Chapter 13 Ensuring a Safe and Healthy Work Environment

1. Fundamentals of Human Resource Management Eighth Edition DeCenzo and Robbins Chapter 13 Ensuring a Safe and Healthy Work Environment Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

2. Introduction • Management has both legal and moral responsibilities to provide a safe and healthy workplace. • Work-related accidents, injuries, and illnesses are costly. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

3. The Occupational Safety and Health Act 1970 Federal legislation • Established health and safety standards. • Authorized inspections and fines for violations. • Empowered OSH Administration to ensure standards are met. • Requires employers to keep records of illnesses and injuries, and calculate accident ratios. • Applies to almost every U.S. business engaged in interstate commerce. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

4. The Occupational Safety and Health Act OSHA Enforcement Priorities • Imminent danger: Where an accident is about to occur. • Accidents that have led to serious injuries or death. Employer must report within 8 hours. • Employee complaints: Employees have right to call OSHA. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

5. The Occupational Safety and Health Act OSHA Enforcement Priorities • Inspection of industries with the highest injury or illness rates • chemical processing • roofing and sheet metal • meat processing • lumber and wood products • mobile homes and campers • stevedoring • Additionally, special emphasis is placed on the handling of hazardous waste. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

6. The Occupational Safety and Health Act Random inspection • Supreme Court ruled (Marshall v. Barlow’s Inc., 1978) that employers are not required to let OSHA inspectors enter without search warrants. • Most attorneys recommend companies cooperate with inspectors. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

7. The Occupational Safety and Health Act OSHA’s Record-Keeping Requirements • Basis for record-keeping is Form 300 • Must report any work-related illness; report injuries that require medical treatment besides first aid, involve loss of consciousness, restriction of work or motion, or transfer to another job. • Incidence rate: Number of illnesses, injuries or lost workdays per 100 full-time workers. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

8. The Occupational Safety and Health Act • OSHA Punitive Actions • Omnibus Budget Reconciliation Act of 1990 allows fines up to $70,000 if violation is severe, willful and repetitive. • Fines can be for safety violations or failure to keep adequate records. • Courts have backed criminal charges against executives when they have willfully violated health and safety laws. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

9. The Occupational Safety and Health Act OSHA: A Critique • OSHA has made organizations more aware of health and safety. • National Institute for Occupational Safety and Health (NIOSH) has been researching and setting standards for new areas • blood-borne pathogens • chemical process safety • motor vehicle safety • protective equipment • ergonomics Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

10. The Occupational Safety and Health Act OSHA: A Critique • Hazard Communication Standard, (1983), requires organizations to communicate information about hazardous chemicals by: • labeling containers • distributing data sheets • training employees in their safe handling • Since 9/11 has provided assistance on contingency planning to deal with emergencies. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

11. Job Safety Programs Costs of Accidents • Workers’ compensation premiums. • Time lost due to injury. • Time to investigate/report accidents. • Damage to equipment/materials. • Work stoppages/personnel changeover. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

12. Job Safety Programs Causes of Accidents • Accidents are generally classified as human or environmental. • Human causes responsible for majority of accidents. • Environmental causes include • tools • equipment • physical plant • general work environment Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

13. Job Safety Programs Preventative Measures • Education • Skill training • Engineering • Protection devices • Regulation enforcement Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

14. Job Safety Programs Ensuring Job Safety • Management needs feedback from inspections, reports, and observations. • Safety should be part of organizational culture. • Top management must be committed to safety. • Safety committees empower employees to maintain a safe environment. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

15. Job Safety Programs A Safety Issue: Workplace Violence • Homicide is the number-two cause of work-related death. • Recommended HRM actions: • Develop a plan, including review of policies and employee treatment. • Train supervisory personnel to identify and deal with troubled employees. • Implement stronger security mechanisms. • Prepare employees to deal with violent situations. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

16. Maintaining a Healthy Work Environment • Sick buildings are office environments that contain harmful airborne chemicals, asbestos, or indoor pollution. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

17. Maintaining a Healthy Work Environment • Sick Buildings • Suggestions for keeping the environment healthy include: • Making sure workers get enough fresh air. • Avoiding suspect building materials and furnishings. • Testing new buildings for toxins before occupancy. • Providing a smoke-free environment. • Keeping air ducts clean and dry. • Paying attention to workers’ complaints. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

18. Maintaining a Healthy Work Environment The Smoke-Free Environment • Costs of smokers include • increased health premiums • Absenteeism • lost productivity due to smoke breaks • maintenance costs • harm to coworkers by second-hand smoke Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

