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PowerPoint Presentation by Charlie Cook The University of West Alabama

Chapter 16 Employee Safety and Health

Part Five | Employee Relations

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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WHERE WE ARE NOW…

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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The main purpose of this chapter is to provide you with the basic knowledge you’ll need to deal with workplace safety and health issues.

Every manager needs a working knowledge of the Occupational Safety and Health Act, and so we discuss its purpose, standards, and inspection procedures, as well as employees’ and employers’ rights and responsibilities.

We’ll explain three causes of accidents: chance occurrences, unsafe conditions, and unsafe acts—and several techniques for preventing accidents. And we discuss important employee health problems, such as substance abuse and workplace violence.

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Explain the supervisor’s role in safety.
Explain the basic facts about safety law and OSHA.
Answer the question, “What causes accidents?”
List and explain five ways to prevent accidents.
Minimize unsafe acts by employees.
List five workplace health hazards and how to deal with them.
Discuss the prerequisites for a security plan and how to set up a basic security program.

LEARNING OUTCOMES

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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The Supervisor’s Role in Safety

Safety is not just a case of legal
compliance or humanitarianism.
Safety is the employer’s responsibility.
Safety starts with top management commitment.
Safety is an essential part of the on-site supervisor’s job.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Safety inspections should always be part of the supervisor’s daily routine. For example, “a daily walk-through of the workplace—whether you are working in outdoor construction, indoor manufacturing, or any place that poses safety challenges—is an essential part of a supervisor’s work.”

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Occupational Safety Law

Occupational Safety and Health Act

The law passed by Congress in 1970 to assure so far as possible safe and healthful working conditions and to preserve human resources.

Occupational Safety and Health Administration (OSHA)

The agency created within the Department of Labor to set safety and health standards for almost all workers in the United States.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Congress passed the Occupational Safety and Health Act of 1970 “to assure so far as possible every working man and woman in the nation safe and healthful working conditions and to preserve our human resources.”

The only employers it doesn’t cover are self-employed persons, farms in which only immediate members of the employer’s family work, and some workplaces already protected by other federal agencies or under other statutes. The act covers federal agencies, but usually not state and local governments.

The act created the Occupational Safety and Health Administration (OSHA) within the Department of Labor. OSHA’s basic purpose is to administer the act and to set and enforce the safety and health standards that apply to almost all workers in the United States. The Department of Labor enforces the standards, and OSHA has inspectors working out of branch offices to ensure compliance.

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OSHA Standards and Record Keeping

OSHA Standards

OSHA sets general industry standards, maritime standards, construction standards, other regulations and procedures,
and issues a field operations manual.

Record Keeping

Employers with 11 or more employees must maintain records of, and report, occupational injuries and occupational illnesses.

Occupational illness

Any abnormal condition or disorder caused by exposure
to environmental factors associated with employment.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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To carry out its mission, OSHA is responsible for promulgating legally enforceable standards. These are contained in five volumes covering general industry standards, maritime standards, construction standards, other regulations and procedures, and a field operations manual.

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FIGURE 16–1 OSHA Standards Example

Guardrails not less than 2” × 4” or the equivalent and not less than 36” or more than 42” high, with a midrail, when required, of a 1” × 4” lumber or equivalent, and toeboards, shall be installed at all open sides on all scaffolds more than 10 feet above the ground or floor. Toeboards shall be a minimum of 4” in height. Wire mesh shall be installed in accordance with paragraph [a] (17) of this section.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 16-1 presents a small part of the standard governing guardrails for scaffolds.

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FIGURE 16–2
What Accidents Must Be Reported Under
the Occupational Safety and Health Act?

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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As summarized in Figure 16-2, employers must report all occupational illnesses and recordable injuries.

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FIGURE 16–3 Form Used to Record Occupational Injuries and Illnesses

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 16-3 shows the OSHA form for reporting occupational injuries or illness.

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OSHA Inspection Priorities

Inspections of imminent danger situations
Inspections of catastrophes, fatalities, and
accidents that have already occurred
Inspections related to valid employee complaints
of alleged violation standards
Periodic, special-emphasis inspections aimed at high-hazard industries, occupations, or substances
Random inspections and reinspections

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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OSHA enforces its standards through inspections and (if necessary) citations. The inspection is usually unannounced. OSHA may not conduct warrantless inspections without an employer’s consent. However, it may inspect after acquiring an authorized search warrant or its equivalent.

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Citations and Penalties

Citation

Is a summons informing employers and employees of the regulations and standards that have been violated in the workplace.

Penalties

Are calculated based on the gravity of the violation and usually take into consideration factors like the size of the business, the firm’s compliance history, and the employer’s good faith.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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OSHA inspectors can issue citations and impose penalties.

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FIGURE 16–4 Most Frequently Cited Hazards

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 16-4 lists the hazards that accounted for the greatest number of citations in one recent year. Inadequate scaffolding/fall protection was one of the most frequently cited hazards.

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Inspection Guidelines

Initial Contact

Refer inspector to the company’s OSHA coordinator.

Check inspector’s credentials.

Ask inspector why he or she is inspecting the workplace: Complaint? Regular scheduled visit? Fatality or accident follow-up? Imminent danger?

If the inspection stems from a complaint, you are entitled to know whether the person is a current employee, though not the person’s name.

Notify your counsel.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Guidelines for what a manager should do when OSHA inspectors unexpectedly show up.

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Inspection Guidelines (cont’d)

Opening Conference

Establish focus and scope of the planned inspection.

Discuss procedures for protecting trade secret areas.

Show inspector that you have safety programs in place.
He or she may not go to the work floor if paperwork
is complete and up to date.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Guidelines for what a manager should do when conferencing with OSHA inspectors.

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Inspection Guidelines (cont’d)

Walk-Around Inspection

Accompany the inspector and take detailed notes.

If inspector takes a photo or video, you should, too.

Ask for duplicates of all physical samples and copies
of all test results.

Be helpful and cooperative, but don’t volunteer information.

To the extent possible, immediately correct any violation
the inspector identifies.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Guidelines for what a manager should do when he or she is accompanying OSHA inspectors on a facility inspection.

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Responsibilities and Rights of Employers

Employer Responsibilities

To meet the duty to provide “a workplace free from recognized hazards.”

To be familiar with mandatory OSHA standards.

To examine workplace conditions to make sure
they conform to applicable standards.

Employer Rights

To seek advice and off-site consultation from OSHA.

To request and receive proper identification of the OSHA compliance officer before inspection.

To be advised by the compliance officer of the reason
for an inspection.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employers have responsibilities and rights under the Occupational Safety Health Act.

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Responsibilities and Rights of Employees

Employee Responsibilities

To comply with all applicable OSHA standards.

To follow all employer safety and health rules and regulations.

To report hazardous conditions to the supervisor.

Employee Rights

The right to demand safety and health on the job
without fear of punishment.

OSHA cannot cite employees for violations of their responsibilities.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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OSHA can’t cite employees for violations of their responsibilities. Employees are responsible, for example, for complying with all applicable OSHA standards, for following all employer safety and health rules and regulations, and for reporting hazardous conditions to the supervisor.

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FIGURE 16–5
OSHA Safety Poster

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 16-5 shows the current OSHA safety poster that informs employees of their rights to demand safety and health on the job without fear of punishment. The act prohibits employers from punishing or discriminating against workers who complain to OSHA about job safety and health hazards.

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Dealing with Employee Resistance

The employer is liable for any penalties that result from employees’ noncompliance with OSHA standards.

Ways to gain compliance

Bargain with the union for the right to discharge or discipline an employee who disobeys an OSHA standard.

Establish a formal employer-employee arbitration process
for resolving OSHA-related disputes.

Use positive reinforcement and training for gaining
employee compliance.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Although employees have a responsibility to comply with OSHA standards, they often resist; the employer usually remains liable for any penalties.

Employers have attempted to defend themselves against penalties for such noncompliance by citing worker intransigence and their own fear of walkouts. In most cases, courts still hold employers liable for workplace safety violations.

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10 Ways To Get into Trouble with OSHA

Ignore or retaliate against employees who raise safety issues.

Antagonize or lie to OSHA during an inspection.

Keep inaccurate OSHA logs and have disorganized safety files.

Do not correct hazards OSHA has cited you for and ignore commonly cited hazards.

Fail to control the flow of information during and after an inspection.

Do not conduct a safety audit, or identify a serious hazard
and do nothing about it.

Do not use appropriate engineering controls.

Do not take a systemic approach toward safety.

Do not enforce safety rules.

Ignore industrial hygiene issues.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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What Causes Accidents?

Chance occurrences

Employees’
unsafe acts

Basic Causes
of Accidents

Unsafe
conditions

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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There are three basic causes of workplace accidents: chance occurrences, unsafe conditions, and employees’ unsafe acts. Chance occurrences are more or less beyond management’s control.

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Improperly guarded equipment

Defective equipment

Improper ventilation

Improper illumination

Hazardous procedures

Unsafe/Untidy
storage

Unsafe Conditions

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Unsafe conditions are a main cause of accidents. The solution here is to identify and eliminate the unsafe conditions.

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FIGURE 16–6
Checklist of
Mechanical or
Physical Accident-
Causing Conditions

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figures 16-6 presents a checklist that can help identify and remove potential hazards.

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FIGURE 16–7
Online Safety Inspection Checklist

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figures 16-7 presents an online checklist that can help identify and remove potential hazards.

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FIGURE 16–8
Cut-Resistant
Gloves Web Ad

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Getting employees to wear personal protective equipment (PPE) is a famously difficult chore. Figure 16-8 illustrates what’s available in cut-resistant gloves that reduce the hazards of working with sharp objects.

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FIGURE 16–9 Employee Safety Responsibilities Checklist

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Once employees are committed to the idea of safety, a checklist as in Figure 16-9 can provide them with a useful reminder.

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TABLE 16–1 Reducing Unsafe Conditions and Acts: A Summary

Reduce Unsafe Conditions

Identify and eliminate unsafe conditions.

Use administrative means, such as job rotation.

Use personal protective equipment.

Reduce Unsafe Acts

Emphasize top management commitment.

Emphasize safety.

Establish a safety policy.

Reduce unsafe acts through selection.

Provide safety training.

Use posters and other propaganda.

Use positive reinforcement.

Use behavior-based safety programs.

Encourage worker participation.

Conduct safety and health inspections regularly.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Reducing unsafe acts—by emphasizing safety and through screening, training, or incentive programs, for example—is the second basic way to reduce accidents. Table 16-1 summarizes suggestions for reducing unsafe conditions and acts.

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Controlling Workers’ Compensation Costs

Before the Accident

Communicate written safety and substance abuse policies to workers and then strictly enforce policies.

After the Accident

Be proactive in providing first aid, and make sure
the worker gets quick medical attention.

Make it clear that you are interested in the injured worker and his or her fears and questions.

Document the accident; file required reports.

Encourage a speedy return to work.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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In the event an accident does occur, the employee may turn to the employer’s workers’ compensation insurance to cover his or her expenses and losses. In turn, the employer’s workers’ compensation premiums reflect the number and size of its claims.

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Workplace Health Hazards:
The Basic Industrial Hygiene Program

Recognition: Identification
of a possible hazard

Evaluation: Assessing the severity of the hazard

Control: Elimination or reduction of the hazard

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Managing workplace exposure hazards like these comes under the area of industrial hygiene and involves recognition, evaluation, and control.

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TABLE 16–2 OSHA Substance-Specific Health Standards

Substance Permissible Exposure Limits

Asbestos .1001

Vinyl chloride .1017

Inorganic arsenic .1018

Lead .1025

Cadmium .1027

Benzene .1028

Coke oven emissions .1029

Cotton dust .1043

1,2-Dibromo-3-chloropropane .1044

Acrylonitrile .1045

Ethylene oxide .1047

Formaldehyde .1048

4,4’-Methylene-dianaline .1050

Methylene chloride .1051

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Having identified a possible hazard, the evaluation phase involves determining how severe the hazard is. This requires measuring the exposure, comparing the measured exposure to some benchmark (as in Table 16-2), and determining whether the risk is within tolerances.

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Workplace Exposure Hazards

Chemicals and other hazardous materials
Excessive noise and vibrations
Temperature extremes
Biohazards, including those that are normally occurring and man-made
Ergonomic hazards of poorly designed equipment that forces workers to do jobs while contorted in unnatural positions
Slippery floors and blocked passageways

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Typical workplace exposure hazards include chemicals and other hazardous materials, temperature extremes, biohazards, and ergonomic hazards.

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Infectious Diseases in the Workplace

Steps to prevent entry or spread of diseases:

Closely monitor Centers for Disease Control and Prevention (CDC) travel alerts at www.cdc.gov.

Provide daily medical screenings for employees
returning from infected areas.

Deny access to your facility for 10 days to employees
or visitors returning from affected areas.

Tell employees to stay home if they have a fever
or respiratory system symptoms.

Clean work areas and surfaces regularly.

Stagger breaks. Offer several lunch periods
to reduce overcrowding.

Emphasize the importance of frequent hand washing
and make sanitizers containing alcohol easily available.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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With many employees traveling to and from international destinations, monitoring and controlling infectious diseases has become an important safety issue. Employers can take steps to prevent the entry or spread of infectious diseases into their workplaces.

