BSAD 310 Spring 2017 - CH 12

Chapter 12: Workplace

Safety, Health,

and Security

2Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.

Workplace Safety• In addition to having a workplace that is

fairly compensated, well trained, and productive, organizations need an environment that is also safe and allows employees to be healthy.

• Maintaining safe and healthy employees will allow them to continue to perform at high levels.


Workplace Safety and the Occupational Safety and Health Act (OSHA) 1970

• OSHA requires employers to pursue workplace safety.

• Workplace safety deals with physical protection of employees from injury or illness while on the job.

• Employers must meet all OSHA safety standards, maintain records of injuries and deaths due to workplace accidents, and submit to on-site inspections when notified.


• General duties clause covers all firms and states the following: – Employers will furnish a place of

employment free from hazards that cause or are likely to cause death or physical harm.

– Employees have a duty to comply with occupational safety standards, rules, and regulations.


• A division within Department of Labor charged with overseeing OSHA was created to “ensure safe and healthful working conditions for working men and women by setting and enforcing standards through three divisions: training, outreach, education and assistance.”


What Does OSHA Do? • OSHA sets and communicates federal safety

and health standards to employers.• Occupational safety and health inspections

must be made without any advance notice in response to these: – Imminent dangers– Catastrophes– Worker complaints and referrals– Targeted inspections– Follow-up inspections

7

Exhibit 12-1: Employer/Employee Rights Under OSHA

Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.

8

See Exhibit 12-1: Employer/Employee Responsibilities Under OSHA


OSHA Inspections and Employer Rights

• To get inspector’s credentials and receive information on reason for inspection

• To refuse to allow inspection without a court order

• To receive a copy of complaint (without employee’s name)

• To have a company representative accompany inspectors


OSHA Inspections and Employer Rights

• To refuse to be interviewed or if they agree to interviews, they can request an employer representative be present or interview be held in private

• To receive legal representation during interview and to end interview at any time

• Employers cannot retaliate against employees who take part in an interview and tell the truth.


OSHA and Hazard Communication Standards

• Employers keep information at work sites that describes any chemical hazards that may be present on site.

• Material Safety Data Sheets (MSDS) provide information on a hazardous chemical and its characteristics.

Exhibit 12-2: Safety Data Sheet (SDS) Format



Exhibit 12-2: Safety Data Sheet (SDS) Format


OSHA and Violations, Citations, and Penalties

• Willful – Employer knew a hazardous condition existed but made no effort to eliminate it.

• Serious – Hazard could cause injury or illness that would most likely result in death or significant physical harm.

• Other Than Serious – Any illness or injury likely to result from hazard is unlikely to cause death or serious physical harm, but violation has a direct impact on safety and health.


OSHA and Violations, Citations, and Penalties

• De Minimis– Violation has no direct or immediate safety or

health danger; does not result in citations or penalties.

• Failure to Abate – Employer has not corrected a previous violation for

which a citation was issued and settlement date has passed.

• Repeated – Employer has been previously cited for same type

of violation within previous 5 years.


National Institute of Industrial and Occupational Health (NIOSH)

• Works under umbrella of Centers for Disease Control and Prevention (CDC)

• Conducts research to reduce work-related illnesses and injuries

• Promotes safe and healthy workplaces through interventions, recommendations, and capacity building

• Enhances international workplace safety and health through global collaborations


Employee Health • Employee Health

– Refers to state of physical and psychological wellness in the workforce.

• Work-Life Balance – Spillover effect of work and family on one

another that generate similarities between two domains.

– To keep a better work–life balance, firms offer more work–family benefits, such as flexible work schedules, and child and elder care.


