© 2003 Prentice Hall, Inc. 15-1 Instructor presentation questions: [email protected] Chapter 15 Employee Safety and Health

© 2003 Prentice Hall, Inc.15-1

Instructor presentation questions: [email protected]

Chapter 15

Employee Safety and Health


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


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


Chapter 15 Outline

What causes accidents? Unsafe conditions and other work-related

factors What causes unsafe acts?

Research insight


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


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


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


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


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


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


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


Why Safety and Health Are Important

The numbers are staggering Toll can be greater than the numbers

suggest considering lives are at stake


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


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


Accident Report Procedure

Link


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


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


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


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



Opening conference - Set focus and scope Discuss protecting trade secret

areas Show you have safety

programs in place



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


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


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


The Changing Nature of OSHA

Moving toward cooperation Greater use of technology Web site shows OSHA track record for all


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


Safety is NO accident

Management commitment is key to safety: Institutionalize commitment Analyze accidents, incidents Set specific achievable safety goals


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


What Causes Accidents

Chance occurrences Unsafe conditions Unsafe employee

acts


Unsafe conditions include: Improperly guarded equipment Defective equipment Hazardous procedures Unsafe storage Improper illumination Improper ventilation

Unsafe Conditions


What Causes Unsafe Acts?

People cause accidents Studies do not show “proneness” is the

cause Remedy may be to change work

assignment


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?


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


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


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?


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


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


Conduct Safety and Health Inspections

Eliminate hazards Inspect Use checklists Investigate Notification system Use employee committees


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


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


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


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


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)


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


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?


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?


Reducing Job Stress

Relationships Biting Your relationship with your boss Realistic deadlines Lead time Detachment and relaxation


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


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


Burnout

Burnout – the total depletion of physical and mental resources caused by excessive striving to reach an unrealistic work-related goal

Definition

Definition


Burnout – Read the Signs

Inability to relax Identification with your activities Meaningless advancement goals Workaholic


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


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


Asbestos at Work

Sources of occupational respiratory disease: Asbestos, silica, lead, carbon dioxide

OSHA standards to follow: Monitor air level Engineering controls Respirators


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


NIOSH Recommendations for Display Users

Rest breaks Design in maximum flexibility Reduce glare A complete pre-placement vision

exam


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!


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


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


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


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


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


Red Flags When Screening

Gaps Résumé References Insubordination or violence Harassing or violent behavior


Red Flags When Screening (Cont.)

Termination for cause Depression or significant psychiatric problems Drug or alcohol abuse Job, geographic changes Lost licenses or accreditations


Workplace Violence Training

Use video training to help employers spot the signs of: Verbal threats Physical action Frustration Obsession


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


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


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


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


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


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


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

Documents

© 2003 Prentice Hall, Inc. 15-1 Instructor presentation questions: [email protected] Chapter 15 Employee Safety and Health