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Substance Abuse: Supervisor Training

If an employee appears to be under
the influence of drugs or alcohol:

Ask how the employee feels and look for signs of impairment such as slurred speech.

Do not allow an employee judged unfit to continue working. Send employee for medical care or home.

Make a written record of your observations and follow up each incident.

Inform workers of the number of warnings the company will tolerate before requiring termination.

Refer troubled employees to the company’s employee assistance program.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Alcoholism and substance abuse are widespread problems at work. About two-thirds of people with an alcohol disorder work full-time. The effects of alcoholism on the worker and work are severe. Both the quality and quantity of the work decline in the face of a sort of on-the-job absenteeism.

Training supervisors to identify alcoholics or drug abusers and the problems they create is advisable. However, supervisors are in a tricky position: They should be the company’s first line of defense in combating workplace drug abuse, but should avoid becoming detectives or medical diagnosticians.

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TABLE 16–3 Observable Behavior Patterns Indicating
Possible Alcohol-Related Problems

Alcoholism Stage	Some Possible Signs of Alcoholism Problems	Some Possible Alcoholism Performance Issues
Early	Arrives at work late Untrue statements Leaves work early	Reduced job efficiency Misses deadlines
Middle	Frequent absences, especially on Mondays Colleagues mentioning erratic behavior Mood swings Anxiety Late returning from lunch Frequent multi-day absences	Accidents Warnings from boss Noticeably reduced performance
Advanced	Personal neglect Unsteady gait Violent outbursts Blackouts and frequent forgetfulness Possible drinking on job	Frequent falls, accidents Strong disciplinary actions Basically incompetent performance

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Table 16-3 presents a chart showing observable behavior patterns that indicate alcohol-related problems. As you can see, alcohol-related problems range from tardiness in the earliest stages of alcohol abuse to prolonged, unpredictable absences in its later stages.

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Legal Aspects of Workplace Substance Abuse

Employer compliance with the Drug-Free Workplace Act requires:

Publication of a policy prohibiting the unlawful manufacture, distribution, dispensing, possession, or use of controlled substances in the workplace.

Establishment of a drug-free awareness program that informs employees about the dangers of workplace drug abuse.

Informing employees that they are required, as a condition of employment, not only to abide by the employer’s policy but also to report any criminal convictions for drug-related activities in the workplace.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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The federal Drug-Free Workplace Act requires employers with federal government contracts or grants to ensure a drug-free workplace by taking a number of steps.

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Dealing with Substance Abuse

When an Employee Tests Positive

In-house
counseling

Referral to an outside agency

Discharge

Disciplining

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Disciplining, discharge, in-house counseling, and referral to an outside agency are the four traditional prescriptions for addressing employee substance abuse problems. Most professionals seem to counsel treatment rather than outright dismissal, at least initially. They also emphasize that whether it’s the supervisor or just a friend who notices the employee’s problem, the worst thing to do is ignore it. In practice, each employer tends to develop its own approach to dealing with substance abuse.

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Stress Factors and Their Consequences

Workplace factors

Work schedule

Pace of work

Job security worries

Route to and from work

Workplace noise

Poor supervision

The number and nature
of customers or clients

Personal Factors

Personality type

Non-job factors

Human Consequences

Anxiety

Depression

Anger

Cardiovascular disease

Headaches

Employer Consequences

Diminished quantity and quality of performance

Increased absenteeism and turnover

Workplace violence

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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A variety of workplace factors can lead to stress. Personal factors also influence stress. Job stress has serious consequences for both employee and employer.

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Reducing Job Stress: Personal

Build rewarding, pleasant, cooperative relationships.
Don’t bite off more than you can chew.
Build an effective and supportive relationship with your boss.
Negotiate with your boss for realistic deadlines on projects.
Learn as much as you can about upcoming events and get
as much lead time as you can to prepare for them.
Find time every day for detachment and relaxation.
Take a walk to keep your body refreshed and alert.
Find ways to reduce unnecessary noise.
Reduce trivia in your job; delegate routine work.
Limit interruptions.
Don’t put off dealing with distasteful problems.
Make a “worry list” that includes solutions for each problem.
Get more and better quality sleep.
Practice meditation when stressed.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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There are a number of ways to alleviate dysfunctional stress. These range from commonsense remedies (such as getting more sleep and eating better) to remedies like biofeedback and meditation.

