HRM Case

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Chapter 12: Workplace Safety, Health, and Security

Workplace Safety

In addition to having a workplace that is fairly compensated, well trained, and productive, organizations need an environment that is also safe and allows employees to be healthy.

Maintaining safe and healthy employees will allow them to continue to perform at high levels.

Workplace Safety and the Occupational Safety and Health Act (OSHA) 1970

OSHA requires employers to pursue workplace safety.

Workplace safety deals with physical protection of employees from injury or illness while on the job.

Employers must meet all OSHA safety standards, maintain records of injuries and deaths due to workplace accidents, and submit to on-site inspections when notified.

General duties clause covers all firms and states the following:

Employers will furnish a place of employment free from hazards that cause or are likely to cause death or physical harm.

Employees have a duty to comply with occupational safety standards, rules, and regulations.

A division within Department of Labor charged with overseeing OSHA was created to “ensure safe and healthful working conditions for working men and women by setting and enforcing standards through three divisions: training, outreach, education and assistance.”

What Does OSHA Do?

OSHA sets and communicates federal safety and health standards to employers.

Occupational safety and health inspections must be made without any advance notice in response to these:

Imminent dangers

Catastrophes

Worker complaints and referrals

Targeted inspections

Follow-up inspections

Exhibit 12-1: Employer/Employee Rights Under OSHA

See Exhibit 12-1: Employer/Employee Responsibilities Under OSHA

OSHA Inspections and Employer Rights

To get inspector’s credentials and receive information on reason for inspection

To refuse to allow inspection without a court order

To receive a copy of complaint (without employee’s name)

To have a company representative accompany inspectors

OSHA Inspections and Employer Rights

To refuse to be interviewed or if they agree to interviews, they can request an employer representative be present or interview be held in private

To receive legal representation during interview and to end interview at any time

Employers cannot retaliate against employees who take part in an interview and tell the truth.

OSHA and Hazard Communication Standards

Employers keep information at work sites that describes any chemical hazards that may be present on site.

Material Safety Data Sheets (MSDS) provide information on a hazardous chemical and its characteristics.

Exhibit 12-2: Safety Data Sheet (SDS) Format

OSHA and Violations, Citations, and Penalties

Willful – Employer knew a hazardous condition existed but made no effort to eliminate it.

Serious – Hazard could cause injury or illness that would most likely result in death or significant physical harm.

Other Than Serious – Any illness or injury likely to result from hazard is unlikely to cause death or serious physical harm, but violation has a direct impact on safety and health.

OSHA and Violations, Citations, and Penalties

De Minimis

Violation has no direct or immediate safety or health danger; does not result in citations or penalties.

Failure to Abate

Employer has not corrected a previous violation for which a citation was issued and settlement date has passed.

Repeated

Employer has been previously cited for same type of violation within previous 5 years.

National Institute of Industrial and Occupational Health (NIOSH)

Works under umbrella of Centers for Disease Control and Prevention (CDC)

Conducts research to reduce work-related illnesses and injuries

Promotes safe and healthy workplaces through interventions, recommendations, and capacity building

Enhances international workplace safety and health through global collaborations

Employee Health

Refers to state of physical and psychological wellness in the workforce.

Work-Life Balance

Spillover effect of work and family on one another that generate similarities between two domains.

To keep a better work–life balance, firms offer more work–family benefits, such as flexible work schedules, and child and elder care.

Employee Health Programs

Employee Assistance Programs (EAPs)

Counseling and other services provided to employees that help resolve personal issues that may affect their work

Employee Wellness Programs (EWPs)

Cater to employees’ physical welfare through education and training programs, such as health education, training and fitness, weight and lifestyle management, and health risk assessment services

Employee Health and Musculoskeletal Disorders (MSD)

Ergonomics

Science of fitting workplace conditions and job demands to capabilities of working population

Purpose

To reduce stress and to eliminate injuries and disorders associated with overuse of muscles, bad posture, and repeated tasks

Safety and Health Management and Training

Includes offering EAPs, EWPs, and stress management training

Firms that keep the number of accidents and incidents low generally see lower absenteeism and increased job satisfaction.

When firms improve two of four most important variables at work (absenteeism and job satisfaction), they are better assured of increasing productivity over time.

Stress

Body’s emotional and/or physical reaction to environmental demands

Functional (Acute Eustress) Stress

Helps improve performance by challenging and motivating people to meet objectives

Dysfunctional Stress (Distress)

Decreases performance and may result in burnout; a constant lack of interest and motivation to perform one’s job

Causes of Job Stress

Type A Personalities – These employees experience more stress.

Organizational Culture and Change – The more positive the culture and the less threat of major changes, the less employee stress.

Management Behavior – Workers with awful bosses are more likely to report stress-related problems.

Causes of Job Stress

Type of Work – Employees who enjoy their work are less stressed.

Interpersonal Relations – Employees who like their coworkers are less stressed.

Negative Consequences of Dysfunctional Stress

Dysfunctional Stress – Costs an estimated $300 billion a year in absenteeism, decreased productivity, employee turnover, and medical, legal, and insurance fees

Symptoms

Weak immune system

Aging

Weight gain

Decrease in sex drive

Lack of sleep

Death

Stress Management

Stress Management – Eliminating or reducing stress and making it functional

Six Techniques

Time management

Relaxation

Nutrition

Exercise

Positive thinking

Support network

Exhibit 12-3: Relaxation Exercises

Exhibit 12-4: The Stress Tug-of-War

Workplace Security

Management of personnel, equipment, and facilities to maintain protection

Concerned with mitigating risks of violence, bomb threats, risk to company computer systems and intranets, management of natural and man-made disasters, and so on.

Cyber Security

Use of tools and processes to protect organizational computer systems and networks

General Security Policies, Including Business Continuity and Recovery

Prepare and train employees for emergencies, such as fires, floods, earthquakes, severe weather, terrorist attacks, and bomb threats

Provide grief counseling if needed

General Security Policies, Including Business Continuity and Recovery

Establish an emergency response plan with these priorities:

Protect human life and environment

Prevent/minimize personal injury

Preserve physical assets

Restore programs and return operations to normal

Signs of Potential Violence

Take verbal threats seriously

Watch for nonverbal communication

Watch for stalking and harassment

Watch for damage to property

Watch for indications of alcohol and drug use

Include any isolated employees

Look for presence of weapons or objects that might be used as weapons

Organizational Prevention of Violence

Start with a written zero-tolerance policy.

Train employees to deal with anger and prevent violence.

Take quick disciplinary action against employees who are violent at work; otherwise, aggression will spread.

Organizational Prevention of Violence

Have a system for dealing with grievances, and track incidents of violence.

Screen job applicants for past or potential violence.

Develop a healthy and positive work environment.

Social Media for Workplace Safety and Security

Organizations around the world are establishing security alert systems to be used in the case of a company emergency of any type.

The systems use social media outlets and text messaging to provide immediate warnings to all persons who are signed up to receive alerts.

These systems give information on what steps employees need to follow to remain safe in a particular situation.

Employee Selection and Screening

Screen (perform background checks on) applicants and test them for substance abuse to prevent “negligent hires.”

Offer preventive programs, including drug and alcohol testing, that can protect firm from liability.

Trends and Issues in HRM

Employee Wellness Programs (EWPs)

These programs work to help employees become healthy and fit and lower health problems.

Bullying in the Workplace

Bullying behavior have been found to be four times more common than sexual harassment in the workplace.