PowerPoint Presentation by Charlie Cook The University of West Alabama Managing Human Resources Bohlander Snell 14 th edition © 2007 Thomson/South-Western. All rights reserved. Safety and Health Human Resource Management Snell Bohlander

© 2007 Thomson/South-Western. All rights reserved.12–2 Objectives After studying this chapter, you should be able to: 1.Summarize the general provisions of the Occupational Safety and Health Act (OSHA). 2.Describe what management can do to create a safe work environment. 3.Identify the measures that should be taken to control and eliminate health hazards. 4.Describe the organizational services and programs for building better health. 5.Explain the role of employee assistance programs in HRM. 6.Indicate methods for coping with stress.

© 2007 Thomson/South-Western. All rights reserved.12–3 Safety and Health: It’s the Law In 2002 there were 5.5 million injuries/illnesses among private-sector firms. Back problems cost employers $50 billion yearly in workers’ compensation costs and $50 billion in indirect costs In 2002, more than 340,000 OSHA calls involved injuries to the back. In 2003, there were 609 private-sector work-related homicides. In any year, approximately 75 million working days are lost because of on-the-job injuries. In 2003, 5,559 employees died from work accidents.

© 2007 Thomson/South-Western. All rights reserved.12–4 Occupational Safety and Health Act (OSHA) of 1970 Mission of OSHA  To assure the safety and health of America’s workers by setting and enforcing standards  providing training, outreach, and education  establishing partnerships with businesses  encouraging continual improvements in workplace safety and health  Coverage of employees—all nongovernmental employers and employees; state and local government employees

© 2007 Thomson/South-Western. All rights reserved.12–5 Provisions of OSHA OSHA Standards  Apply to general industry, maritime, construction, and agriculture  Cover the workplace, machinery and equipment, material, power sources, processing, protective clothing, first aid, and administrative requirements. Enforcement of the Act  The Secretary of Labor is authorized by the Act to conduct workplace inspections, to issue citations, and to impose penalties on employers.  Inspections are conducted by the Occupational Safety and Health Administration of the Department of Labor.

© 2007 Thomson/South-Western. All rights reserved.12–6 Enforcing OSHA Standards Workplace inspections Citations and penalties On-site consultations Voluntary protection programs Training and education

© 2007 Thomson/South-Western. All rights reserved.12–7 OSHA’s System of Inspection Priorities First Level Second Level Third Level Fourth Level Inspection of imminent danger situations Investigation of catastrophes, fatalities, and accidents that result in hospitalization of five or more employees Investigation of valid employee complaints of alleged violations of standards or of unsafe or unhealthful working conditions Special-emphasis inspections aimed at specific high-hazard industries, occupations, or substances that are injurious to health

© 2007 Thomson/South-Western. All rights reserved.12–8 Citations and Penalties Other-Than- Serious SeriousSerious WillfulWillful A violation that has a direct relationship to job safety and health, but one unlikely to cause death or serious physical harm. OSHA may propose a penalty of up to $7,000 for each violation. A violation where there is substantial probability that death or serious physical harm could result and the employer knew, or should have known, of the hazard. OSHA may propose a mandatory penalty of up to $7,000 for each violation. A violation that the employer intentionally and knowingly commits, or a violation that the employer commits with plain indifference to the law. OSHA may propose penalties of up to $70,000 for each violation.

© 2007 Thomson/South-Western. All rights reserved.12–9 Voluntary Protection Programs (VPPs) Programs that encourage employers to go beyond the minimum requirements of OSHA.  Star, Merit, and Demonstration programs  Purpose of VPPs:  Recognize outstanding achievement of those who have successfully incorporated comprehensive safety and health programs into their total management system.  Motivate others to achieve excellent safety and health results in the same outstanding way.  Establish a relationship among employers, employees, and OSHA that is based on cooperation rather than coercion.

© 2007 Thomson/South-Western. All rights reserved.12–10 Employer Responsibilities under OSHA Provide hazard-free workplace. Be familiar with mandatory OSHA standards. Inform all employees about OSHA. Examine workplace conditions for conformity to applicable standards. Minimize or reduce hazards. Provide safe tools and equipment. Warn employees of potential hazards. Establish operating procedures to protect employee safety & health, and communicate them. Provide medical examinations where required by OSHA standards. Provide training required by OSHA standards.

© 2007 Thomson/South-Western. All rights reserved.12–11 Employer Responsibilities under OSHA (cont’d) Report major accidents and all job-caused deaths to nearest OSHA office. Keep OSHA-required records of work-related injuries and illnesses. Post OSHA poster. Provide employee access to Log (OSHA Form 300) Provide employee access to employee medical/exposure records. Cooperate with OSHA compliance officer for inspections. Do not discriminate against employees who properly exercise their rights under the Act. Post OSHA citations at or near the worksite involved. Abate cited violations within the prescribed period.

© 2007 Thomson/South-Western. All rights reserved.12–12 Employee Responsibilities under OSHA Read the OSHA poster at the jobsite. Comply with all applicable OSHA standards. Follow all employer safety and health rules and regulations. Wear or use prescribed protective equipment at work. Report hazardous conditions to the supervisor. Report any job-related injury or illness to the employer, and seek treatment promptly. Cooperate with OSHA compliance officer on inspections. Exercise employee rights under the Act in a responsible manner.

© 2007 Thomson/South-Western. All rights reserved.12–13 Computing the Incidence Rate The following equation computes the incidence rate, where 200,000 equals the base for 100 full- time workers who work forty hours a week, fifty weeks a year:

© 2007 Thomson/South-Western. All rights reserved.12–14 Hazardous Materials Regulation Right-to-Know Laws  Laws that require employers to advise employees about the hazardous chemicals they handle. Hazard Communication Standard (HCS)  OSHA-published hazardous chemical regulations known as the HCS prescribes a system for communicating data on health risks of handling certain materials. Material Safety Data Sheets (MSDSs)  Documents that contain vital information about hazardous substances.

© 2007 Thomson/South-Western. All rights reserved.12–15 Creating a Safe Work Environment Safety Awareness Programs Safety Motivation and Knowledge Enforcement of Safety Rules Accident Investigations and Records Elements in Creating a Safe Work Environment

© 2007 Thomson/South-Western. All rights reserved.12–16 Creating a Safe Work Environment (cont’d) Promoting Safety Awareness  The Key Role of the Supervisor  Communicating the need to work safely.  Proactive Safety Training Program  First aid, defensive driving, accident prevention techniques, hazardous materials, and emergency procedures.  Information Technology and Safety Awareness and Training

© 2007 Thomson/South-Western. All rights reserved.12–17 Highlights in HRM 3 Organizations Providing Safety Awareness and Training Materials National Safety Council Occupational Safety and Health Administration American Society of Safety Engineers American Industrial Hygiene Association Canadian Society of Safety Engineering American Conference of Governmental Industrial Hygienists American Association of Occupational Health Nurses American College of Occupational and Environmental Medicine Risk and Insurance Management Society British Occupational Hygiene Society Drug & Alcohol Testing Industry Association Emergency Nurses Association International Association of Fire Chiefs National Hearing Conservation Association Society of Human Resource Management

© 2007 Thomson/South-Western. All rights reserved.12–18 Creating a Safe Work Environment (cont’d) Typical Safety Rules  Using proper safety devices  Using proper work procedures  Following good housekeeping practices  Complying with accident- and injury-reporting procedures  Wearing required safety clothing and equipment  Avoiding carelessness and horseplay

© 2007 Thomson/South-Western. All rights reserved.12–19 Enforcing Safety Rules Actively encourage employee participation in the safety program by:  Jointly setting safety standards with management  Participation in safety training  Involvement in designing and implementing special safety training programs  Involvement in establishing safety incentives and rewards  Inclusion in accident investigations.

© 2007 Thomson/South-Western. All rights reserved.12–20 Investigating and Recording Accidents Recordable Case  Any occupational death, illness, or injury to be recorded in the log (OSHA Form 300).  Recordable accidents include: death, days away from work, restricted work or transfer to another job, or medical treatment beyond first aid.  Other problems include loss of consciousness or diagnosis of a significant injury or illness by a healthcare professional.

© 2007 Thomson/South-Western. All rights reserved.12–21 Figure 12–1 Guide to Recording Cases under the Occupational Safety and Health Note: A case must involve a death, or an illness, or an injury to an employee.

© 2007 Thomson/South-Western. All rights reserved.12–22 Highlights in HRM 4 Job Safety and Health Protection Poster

© 2007 Thomson/South-Western. All rights reserved.12–23 Indoor Air Quality Proliferating Chemicals Cumulative Trauma Disorders Health Hazards and Issues AIDS Video Display Terminals

© 2007 Thomson/South-Western. All rights reserved.12–24 Creating a Healthy Work Environment Recognizing and Controlling Health Hazards Related to Hazardous Materials and Processes  Use substitutes for hazardous materials.  Alter hazardous processes and engineering controls.  Enclose or isolate hazardous processes.  Issue clothing to protect against hazards.  Improve ventilation.

© 2007 Thomson/South-Western. All rights reserved.12–25 Creating a Healthy Work Environment (cont’d) Problems with Video Display Terminals (VDT)  Visual difficulties, muscular aches and pains, and job stress  Solutions: Place the computer screen four to nine inches below eye level. Keep the monitor directly in front of you. Sit in an adjustable-height chair and use a copyholder that attaches to both the desk and the monitor. Use a screen with adjustable brightness and contrast controls. Use shades or blinds to reduce the computer-screen glare created by window lighting.

© 2007 Thomson/South-Western. All rights reserved.12–26 Creating a Healthy Work Environment (cont’d) Cumulative Trauma Disorders (Repetitive Motion Injuries)  Injuries involving tendons of the fingers, hands, and arms that become inflamed from repeated stresses and strains resulting from jobs requiring repetitive motion of the fingers, hands, or arms.  Injuries lower employee productivity, increase employer health costs, and incur workers’ compensation payments.

© 2007 Thomson/South-Western. All rights reserved.12–27 Figure 12–2 Key Elements for a Successful Ergonomics Program Provide notice and training for employees. Conduct pre-injury hazard assessment. Involve employees. File injury reports. Plan and execute. Evaluate and assess the ergonomics program.

© 2007 Thomson/South-Western. All rights reserved.12–28 Workplace Violence Reducing Violence in the Workplace  Commitment to prevent violence  Identify areas of potential violence  Develop violence prevention policies  Provide violence prevention training  Evaluate program effectiveness

© 2007 Thomson/South-Western. All rights reserved.12–29 Figure 12–3 Violence Indicators: Know the Warning Signs Direct or veiled threatening statements Recent performance declines, including concentration problems and excessive excuses Prominent mood or behavior changes; despondence Preoccupation with guns, knives, or other weapons Deliberate destruction of workplace equipment; sabotage Fascination with stories of violence Reckless or antisocial behavior; evidence of prior assaultive behavior Aggressive behavior or intimidating statements Written messages of violent intent; exaggerated perceptions of injustice Serious stress in personal life Obsessive desire to harm a specific group or person Violence against a family member Substance abuse Source: Adapted from Violence in the Workplace: Risk Factors and Prevention Strategies, NIOSH Bulletin #59; Walter Brennan, “Sounding Off about Verbal Abuse,” Occupational Health 55, no. 11 (November 2003): 22; and Larry J. Chavez, “Benefits That Can Prevent Workplace Violence,” Employee Benefit Plan Review 58, no. 2 (August 2003): 6.

© 2007 Thomson/South-Western. All rights reserved.12–30 Terrorism To deter terrorist attacks:  Heighten ID checks and baggage screening  Increase video monitoring with threat-recognition software to back up human surveillance  Install blast-resistant glass to reduce casualties  Have offsite emergency offices  Tighten garage security with stepped-up inspections  Stagger deliveries to reduce truck traffic  Develop emergency evacuation procedures, including escape routes, emergency equipment, and gathering locations

© 2007 Thomson/South-Western. All rights reserved.12–31 Crisis Management Teams Teams, composed of both hourly and managerial employees, conduct:  Initial risk assessment surveys  Develop action plans to respond to violent situations  Perform crisis intervention during violent, or potentially violent, encounters