19. Maintaining a Healthy Work Environment The Smoke-Free Environment • Smoke-free policies at work include banning smoking or restricting it to properly ventilated designated areas. • Employees should be involved in phase-in of programs. • Some employers offer incentives and help for employees to stop smoking. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

20. Maintaining a Healthy Work Environment Repetitive Stress Injuries • Injuries resulting from continuous, repetitive movements, such as typing. • Also referred to as musculoskeletal disorders (MSDs). • The most frequent injury is carpal tunnel syndrome, which occurs in the wrist. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

21. Maintaining a Healthy Work Environment Repetitive Stress Injuries • Ergonomics, or fitting the work environment to the individual, can prevent repetitive motion injuries. • Includes design of environment and furniture to fit the individual. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

22. Defining Stress • Dynamic condition in which an individual is confronted with opportunity, constraint or demand related to what he or she desires for which outcome is uncertain and important. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

23. Defining Stress • May be caused by either positive factors (opportunities) or negative. • The Japanese concept of karoshi, death from overworking, illustrates the pervasive nature of stress. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

24. Defining Stress Common Causes of Stress • Organizational Factors • Task demands include job design, working conditions, the physical layout, and work quotas. • Role demands include role conflicts, role overload and role ambiguity. • Interpersonal demands include lack of social support and poor interpersonal relationships. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

25. Defining Stress Common Causes of Stress • Organizational structure causes include excessive rules and lack of opportunity to participate. • Organizational leadership causes include supervisory styles which cause unrealistic pressures, tight controls, and the threat of job loss. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

26. Defining Stress Common Causes of Stress • Personal Factors • Family issues • Personal economic problems • Inherent personality characteristics Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

27. Defining Stress Symptoms of Stress • Physiological symptoms (increased blood pressure, headaches, increased pulse rate, etc.) are the most difficult to observe. • Psychological symptoms (increased tension and anxiety, boredom, procrastination, etc.) can lead to productivity decreases. • Behavioral symptoms(increased smoking or substance consumption, sleep disorders, etc.) also affect the organization. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

28. Defining Stress Reducing Stress • HRM approaches include • matching individuals to their jobs • clarifying expectations • redesigning jobs • offering involvement and participation Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

29. Defining Stress Reducing Stress • Dilemmas for HRM include: • balancing the need to energize people with the need to minimize dysfunctional stress • deciding how much an employer can intrude on employees’ personal lives Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

30. Defining Stress A Special Case of Stress: Burnout • Burnout is a function of three concerns: • Chronic emotional stress with emotional and/or physical exhaustion • Lowered job productivity • Dehumanizing of jobs Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

31. Defining Stress • Causes and symptoms of burnout: • Organization characteristics • Perceptions of organization • Perceptions of role • Individual characteristics • Outcomes • Reducing burnout - four techniques are proposed: • Identification • Prevention • Mediation • Remediation Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

32. The Employee Assistance Program A Brief History of EAPs • Extension of 1940’s programs to help employees with alcohol-related problems. • Cost-effective counseling to help employees overcome problems such as: • substance abuse • bereavement • child-parent problems • marriage problems Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

33. The Employee Assistance Program • EAPs Today • Provides employees visits with counselors at company expense; usually visits are off-site. • Help control rising health insurance costs. • Employees and supervisors must be familiar with and trust the program and perceive EAPs as worthwhile. • Confidentiality is guaranteed. • For every dollar spent on EAP programs, studies estimate a return of $5.00 to $16.00 in savings. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

34. The Employee Assistance Program Wellness Programs • Programs to keep employees healthy; include smoking cessation, physical fitness, weight control, etc. • Designed to cut employer health costs and lower absenteeism. • Employees must view programs as having value. • Must have top management support. • Should also provide services for employees’ families. • Need opportunities for employee input. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

35. International Safety and Health • Cultural differences exist in laws and expectations regarding safe working conditions. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

36. International Safety and Health International Health Issues • An up-to-date health certificate providing records of employee vaccinations • A General First Aid Kit should include over-the-counter and prescription medications and other supplies that might not be available to U.S. workers abroad. • Emergency plans help expatriates anticipate medical needs and locate resources. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

37. International Safety and Health International Safety Issues • U.S. Department of State “hotline” provides travel alerts about such issues as terrorist activity or disease outbreaks. • Security concerns prompt recommendations regarding travel modes, attire, and “blending in”. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins