SAFETYProtection of employees from injuries caused by work-related accidents. HEALTHEmployees freedom from physical or emotional illness.

I. Safety and the Manager A. Why is Safety Important? Safety and accident prevention concern managers for several reasons, one of which is the staggering number of workplace accidents. B. Managements Role in Safety Reducing accidents often boils down to reducing accident-causing conditions and accident-causing acts. Most safety experts would agree that safety should start at the top. C. What Top Management Can Do The employer should institutionalize top managements commitment with a safety policy and promote it. D. The Supervisors Role in Safety Safety inspections should always be part of the supervisors daily routine. II. Occupational Safety Law

Occupational Safety and Health Act (OSHA) was enacted on 25th February 1994 with the intent to ensure safety, health and welfare of all persons at all places of work. It was promulgated based on the self regulation concept with the primary responsibility of ensuring safety and health at the workplace lying with those who create the risks and work with the risks. The Act also provides for a consultative process at the policy level with the establishment of National Council for Occupational Safety and Health. This consultative process extends to where safety and health programs are implemented with both employers and employees representative as members of safety and health committee. While the Act is an umbrella act to protect the safety and health of all persons at work and those affected by persons at work, the philosophy is one of self-regulation. Employers as a rule must follow the provisions of the Act, Regulations and relevant Codes of Practice and Guidelines (or at least be doing something which is as good) and follow best practice and advice. The employees too must comply with the provisions of the Act and cooperate with employers in their attempt to ensure a safe and healthy workplace. This is in line with the philosophy of the Act that is: responsibility for safety and health in the workplace lies with those who create the risks (employers) and those who work with the risks (employees). Responsibilities of Employers and Employees Employers are responsible for providing a hazard-free workplace, being familiar with mandatory OSHA standards, and examining workplace conditions to make sure they conform to applicable standards. It shall be the duty of every employer and every self-employed person to ensure, so far as is practicable, the safety, health and welfare at work of all his employees. Employers provide information, instruction, training and supervision as is necessary to ensure the safety and health at work of his employees. An employer employing 40 or more persons must establish a safety and health committee at the workplace. The committees main function is to keep under review the measures taken to ensure the safety and health of persons at the workplace and investigate any related matters 1

arising. An employer must notify the nearest occupational safety and health office of any accident, dangerous occurrence, occupational poisoning or disease which has occurred or is likely to occur at the workplace. Employees are responsible 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. Employees have a right to demand safety and health on the job without fear of punishment. The act forbids employers from punishing or discriminating against workers who complain to OSHA about job safety and health hazards. CONSEQUENCES OF NON-COMPLIANCE OF OSHA 1994: TO THE EMPLOYER (SECTION 15): Penalty: RM 50,000 / 2 years jail or both TO THE EMPLOYEE (SECTION 24): Penalty: RM1,000 / 3 months jail or both III. What Causes Accidents? A. What Causes Unsafe Conditions and Other Work-Related Safety Problems Unsafe conditions are one main cause of accidents. Three other work-related accident factors are the job itself, the work schedule, and the psychological climate of the workplace. B. What Causes Unsafe Acts (A Second Basic Cause of Accidents) Unfortunately, there are no easy answers to the question of what causes unsafe acts. The consensus is that accident proneness is situational. Some accident repeaters are just unlucky, or they may be more meticulous about reporting. Certain traits have been identified with accident proneness. IV. How to Prevent Accidents A. Reducing unsafe conditions is always an employers first line of defense. Safety engineers should design jobs to remove hazards, and supervisors and managers should help identify and remove potential hazards. B. Reducing Unsafe Acts Its the supervisors responsibility to set the tone so subordinates want to work safely. B. Reducing Unsafe Acts through Selection and Placement Screening is another way to reduce unsafe acts. The basic aim is to isolate the trait that might predict accidents on the job in question, and then screen candidates for this trait. Studies suggest that the Employee Reliability Inventory (ERI), which measures emotional maturity, conscientiousness, safe job performance, and courteous job performance, can help employers reduce unsafe acts at work. D. Reducing Unsafe Acts through Training Training is especially appropriate for new employees. OSHA has published two booklets: 2

Training Requirements under OSHA and Teaching Safety and Health in the Workplace. E. Reducing Unsafe Acts Through Motivation: Posters, Incentives, and Positive Reinforcement Motivational tools have been successful at reducing workplace injuries. 1. Research Insight: Positive Reinforcement Many employers stress positive reinforcement to improve safety. This segment discusses the experience of a wholesale bakery. The firm set and communicated a reasonable goal; trained the employees; then posted a graph with their pre-training safety record plotted and a list of safety rules. Observers walked through collecting safety data to provide workers with feedback on their safety performance as a form of positive reinforcement. F. Reducing Unsafe Acts through Behavior-Based Safety This involves identifying the worker behaviors that contribute to accidents and then training workers to avoid these behaviors. G. Reducing Unsafe Acts through Employee Participation There are at least two reasons to get the employees involved in designing the safety program. First, those actually doing the jobs are often managements best source of ideas about what the potential problems are and how to solve them. Second, it is generally easier to get employees to accept and enthusiastically follow the safety program when theyve had a hand in designing it. H. Reducing Unsafe Acts by Conducting Safety and Health Audits and Inspections Managers should inspect all premises for possible safety and health problems, using checklists as aids. All accidents and near misses should be investigated. A system should be in place for employees to notify management about hazardous conditions. I. Controlling Workers Compensation Costs can affect what a firm pays in workers compensation insurance premiums. 1. Before the Accident Costs can be controlled before the accident by removing unsafe conditions discussed above. After the Accident Employers should provide first aid and make sure the worker gets quick medical attention; document the accident; file required accident reports; and encourage a speedy return to work.

2.

1. Who Is at Risk? Some jobs are more likely to encounter violence at work. Those that involve physical care of others, handling guns, etc are at more risk. 2. Heightened Security Measures Employers often improve external lighting; use drop safes to minimize cash on hand, and post signs noting that only a limited amount of cash is on hand; install silent 3

alarms and surveillance cameras; increase the number of staff on duty; provide staff training in conflict resolution and nonviolent response; close establishments during high-risk hours late at night and early in the morning; and issue weapons policy. 3. Improved Employee Screening of potentially explosive employees and applicants by instituting a rigorous pre-employment investigation is a line of defense. Occupational Security and Safety A. Basic Prerequisites for a Crime Prevention Plan Ideally, a comprehensive corporate security program should start with the following prerequisites: 1. Company philosophy and policy on crimeIn particular, make sure employees understand that no crime is acceptable and that the employer has a zero tolerance policy with respect to workers who commit crimes. 2. Investigations of job applicantsMake sure to conduct a full background check as part of your selection process for every position. 3. Crime awareness trainingMake it clear, during training and orientation programs, that the employer takes a tough approach to workplace crime. 4. Crisis managementEstablish and communicate the procedures employees should follow in the event of a terrorist threat, bomb threat, fire, or other emergency. B. Setting Up a Basic Security Plan In simplest terms, instituting a basic security program requires four steps: analyzing the current level of risk, and then installing mechanical, natural, and organizational security systems. C. Evacuation Plans Evacuation plans should contain several elements. These include early detection of a problem, methods for communicating the emergency externally, and communications plans for initiating an evacuation and for providing information to those the employer wants to evacuate. D. Company Security and Employee Privacy Employers must consider employee privacy when using monitoring to investigate possible employee security breaches.

Workplace Health Hazards: Problems and Remedies A. The Basic Industrial Hygiene Program First, the facilitys health and safety officers must recognize possible exposure hazards. The evaluation phase involves determining how severe the hazard is. Finally, the hazard control phase involves taking steps to eliminate or reduce the hazard so that it no longer ranks as dangerous. B. Asbestos Exposure at Work There are four major sources of occupational respiratory diseases: asbestos, silica, lead, and carbon dioxide. Of these, asbestos has become a major concern. C. Infectious Diseases: The Case of SARS With many employees traveling to and from international destinations, monitoring and controlling infectious diseases like Ebola and SARS has become an important safety issue. Obviously, employers must make provisions for ensuring that a returning employee does not inadvertently infect one or more colleagues. Employers can take a number of steps to prevent the entry or spread of infectious diseases like SARS into their workplaces. D. Air Quality Green office buildings produce illnesses such as itchy eyes and troubled breathing. The solution is to monitor the air quality. E. Alcoholism and substance abuse are serious and widespread problems at work because they usually lead to declines in the quality and quantity of work. 1. Effects of Alcohol Abuse The quality and quantity of the work decline due to alcohol abuse. The alcoholics on-the-job accidents usually dont increase significantly, apparently, because he or she becomes much more cautious. However, the off-the-job accident rate is higher. Morale of other workers drops, as they have to shoulder the alcoholics burdens. 2. Supervisor Training Guidelines supervisor should follow include: 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; send an employee judged unfit 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; and refer troubled employees to the companys employee assistance program. 3. Dealing With Substance Abuse Various techniques can be used to deal with these problems, which start with testing, and include disciplining, discharge, in-house counseling, and referral to an outside agency. 4. Substance Abuse Policies Employers must establish a policy that states managements position on substance abuse. F. Stress, burnout, and depression can sometimes lead to alcoholism and drug abuse, which are problematic for the employee and employer. A variety of external environmental factors can lead to job stress. Personal factors also influence stress no two people react to the same job in the very same way. Human consequences of stress include anxiety, depression, anger, and various physical consequences. Organizational consequences include reductions in the quantity and quality of job performance, increased absenteeism and turnover,

increased grievances, and increased health care costs. Stress is not necessarily dysfunctional; it can lead some people to be more productive and/or creative. 1. Reducing Job Stress Employees can reduce stress by getting more sleep, eating better, and negotiating with managers for realistic deadlines on important projects. The three-step stress-reduction technique involves developing awareness, adjusting attitudes, and taking action. The HR department can take a positive role in reducing stress. 2. Burnout is the total depletion of physical and mental resources caused by excessive striving to reach an unrealistic work-related goal. Some suggestions for alleviating burnout include breaking your patterns; getting away from it all periodically; reassessing your goals in terms of their intrinsic worth; and thinking about your work. 3. Research Insight One study found that burnout can be reduced by removing the stressors that caused it in the first place, but without other changes, the burnout will quickly return once the vacation is over. 4. Employee Depression Organizations must ensure that depressed employees use available support services. G. Solving Computer-Related Ergonomic Problems Short-term eye problems (like burning, itching, tearing, eyestrain, and eye soreness), backaches, and neckaches are common complaints among video display operators. The National Institute for Occupational Safety and Health (NIOSH) has several recommendations for reducing these problems. H. Repetitive Motion Disorders Such disorders include carpal tunnel syndrome. Employees can reduce the issue if the pace of work is altered. I. Workplace Smoking The nature of the problem is serious for employees and employers. Smokers have significantly greater risk of occupational accidents and higher absenteeism rates than nonsmokers. Smokers increase the cost of health and fire insurance. 1. What You Can and Cannot Do It depends on the state in which you are located, whether or not your firm is unionized, and the details of the situation. A Michigan firm gave employees warning, offered smoking cessation programs, and then fired those who still smoked, even in the privacy of their own homes. 2. Wellness programs are part of a safety and health initiative that encourages employees to eat healthy and make good food choices. I. Violence at Work Violence against employees, including homicide and robbery, has become an enormous problem at work. 3. Who Is at Risk? Some jobs are more likely to encounter violence at work. Those that involve physical care of others, handling guns, etc are at more risk. 4. Heightened Security Measures Employers often improve external lighting; use drop safes to minimize cash on hand, and post signs noting that only a limited amount of cash is on hand; install silent alarms and surveillance cameras; increase the number of staff on duty; provide staff training in

conflict resolution and nonviolent response; close establishments during high-risk hours late at night and early in the morning; and issue weapons policy. 3. Improved Employee Screening of potentially explosive employees and applicants by instituting a rigorous pre-employment investigation is a line of defense. J. Workplace Violence Supervisory Training Training should supplement enhanced security and screening. It should include typical profiles, verbal threats, potential verbal threats, and several other topics. 1. Organizational Justice A related step is to create a workplace culture emphasizing mutual respect, justice, and civility. Of course, this is easier said than done. In general, management should emphasize by word and deed that it believes deeply in and demands civility. 2. Dealing with Angry Employees Effective methods include making eye contact; stopping what you are doing and giving your full attention; speaking in a calm voice and creating a relaxed environment; being open and honest; letting the person have his/her say; asking for specific examples of what the person is upset about; being careful to define the problem; asking openended questions and exploring all sides of the issue; and listening. 3. Dismissing Violent Employees Use caution when firing or disciplining potentially violent employees. Analyze and anticipate their behavior. Have a security guard or a violence expert present when the dismissal takes place. 4. Legal Issues in Reducing Workplace Violence Most states have policies that encourage the employment and rehabilitation of ex-offenders, thus limiting the use of criminal records in hiring decisions.