© 2007 Thomson/South-Western. All rights reserved.12–32 Figure 12–4 Calming an Angry Employee Strive to save the employee’s dignity during an angry confrontation. Don’t attack a person’s rash statements or continue a muddled line of thinking. Hold all conversations in private. Do not allow the employee to create an embarrassing public situation for himself or herself, yourself, or other employees. Always remain calm. Anger or aggressiveness on your part will trigger a similar response in the employee. Listen to the employee with an open mind and nonjudgmental behavior. Give the employee the benefit of hearing him or her out. Recognize the employee’s legitimate concerns or feelings. Agree that the employee has a valid point and that you will work to correct the problem. If the employee is very emotional or if the engagement seems out of control, schedule a delayed meeting so people can calm down. Keep the discussion as objective as possible. Focus on the problem at hand, not the personalities of individuals. A cornerstone of conflict resolution is to “attack the problem, not the personality.” If the employee appears overly aggressive, withdraw immediately and seek professional help before any further discussion with the employee. If your efforts fail to calm the employee, report the incident to your manager, security, or human resource personnel. Source: Adapted from professional literature on crisis management and seminars attended by the authors.

© 2007 Thomson/South-Western. All rights reserved.12–33 Building Better Health Alternative Approaches Wellness Programs Health ServicesFocus on Nutrition

© 2007 Thomson/South-Western. All rights reserved.12–34 Employee Assistance Programs Emotional Problems Alcoholism Abuse of Illegal Drugs Personal Crises Abuse of Legal Drugs

© 2007 Thomson/South-Western. All rights reserved.12–35 Dealing with Troubled Employees Monitor:  Employee performance and document unusual employee behavior Advise:  Employee about negative job-performance and suggest professional counseling assistance Make reasonable accommodations:  To employees covered by Federal legislation Take disciplinary action when appropriate Maintain contact with HR personnel for guidance and advice

© 2007 Thomson/South-Western. All rights reserved.12–36 Abuse of Illegal Drugs The Drug-Free Workplace Act of 1988  Requires federal contractors and recipients of federal grants to ensure a drug-free work environment.  Department of Defense (DOD) and Department of Transportation (DOT) specify that employers entering into contracts with them certify their intention to maintain a drug-free workplace.  Required drug testing for specific positions

© 2007 Thomson/South-Western. All rights reserved.12–37 What Is Stress? Stress  Any adjustive demand caused by physical, mental, or emotional factors that requires coping behavior. Alarm Reaction  A response to stress that involves an elevated heart rate, increased respiration, elevated levels of adrenaline in the blood, and increased blood pressure.

© 2007 Thomson/South-Western. All rights reserved.12–38 Job-Related Stress Eustress  Positive stress that accompanies achievement and exhilaration. Distress  Harmful stress characterized by a loss of feelings of security and adequacy. Burnout  Most severe stage of distress, manifesting itself in depression, frustration, and loss of productivity.

© 2007 Thomson/South-Western. All rights reserved.12–39 Coping with Stress Major Stressors:  Responsibility without authority  Inability to voice complaints  Prejudice because of age, gender, race, or religion  Poor working conditions  Inadequate recognition  Lack of a clear job description or chain of command  Unfriendly interpersonal relationships

© 2007 Thomson/South-Western. All rights reserved.12–40 Figure 12–5 Tips for Reducing Job-Related Stress Build rewarding relationships with co-workers. Talk openly with managers or employees about job or personal concerns. Prepare for the future by keeping abreast of likely changes in job demands. Don’t greatly exceed your skills and abilities. Set realistic deadlines; negotiate reasonable deadlines with managers. Act now on problems or concerns of importance. Designate dedicated work periods during which time interruptions are avoided. When feeling stressed, find time for detachment or relaxation. Don’t let trivial items take on importance; handle them quickly or assign them to others. Take short breaks from your work area as a change of pace.

© 2007 Thomson/South-Western. All rights reserved.12–41 Key Terms alarm reaction burnout cumulative trauma disorders depression distress eustress Material Safety Data Sheets (MSDSs) recordable case right-to-know laws stress