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Reducing Job Stress: Organizational

Provide supportive supervisors.
Ensure fair treatment for all employees.
Reduce personal conflicts on the job.
Have open communication between management and employees.
Support employees’ efforts, for instance, by regularly asking how they are doing.
Ensure effective job-person fit, since a mistake can trigger stress.
Give employees more control over their jobs.
Provide EAP including professional counseling.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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The employer and its human resource team and supervisors also play a role in reducing stress. Supportive supervisors and fair treatment are two obvious steps. Other steps include reducing personal conflicts on the job and encouraging open communication between management and employees.

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Employee Stress-Reduction

Ensuring that job designs and
workflows are correct

Using individual employee assessment, attitude surveys to find sources of stress

Rehabilitation through employee

assistance programs and counseling

Primary Intervention

Intervention

Rehabilitation

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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One British firm follows a three-tiered employee stress-reduction approach. First, is primary prevention, and focuses on ensuring that things like job designs and workflows are correct. Second involves intervention, including individual employee assessment, attitude surveys to find sources of stress at work and personal conflicts on the job, and supervisory intervention. Third is rehabilitation, through employee assistance programs and counseling.

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Burnout

Burnout

The total depletion of physical and mental resources caused
by excessive striving to reach an unrealistic work-related goal.

Recovering from burnout:

Break the usual patterns to achieve a more well-rounded life.

Get away from it all periodically to think alone.

Reassess goals in terms of their intrinsic worth and attainability.

Think about work: could the job be done without being so intense?

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Burnout is a phenomenon closely associated with job stress. Burnout builds gradually, manifesting itself in symptoms such as irritability, discouragement, exhaustion, cynicism, entrapment, and resentment. This slide lists ways that an individual can recover from burnout.

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Employee Depression

Warning signs of depression
(if they last for more than 2 weeks) include:

Persistent sad, anxious, or “empty” moods

Sleeping too little

Reduced appetite

Loss of interest in activities once enjoyed

Restlessness or irritability

Difficulty concentrating

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employee depression is a serious problem at work. Employers need to work harder to ensure that depressed employees actually utilize available support services.

Depression is a disease. Employers therefore need to train supervisors to identify depression’s warning signs and to counsel those who may need such services to use the firm’s employee assistance program.

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Other Safety and Health Issues

Computer-Related Ergonomic Problems

Avoiding cumulative motion disorders

Employees should take a 3–5 minute break from working at the computer every 20–40 minutes, and use the time for other tasks.

Design maximum flexibility and adaptability into the workstation. Don’t stay in one position for long periods.

Reduce glare with devices such as shades over windows and recessed or indirect lighting.

Give workers a complete preplacement vision exam to ensure properly corrected vision for reduced visual strain.

Allow for positioning wrists at the same level as the elbow.

Put the screen at or just below eye level, at a distance of 18
to 30 inches from the eyes.

Let the wrists rest lightly on a pad for support.

Put the feet flat on the floor or on a footrest.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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NIOSH provides these general recommendations regarding computer work stations. Most relate to ergonomics or design of the worker–equipment interface.

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Other Safety and Health Issues

Workplace Smoking

Costs

Higher health and fire insurance costs

Increased absenteeism

Reduced productivity

Secondhand smoke

Remedies

Ban smoking in the workplace

Do not hire smokers

Fire smokers who won’t quit

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Smoking is a serious health and cost problem for both employees and employers. For employers, these costs derive from higher health and fire insurance, as well as increased absenteeism and reduced productivity.

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Violence at Work

Steps to Reduce Workplace Violence:

Institute heightened security measures

Improve employee screening

Provide workplace violence training

Provide organizational justice

Pay enhanced attention to employee retention/dismissal

Take care when dismissing violent employees

Deal promptly with angry employees

Understand the legal constraints on reducing workplace violence

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employers can take several steps to reduce workplace violence.

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Identifying Potentially Violent Employees

An act of violence on or off the job
Erratic behavior evidencing a loss of awareness of actions
Overly defensive, obsessive, or paranoid tendencies
Overly confrontational or antisocial behavior
Sexually aggressive behavior
Isolationist or loner tendencies
Insubordinate behavior with a suggestion of violence
Tendency to overreact to criticism
Exaggerated interest in war, guns, violence, catastrophes
The commission of a serious breach of security
Possession of weapons, guns, knives at the workplace
Violation of privacy rights of others
Chronic complaining and frequent, unreasonable grievances
A retribution-oriented or get-even attitude

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employers also need effective procedures for identifying and dealing with potentially lethal employees. Start with adopting a workplace violence policy that outlines unacceptable employee behavior and a zero-tolerance policy toward workplace violence. Behaviors that managers should watch out for are listed in this slide.

