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

© 2007 Thomson/South-Western. All rights reserved.12–2 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.12–3 Enforcing OSHA Standards Workplace inspections Citations and penalties On-site consultations Voluntary protection programs Training and education

© 2007 Thomson/South-Western. All rights reserved.12–4 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.12–5 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.12–6 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.12–7 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.12–8 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.12–9 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.12–10 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.12–11 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.12–12 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.12–13 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.12–14 Indoor Air Quality Proliferating Chemicals Cumulative Trauma Disorders Health Hazards and Issues AIDS Video Display Terminals

© 2007 Thomson/South-Western. All rights reserved.12–15 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.12–16 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.12–17 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.12–18 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.12–19 Figure 12–3 Violence Indicators: Know the Warning Signs 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 Reckless or antisocial behavior; evidence of prior assaultive behavior Aggressive behavior or intimidating statements Serious stress in personal life 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.12–20 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.12–21 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.12–22 Figure 12–4 Calming an Angry Employee Strive to save the employee’s dignity during an angry confrontation. 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. Keep the discussion as objective as possible. Focus on the problem at hand, not the personalities of individuals. Source: Adapted from professional literature on crisis management and seminars attended by the authors.

© 2007 Thomson/South-Western. All rights reserved.12–23 Building Better Health Alternative Approaches Wellness Programs Health ServicesFocus on Nutrition

© 2007 Thomson/South-Western. All rights reserved.12–24 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.12–25 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.12–26 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.12–27 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.12–28 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.