Employee Health Programs• Employee Assistance Programs (EAPs)

– Counseling and other services provided to employees that help resolve personal issues that may affect their work

• Employee Wellness Programs (EWPs) – Cater to employees’ physical welfare

through education and training programs, such as health education, training and fitness, weight and lifestyle management, and health risk assessment services


Employee Health and Musculoskeletal Disorders (MSD)

• Ergonomics – Science of fitting workplace conditions

and job demands to capabilities of working population

• Purpose– To reduce stress and to eliminate injuries

and disorders associated with overuse of muscles, bad posture, and repeated tasks


Safety and Health Management and Training

• Includes offering EAPs, EWPs, and stress management training

• Firms that keep the number of accidents and incidents low generally see lower absenteeism and increased job satisfaction.

• When firms improve two of four most important variables at work (absenteeism and job satisfaction), they are better assured of increasing productivity over time.


Stress• Stress

– Body’s emotional and/or physical reaction to environmental demands

• Functional (Acute Eustress) Stress– Helps improve performance by challenging and

motivating people to meet objectives • Dysfunctional Stress (Distress)

– Decreases performance and may result in burnout; a constant lack of interest and motivation to perform one’s job


Causes of Job Stress• Type A Personalities – These

employees experience more stress.• Organizational Culture and Change –

The more positive the culture and the less threat of major changes, the less employee stress.

• Management Behavior – Workers with awful bosses are more likely to report stress-related problems.


Causes of Job Stress• Type of Work – Employees who enjoy

their work are less stressed.• Interpersonal Relations – Employees

who like their coworkers are less stressed.


Negative Consequences of Dysfunctional Stress

• Dysfunctional Stress – Costs an estimated $300 billion a year in absenteeism, decreased productivity, employee turnover, and medical, legal, and insurance fees

• Symptoms– Weak immune system– Aging– Weight gain– Decrease in sex drive– Lack of sleep – Death


Stress Management• Stress Management – Eliminating or

reducing stress and making it functional• Six Techniques

– Time management– Relaxation– Nutrition– Exercise– Positive thinking– Support network

26

Exhibit 12-3: Relaxation Exercises


Exhibit 12-4: The Stress Tug-of-War


Workplace Security• Workplace Security

– Management of personnel, equipment, and facilities to maintain protection

– Concerned with mitigating risks of violence, bomb threats, risk to company computer systems and intranets, management of natural and man-made disasters, and so on.

• Cyber Security– Use of tools and processes to protect

organizational computer systems and networks


General Security Policies, Including Business

Continuity and Recovery• Prepare and train employees for

emergencies, such as fires, floods, earthquakes, severe weather, terrorist attacks, and bomb threats

• Provide grief counseling if needed


General Security Policies, Including Business

Continuity and Recovery• Establish an emergency response plan

with these priorities:– Protect human life and environment– Prevent/minimize personal injury– Preserve physical assets– Restore programs and return operations

to normal


Signs of Potential Violence • Take verbal threats seriously • Watch for nonverbal communication• Watch for stalking and harassment• Watch for damage to property• Watch for indications of alcohol and drug

use• Include any isolated employees • Look for presence of weapons or objects

that might be used as weapons


Organizational Prevention of Violence

• Start with a written zero-tolerance policy.

• Train employees to deal with anger and prevent violence.

• Take quick disciplinary action against employees who are violent at work; otherwise, aggression will spread.


Organizational Prevention of Violence

• Have a system for dealing with grievances, and track incidents of violence.

• Screen job applicants for past or potential violence.

• Develop a healthy and positive work environment.


Social Media for Workplace Safety and Security

• Organizations around the world are establishing security alert systems to be used in the case of a company emergency of any type.

• The systems use social media outlets and text messaging to provide immediate warnings to all persons who are signed up to receive alerts.

• These systems give information on what steps employees need to follow to remain safe in a particular situation.


Employee Selection and Screening

• Screen (perform background checks on) applicants and test them for substance abuse to prevent “negligent hires.”

• Offer preventive programs, including drug and alcohol testing, that can protect firm from liability.


Trends and Issues in HRM• Employee Wellness Programs (EWPs)

– These programs work to help employees become healthy and fit and lower health problems.

• Bullying in the Workplace– Bullying behavior have been found to be

four times more common than sexual harassment in the workplace.