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    Organizational Behavior and Workplace Safety: Changing Safety Culture

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    Mebrahtu Berhe
    This document discusses organizational behavior and its influence on workplace safety. It defines organizational culture and safety culture, and describes how to change organizational culture. Some key points: - Organizational culture consists of shared attitudes, values and behaviors in an organization. Safety culture focuses on prioritizing safety. - Resistance to change can occur at individual and group levels and must be addressed. Techniques to reduce resistance include education, participation, and rewarding constructive behaviors. - Successful culture change requires a strong leader with a clear vision, communicating that vision, developing new practices, and consistency in procedures and rewards.

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    Organizational Behavior and Workplace Safety: Changing Safety Culture

    Uploaded by

    Mebrahtu Berhe
    120 views42 pages
    This document discusses organizational behavior and its influence on workplace safety. It defines organizational culture and safety culture, and describes how to change organizational culture. Some key points: - Organizational culture consists of shared attitudes, values and behaviors in an organization. Safety culture focuses on prioritizing safety. - Resistance to change can occur at individual and group levels and must be addressed. Techniques to reduce resistance include education, participation, and rewarding constructive behaviors. - Successful culture change requires a strong leader with a clear vision, communicating that vision, developing new practices, and consistency in procedures and rewards.

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    This document discusses organizational behavior and its influence on workplace safety. It defines organizational culture and safety culture, and describes how to change organizational culture. Some key points: - Organizational culture consists of shared attitudes, values and behaviors in an organization. Safety culture focuses on prioritizing safety. - Resistance to change can occur at individual and group levels and must be addressed. Techniques to reduce resistance include education, participation, and rewarding constructive behaviors. - Successful culture change requires a strong leader with a clear vision, communicating that vision, developing new practices, and consistency in procedures and rewards.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    120 views42 pages

    Organizational Behavior and Workplace Safety: Changing Safety Culture

    Uploaded by

    Mebrahtu Berhe
    This document discusses organizational behavior and its influence on workplace safety. It defines organizational culture and safety culture, and describes how to change organizational culture. Some key points: - Organizational culture consists of shared attitudes, values and behaviors in an organization. Safety culture focuses on prioritizing safety. - Resistance to change can occur at individual and group levels and must be addressed. Techniques to reduce resistance include education, participation, and rewarding constructive behaviors. - Successful culture change requires a strong leader with a clear vision, communicating that vision, developing new practices, and consistency in procedures and rewards.

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    of 42

    Organizational Behavior and Workplace Safety: Changing Safety Culture

    Sue Ann Sarpy, Ph.D. April 14, 2008

    Learning Objectives
    Discuss organizational behavior and its influence on workplace safety Define organizational culture and distinguish between safety culture and safety climate Describe organizational change including resistance to change and techniques for reducing resistance to change Review guidelines for executing a successful organizational culture change Participate in case-study exercise examining safety culture change

    What is Organizational Behavior?

    Psychology Sociology

    The Study of Organizational Behavior


    Anthropology Political Science Social Psychology

    Major Goals of Organizational Behavior

    Prediction Explanation

    Control

    Why is Organizational Behavior Important?

    The Hawthorne Studies

    Study of the Hawthorne Works of the Western Electric Company Conducted with researchers from Harvard University Examined relationship between lighting and productivity

    Intervention
    Experimental Group - light was systematically altered Control Group

    Actual Versus Expected Results for the Experiment and Control Groups
    High Experimental Group (Actual) Control Group (Actual) Experimental Group (Expected)

    Productivity

    Control Group (Expected)

    Low
    High Low

    Amount of Light

    Hawthorne Effect
    Hawthorne Effect: performance improved regardless of working conditions Why did the results occur? Why is this important to the study of behavior in the workplace (e.g., safety behavior)? www.library.hbs.edu/hc/hawthorne/

    Reciprocal Model of Safety


    Person
    Knowledge, skills, abilities, Motives, Perceptions, Attitudes

    Environment
    Equipment, Tools, Machines, Heat/Cold, Engineering

    Context

    Behavior
    Complying, Coaching, Recognizing, Communicating, Donning PPE

    What is Organizational Culture?

    Organizational Culture
    a cognitive framework consisting of attitudes, values, behavioral norms and expectations shared by organizational members a system of shared meaning relatively stable and exerts strong influence

    Company Founders

    Formation of Culture

    Experience with External Environment

    Internal Interaction

    Stories

    Rituals

    Learning About Organizational Culture


    Language Material Symbols

    Why is Organizational Culture Important?

    Cultures Role in Organizations

    Sense of Identity

    Commitment Standards of to the Behavior Mission

    Organizational Performance

    Effects of Organizational Culture

    Length of Employment Person/ Organization Fit

    Culture versus Climate

    Organizational Climate versus Organizational Culture


    Climate: shared perceptions of objective characteristics by organizational members
    tell us what happens in an organization

    Culture: values, customs, and beliefs of an organization


    tells us why things happen in a certain way in an organization

    Culture, Climate, and Behavior


    Culture
    Assumptions about human nature Assumptions about how the world works Assumptions about the role of work in life

    Climate
    Practices

    Behavioral Connection

    Procedures

    Safe Behavior

    Rewarded Behaviors

    (Culture)

    (Climate)

    (Behavior)

    Safety Climate
    Perceived relevance of safety to job behavior
    Safety training programs: taken seriously by
    employees and are viewed as important prerequisites for successful job performance Safety and work pace: higher work pace is viewed as potentially hazardous Level of risk: risk perception at the workplace

    Safety Climate
    Perceived management attitude toward safety behavior Safety committee: accorded high status Safety officer: accorded high status Safety behavior: used in promotional
    decisions and has a positive impact on social status

    Positive Safety Culture


    Internally not externally driven Proactive rather than Reactive Integration of safety into all workplace practices Employees well-being is given priority over production Openness in communication (i.e. responsible learning) Causes for incidents and opportunities for improvements sought as interaction of many causal factors

    Can Organizational Culture be Changed?

    Dramatic Crisis

    Leadership Turnover

    Changing Organizational Culture


    Mergers and Acquisitions Planned Organizational Change

    Change Models

    Organizational Change

    Unfreezing

    Changing

    Refreezing

    Lewins Three-Step Process

    Resistance to Change
    Individual Level Habits Fear of the Unknown Security Economic Factors Selective Information Processing

    Resistance to Change
    Group/Organizational Level Group inertia Structural inertia Threat to existing relationships Threat to existing allocations Threat to expertise Prior unsuccessful change efforts

    How do we Reduce Resistance?

    Self-initiated (+) vs. Imposed (-) change


    Self
    Psychological ownership of the organization Organization

    Evolutionary (+) vs. Revolutionary (-) change

    Individuals disposition toward change of organization

    Additive (+) vs. Subtractive (-) change

    SOURCE: From Psychological Ownership in Organizations: Conditions Under Which Individuals Promote and Resist Change by K.T. Dirks, L.L.Cummings and J.L.Pierce, 1996, Change in Research in Organizational Change and Development, Vol. 9 (pp. 1-24), edited by R..W. Woodman and W.A. 1Pasmore, Greenwich, CT: JAI Press.

    Techniques for Reducing Resistance


    Education and Communication Participation and Involvement Building Support and Commitment Reward Constructive Behaviors Selecting People who Accept Change Manipulation and Coercion

    What are the Steps to Creating a Winning Culture?

    Creating and Sustaining a Winning Culture


    1. Perform a culture audit and set up new expectations 2. Align the team 3. Focus on results and build accountability 4. Manage the drivers of culture 5. Communicate and celebrate

    A1

    Elements of Successful Organizational Culture Change


    Strong Leader Clear Vision of What Needs to be Done Communicate the Vision Development of New Work Practices Organization that is Open to Learn Consistency in Practices, Procedures and Reward Behaviors: institutionalize new approaches

    Slide 36 A1
    Administrator, 4/14/2008

    Guidelines for Creating Positive Safety Culture


    Make employees believe in safety: Start at the top
    Strong leader Commitment from management Feedback to employees

    Communicate safety clearly and effectively: Send signals that safety matters
    Avoid routine safety violations Get employees involved

    Guidelines for Creating Positive Safety Culture (cont.)


    Encourage discussion and documentation
    Good information flow (open discussions of safety-related issues) Reporting systems

    Search for solutions


    Examine safety at all levels Promote different methods Establish cross-level safety committee

    Guidelines for Creating Positive Safety Culture (cont.)


    Prepare through training
    Promote safe behaviors and attitudes Endorse importance of safety for effective onthe-job behavior

    Visibly reward safety acts and positive changes


    Behavior-based evaluation and reward system Establish budget for safety

    Workplace Safety at ALCOA: A Case Study

    Questions

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