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Dismissing Violent Employees

Analyze and anticipate, based on the person’s history, what kind
of aggressive behavior to expect.
Have a security guard nearby when the dismissal takes place.
Clear away furniture and things the person might throw.
Don’t wear loose clothing that the person might grab.
Don’t make it sound as if you’re accusing the employee; instead, say that according to company policy, you’re required to take action.
Maintain the person’s dignity and emphasize something good about the employee.
Provide job counseling for terminated employees, to help get the employee over the traumatic post-dismissal adjustment.
Consider obtaining restraining orders against those who have exhibited a tendency to act violently in the workplace.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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This slides lists precautions that managers should use when firing or disciplining potentially violent employees.

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Dealing with Angry Employees

Make eye contact.
Stop what you are doing and give your full attention.
Speak in a calm voice and create a relaxed environment.
Be open and honest.
Let the person have his or her say.
Ask for examples of what the person is upset about.
Be careful to define the problem.
Ask open-ended questions/explore all sides of the issue.
Listen: Often, angry people simply want a supportive, empathic ear from someone they can trust.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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The slide offers some suggestions for what you should do when confronted by an angry, potentially explosive employee.

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FIGURE 16–10 Safety, Security, and Emergency Planning Initiatives Following Terrorist Incidents

Percent of
Initiatives Employers

(146)
Safety and Security

Personal protective equipment 46%

New/more stringent building entry procedures 43

Restricted access to some areas 19

Closed entrances/areas 17

New/additional security personnel 12

Extended work hours for security personnel 10

New security devices (e.g., metal detectors) 10

New/more stringent applicant screening 7

Physical barriers to building entry 5

Emergency Planning and Disaster Recovery

Review emergency/disaster recovery plan(s) 46

Revise emergency/disaster recovery plan(s) 32

New/revised evacuation drills 23

Form committee or task force to address emergency planning/disaster recovery 15

Develop emergency/disaster recovery plan(s) 14

Develop/revise procedures for data backup 14

Develop/revise procedures for tracking employee whereabouts 10

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 16-10 illustrates increased number of security arrangements made by employers that stem from employers’ heightened focus on risk management in the past few years. Identifying security and other corporate risks falls within the domain of enterprise risk management, which means identifying risks, and planning to mitigate and actually mitigating these risks.

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Occupational Security and Safety

Basic Prerequisites for Crime Prevention Plan

Company philosophy and policy on crime

Investigations of job applicants

Security awareness training

Crisis management

Setting Up a Basic Security Program

Analyzing the current level of risk

Installing natural, mechanical, and
organizational security systems

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Ideally, a comprehensive corporate anticrime program should start with these basic actions. In simplest terms, actually instituting a basic facility security program requires four steps: analyzing the current level of risk, and then installing mechanical, natural, and organizational security systems.

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Assessing Current Level of Risk

Mail
handling

Evacuation procedures

Data backup systems

Initial Threat Assessment

Access to
reception area

Interior
security

Authorities involvement

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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As part of this initial threat assessment, managers should review at least these six matters.

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Evacuation Plans

Evacuation contingency plans should contain:

Methods for early detection of a problem.

Methods for communicating the emergency externally.

Communications plans for initiating an evacuation.

Communications plans for those the employer wants to evacuate that provide specific information about
the emergency, and let them know what action they should take next.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

16–*

The possibility of emergencies prompted by fires, explosions, and similar issues means that employers need facility notification and evacuation plans. Such plans should contain the several elements listed in this slide.

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Company Security and Employee Privacy

To investigate employees for potential security breaches:

Distribute a policy that says the firm reserves the right to inspect and search employees, their personal property, and all company property.

Train investigators to focus on the facts and avoid making accusations.

Make sure investigators know that employees can request that an employee representative be present during the interview.

Make sure all investigations and searches
are evenhanded and nondiscriminatory.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employers must consider employee privacy when using monitoring to control or investigate possible employee security breaches. Employers should get employees’ consent for monitoring when employees sign for receipt of company handbooks during orientation. The employer may also use monitoring if it is clear from its policies and notices that employees should have known that monitoring might take place.

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FIGURE 16–11
Self-Inspection Safety
and Health Checklist

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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K E Y T E R M S

Occupational Safety and Health Act of 1970

Occupational Safety and Health Administration (OSHA)

occupational illness

citation

unsafe conditions

behavior-based safety

burnout

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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