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Part I: Introduction Managing Human Resources Today Managing Equal Opportunity and Diversity Mergers, Acquisitions, and Strategic Human Resource Management Part II: Staffing the Organization Personnel Planning and Recruiting Selecting Employees Training and Developing Employees Part III: Appraising and Compensating Employees Performance Management and Appraisal Compensating Employees Part IV: Employee and Labor Relations Ethics, Employee Rights, and Fair Treatment at Work Working with Unions and Resolving Disputes Improving Occupational Safety, Health, and Security Part V: Special Issues in Human Resource Management Managing Human Resources in Entrepreneurial Firms Managing HR Globally Measuring and Improving HR Management’s Results
Chapter 16 Employee Safety and Health Part Five | Employee Relations Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall PowerPoint Presentation by Charlie Cook The University of West Alabama WHERE WE ARE NOW… Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–2 LEARNING OUTCOMES Explain the supervisor’s role in safety Explain the basic facts about safety law and OSHA Answer the question, “What causes accidents?” List and explain five ways to prevent accidents Minimize unsafe acts by employees List five workplace health hazards and how to deal with them Discuss the prerequisites for a security plan and how to set up a basic security program Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–3 The Supervisor’s Role in Safety • Safety is not just a case of legal compliance or humanitarianism • Safety is the employer’s responsibility • Safety starts with top management commitment • Safety is an essential part of the on-site supervisor’s job Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–4 Occupational Safety Law • Occupational Safety and Health Act The law passed by Congress in 1970 to assure so far as possible safe and healthful working conditions and to preserve human resources • Occupational Safety and Health Administration (OSHA) The agency created within the Department of Labor to set safety and health standards for almost all workers in the United States Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–5 OSHA Standards and Record Keeping • OSHA Standards OSHA sets general industry standards, maritime standards, construction standards, other regulations and procedures, and issues a field operations manual • Record Keeping Employers with 11 or more employees must maintain records of, and report, occupational injuries and occupational illnesses Occupational illness Any abnormal condition or disorder caused by exposure to environmental factors associated with employment Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–6 FIGURE 16–1 OSHA Standards Example Guardrails not less than 2” × 4” or the equivalent and not less than 36” or more than 42” high, with a midrail, when required, of a 1” × 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 Toeboards shall be a minimum of 4” in height Wire mesh shall be installed in accordance with paragraph [a] (17) of this section Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–7 FIGURE 16–2 What Accidents Must Be Reported Under the Occupational Safety and Health Act? Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–8 FIGURE 16–3 Form Used to Record Occupational Injuries and Illnesses Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–9 OSHA Inspection Priorities • Inspections of imminent danger situations • Inspections of catastrophes, fatalities, and accidents that have already occurred • Inspections related to valid employee complaints of alleged violation standards • Periodic, special-emphasis inspections aimed at high-hazard industries, occupations, or substances • Random inspections and reinspections Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–10 Employee Depression • Warning signs of depression (if they last for more than weeks) include: Persistent sad, anxious, or “empty” moods Sleeping too little Reduced appetite Loss of interest in activities once enjoyed Restlessness or irritability Difficulty concentrating Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–42 Other Safety and Health Issues • Computer-Related Ergonomic Problems Avoiding cumulative motion disorders Employees should take a 3–5 minute break from working at the computer every 20–40 minutes, and use the time for other tasks Design maximum flexibility and adaptability into the workstation Don’t stay in one position for long periods Reduce glare with devices such as shades over windows and recessed or indirect lighting Give workers a complete preplacement vision exam to ensure properly corrected vision for reduced visual strain Allow for positioning wrists at the same level as the elbow Put the screen at or just below eye level, at a distance of 18 to 30 inches from the eyes Let the wrists rest lightly on a pad for support Put the feet flat on the floor or on a footrest Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–43 Other Safety and Health Issues • Workplace Smoking Costs Higher health and fire insurance costs Increased absenteeism Reduced productivity Secondhand smoke Remedies Ban smoking in the workplace Do not hire smokers Fire smokers who won’t quit Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–44 Violence at Work • Steps to Reduce Workplace Violence: Institute heightened security measures Improve employee screening Provide workplace violence training Provide organizational justice Pay enhanced attention to employee retention/dismissal Take care when dismissing violent employees Deal promptly with angry employees Understand the legal constraints on reducing workplace violence Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–45 Identifying Potentially Violent Employees • • • • • • • • • • • • • • An act of violence on or off the job Erratic behavior evidencing a loss of awareness of actions Overly defensive, obsessive, or paranoid tendencies Overly confrontational or antisocial behavior Sexually aggressive behavior Isolationist or loner tendencies Insubordinate behavior with a suggestion of violence Tendency to overreact to criticism Exaggerated interest in war, guns, violence, catastrophes The commission of a serious breach of security Possession of weapons, guns, knives at the workplace Violation of privacy rights of others Chronic complaining and frequent, unreasonable grievances A retribution-oriented or get-even attitude Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–46 Dismissing Violent Employees • Analyze and anticipate, based on the person’s history, what kind of aggressive behavior to expect • Have a security guard nearby when the dismissal takes place • Clear away furniture and things the person might throw • Don’t wear loose clothing that the person might grab • Don’t make it sound as if you’re accusing the employee; instead, say that according to company policy, you’re required to take action • Maintain the person’s dignity and emphasize something good about the employee • Provide job counseling for terminated employees, to help get the employee over the traumatic post-dismissal adjustment • Consider obtaining restraining orders against those who have exhibited a tendency to act violently in the workplace Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–47 Dealing with Angry Employees • Make eye contact • Stop what you are doing and give