© 2002 McGraw-Hill Ryerson Ltd.1 Ch15 Ensuring Safety and Health at the Workplace 2000 Uniform Restaurant Server

© 2002 McGraw-Hill Ryerson Ltd.2 Project & Final Project due in class Dec 1 – 2 marks off each day late Final Exam covers Ch 7,8,9,11, 13 & 15 Number of Special Guest speaker in last class – do not miss

© 2002 McGraw-Hill Ryerson Ltd.3 Assumption of Risk An obsolete attitude toward accident prevention where the worker accepted all the customary risks and unsafe practices.

© 2002 McGraw-Hill Ryerson Ltd.4 Careless Worker Model and Shared Responsibility Model Careless Worker Model An early approach to safety in the workplace assuming accidents were due to workers’ carelessness. Shared Responsibility Model An approach to workplace safety that relies on the cooperation of employer and employees.

© 2002 McGraw-Hill Ryerson Ltd.5 Accidents are reduced if: Management is committed to safety in the workplace Employees are informed about accident prevention Consultation between the employer and employees takes place on a regular basis (e.g. The creation of a health and safety committee) There is a trusting relationship between the employer and staff Employees have actual input into the decision-making process

© 2002 McGraw-Hill Ryerson Ltd.6 Health and Safety Committee A committee to determine and assign responsibilities for effective workplace health and safety programs.

© 2002 McGraw-Hill Ryerson Ltd.7 Health Hazards Physical agents – exposure to physical elements such as noise, temperature, lighting, vibrations, and radiation. Biological agents/biohazards – exposure to natural organisms as parasites, bacteria, insects, viruses and so on. Chemical agents – exposure to chemical compounds or other harmful toxic substances. Ergonomically related injuries – caused by the work environment and including repetitive strain, stress, over-exertion/fatigue and back injuries.

© 2002 McGraw-Hill Ryerson Ltd.8 Joint Occupational Health and Safety Committee Responsibilities To meet at least once a month To ensure adequate records are kept regarding accidents and health hazards To deal with complaints by employees To participate in investigations of health and safety-related injuries. To regularly monitor health and safety programs

© 2002 McGraw-Hill Ryerson Ltd.9 Joint Occupational Health and Safety Committee Responsibilities To monitor records of injuries and illnesses To cooperate with safety officers investigating a complaint or accident To develop, establish, and promote health and safety programs and procedures To obtain information from the employer and government agencies concerning existing or potential hazards in the workplace

© 2002 McGraw-Hill Ryerson Ltd.10 Hazardous Products Act Federal act to protect consumers by regulating the sale of dangerous products.

© 2002 McGraw-Hill Ryerson Ltd.11 Workplace Hazardous Material Information System (WHMIS) Federal law requiring labels on all hazardous products and a Material Safety Data Sheet (MSDS) on each.

© 2002 McGraw-Hill Ryerson Ltd.12 Workplace Stress The harmful physical and emotional responses that can happen when there is a conflict between job demands of the employee and the amount of control the employee has over meeting those demands.

© 2002 McGraw-Hill Ryerson Ltd.13 In Class Work Group has 40 minutes to prepare a presentation on an assigned topic Presentation 10 minutes maximum Stress management Burn out Violence in workplace Sept 11 issues anthrax

© 2002 McGraw-Hill Ryerson Ltd.14 Symptoms of Stress Nervousness and tension Excessive use of alcohol and / or tobacco Chronic worry Sleep problems Digestive problems Unco-operative attitudes High blood pressure Feelings of inability to cope Inability to relax Anger and aggression

© 2002 McGraw-Hill Ryerson Ltd.15 Major Causes of Workplace Stress Factors Unique to the Job Workload Work pace/variety/meaningfulness of work Autonomy Hours of work/shiftwork Physical environment (noise, air quality, etc.) Isolation (physical or emotional)

© 2002 McGraw-Hill Ryerson Ltd.16 Major Causes of Workplace Stress Role in the Organization Role/conflict/role ambiguity Level of responsibility Career Development Under – or over promotion Job security Career development opportunities Overall job satisfaction

© 2002 McGraw-Hill Ryerson Ltd.17 Major Causes of Workplace Stress Relationships at Work Supervisors/co-workers/subordinates Threat of violence, harassment, and so on Organizational Climate Participation (or non-participation) in decision making Management style Communication patterns Overall job satisfaction

© 2002 McGraw-Hill Ryerson Ltd.18 Burnout A condition of mental, emotional, and sometimes physical exhaustion that results in substantial and prolonged stress.

© 2002 McGraw-Hill Ryerson Ltd.19 Actions to Reduce Stress Ensure that an employee’s workload is compatible with the individual’s capabilities and resources Design jobs to provide meaningful opportunities for employees to use their skills Clearly define employee roles and responsibilities Provide workers with the opportunity to participate in decision making Improve the communications process Increase opportunities for social interaction among employees Develop appropriate work schedules Train managers and employees to be sensitive to the symptoms of stress Establish a stress management policy

© 2002 McGraw-Hill Ryerson Ltd.20 Other Contemporary Safety Issues Sick Building Syndrome (SBS) Workplace Violence Ergonomics AIDS and Human Resource Management