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Enhancing Occupational Health and Safety Management Systems through Organizational Approaches

This project evaluates the implementation of Occupational Health and Safety Management Systems in organizations through an organizational approach. Three case studies are analyzed, highlighting different strategies for accident prevention and OHSMS promotion. The findings emphasize the importance of combining rational and sociocultural dimensions for effective H&S practices.

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Enhancing Occupational Health and Safety Management Systems through Organizational Approaches

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  1. Occupational Health and Safety Management Systems – organisational approach towards implementation Tine Herreborg Jørgensen Associate Professor, M.Sc., Ph.D. Aalborg University, Denmark

  2. The Danish Smiley System Companies with a H&S certificate (1.535) Companies complying with the work environment regulation (585) Companies with an immediate order or order with time limit (2.671) Companies with a ban or counselling order (18)

  3. Programme • Presentation of project and evaluation • Theoretical and organisational approaches • Organisational analysis of three casestudies

  4. ”Strengthening of the accident prevention effort by OHSMS” • Promote OHSMS and accident prevention • Information material, training programmes, teaching material • Five projects chosen

  5. Evaluation of the projects • Processes • Recruitment, form of training, need for consultants, competences of the companies • Results • Participants own assessments, change in attitudes and practises • Methods

  6. Organisational approaches Developed with inspiration from Scott (1992) and Andersen og Mosgaard (2002).

  7. Small Risk (case 1) • Good combination of accident prevention and OHSMS • Simple and operational tools • Communication, H&S culture, involvement of employees • Focus on both rational and sociocultural dimension

  8. Green Network (case 2) • Point of departure in OHSAS 18001 • Good individual advice • Training material limited • Focus on the rational and network oriented dimension

  9. CASA project (case 3) • Individual advice to small companies • Motivation of management to take H&S responsibility • Implementation of simple preventive tools • Focus on the sociocultural dimension

  10. Experiences with the training programmes • Based on a number of rational elements (for OHSMS) • Some participants primarily wanted to listen and learn • A simplified OHSMS training programme were missed

  11. Experiences with the training programmes • 40% drop out in four cases • 0% drop out in ”Small Risk” • Agreement of commitment • Focus on good communication, H&S culture, simple and operational tools • Sociocultural dimension important • Secure implementation of the rational and network oriented dimension

  12. Network oriented dimension missing • Maintain and secure future progress of H&S prevention • Green Network • Made recruitment easy • Collection of knowledge (regular meetings) • ”Road show” of H&S in the metal industry

  13. Conclusions • The rational dimension • Strengthened the formalised and systematic H&S work • Cannot stand alone • The sociocultural dimension • Culture, learning, routines, norms, values • Secure continuous improvements and adaption to changes in surroundings • Primarily focus on OHSMS (rational) • Secondary focus on accident prevention (sociocultural)

  14. Thank you – questions? Tine Herreborg Jørgensen Associate Professor, M.Sc., Ph.D. Aalborg University, Denmark

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