your full attention • Speak in a calm voice and create a relaxed environment • Be open and honest • Let the person have his or her say • Ask for examples of what the person is upset about • Be careful to define the problem • Ask open-ended questions/explore all sides of the issue • Listen: Often, angry people simply want a supportive, empathic ear from someone they can trust Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–48 FIGURE 16–10 Safety, Security, and Emergency Planning Initiatives Following Terrorist Incidents Initiatives Percent of Employers (146) Safety and Security Personal protective equipment 46% New/more stringent building entry procedures 43 Restricted access to some areas 19 Closed entrances/areas 17 New/additional security personnel 12 Extended work hours for security personnel 10 New security devices (e.g., metal detectors) 10 New/more stringent applicant screening Physical barriers to building entry Emergency Planning and Disaster Recovery Review emergency/disaster recovery plan(s) 46 Revise emergency/disaster recovery plan(s) 32 New/revised evacuation drills 23 Form committee or task force to address emergency planning/disaster recovery 15 Develop emergency/disaster recovery plan(s) 14 Develop/revise procedures for data backup 14 Develop/revise procedures for tracking employee whereabouts 10 Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–49 Occupational Security and Safety • Basic Prerequisites for Crime Prevention Plan Company philosophy and policy on crime Investigations of job applicants Security awareness training Crisis management • Setting Up a Basic Security Program Analyzing the current level of risk Installing natural, mechanical, and organizational security systems Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–50 Assessing Current Level of Risk Mail handling Access to reception area Interior security Initial Threat Assessment Authorities involvement Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall Evacuation procedures Data backup systems 16–51 Evacuation Plans • Evacuation contingency plans should contain: Methods for early detection of a problem Methods for communicating the emergency externally Communications plans for initiating an evacuation Communications plans for those the employer wants to evacuate that provide specific information about the emergency, and let them know what action they should take next Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–52 Company Security and Employee Privacy • To investigate employees for potential security breaches: Distribute a policy that says the firm reserves the right to inspect and search employees, their personal property, and all company property Train investigators to focus on the facts and avoid making accusations Make sure investigators know that employees can request that an employee representative be present during the interview Make sure all investigations and searches are evenhanded and nondiscriminatory Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–53 FIGURE 16–11 Self-Inspection Safety and Health Checklist Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–54 KEY TERMS Occupational Safety and Health Act of 1970 Occupational Safety and Health Administration (OSHA) occupational illness citation unsafe conditions behavior-based safety burnout Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–55 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher Printed in the United States of America Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–56 [...]... Prentice Hall 16–16 Responsibilities and Rights of Employees • Employee Responsibilities To comply with all applicable OSHA standards To follow all employer safety and health rules and regulations To report hazardous conditions to the supervisor • Employee Rights The right to demand safety and health on the job without fear of punishment • OSHA cannot cite employees for violations of their responsibilities... OSHA Safety Poster Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–18 Dealing with Employee Resistance • The employer is liable for any penalties that result from employees’ noncompliance with OSHA standards Ways to gain compliance Bargain with the union for the right to discharge or discipline an employee who disobeys an OSHA standard Establish a formal employer -employee. .. Unsafe Conditions Identify and eliminate unsafe conditions Use administrative means, such as job rotation Use personal protective equipment Reduce Unsafe Acts Emphasize top management commitment Emphasize safety Establish a safety policy Reduce unsafe acts through selection Provide safety training Use posters and other propaganda Use positive reinforcement Use behavior-based safety programs Encourage... importance of frequent hand washing and make sanitizers containing alcohol easily available Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–32 Substance Abuse: Supervisor Training • If an employee appears to be under the influence of drugs or alcohol: Ask how the employee feels and look for signs of impairment such as slurred speech Do not allow an employee judged unfit to... during and after an inspection 6 Do not conduct a safety audit, or identify a serious hazard and do nothing about it 7 Do not use appropriate engineering controls 8 Do not take a systemic approach toward safety 9 Do not enforce safety rules 10 Ignore industrial hygiene issues Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–20 What Causes Accidents? Basic Causes of Accidents Chance...Citations and Penalties • Citation Is a summons informing employers and employees of the regulations and standards that have been violated in the workplace • Penalties Are calculated based on the gravity of the violation and usually take into consideration factors like the size of the business, the firm’s compliance history, and the employer’s good faith Copyright... Encourage worker participation Conduct safety and health inspections regularly Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–27 Controlling Workers’ Compensation Costs • Before the Accident Communicate written safety and substance abuse policies to workers and then strictly enforce policies • After the Accident Be proactive in providing first aid, and make sure the worker gets quick... reinforcement and training for gaining employee compliance Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–19 10 Ways To Get into Trouble with OSHA 1 Ignore or retaliate against employees who raise safety issues 2 Antagonize or lie to OSHA during an inspection 3 Keep inaccurate OSHA logs and have disorganized safety files 4 Do not correct hazards OSHA has cited you for and ignore... Control and Prevention (CDC) travel alerts at www.cdc.gov 2 Provide daily medical screenings for employees returning from infected areas 3 Deny access to your facility for 10 days to employees or visitors returning from affected areas 4 Tell employees to stay home if they have a fever or respiratory system symptoms 5 Clean work areas and surfaces regularly 6 Stagger breaks Offer several lunch periods... 16–7 Online Safety Inspection Checklist Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–24 FIGURE 16–8 Cut-Resistant Gloves Web Ad Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–25 FIGURE 16–9 Employee Safety Responsibilities Checklist Copyright © 2011 Pearson Education, Inc publishing as Prentice Hall 16–26 TABLE 16–1 Reducing Unsafe Conditions and Acts: