other potential health problems at work
Asbestos, video display health problems, AIDS, and workplace smoking are all workplace concerns
Violence against employees is an enormous problem at work
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