Safety and Health

Managing Human Resources

Bohlander • Snell 14th edition

© 2007 Thomson/South-Western. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
 Objectives
After studying this chapter, you should be able to:
1. Summarize the general provisions of the
Occupational Safety and Health Act (OSHA).
2. Describe what management can do to create a safe
work environment.
3. Identify the measures that should be taken to
control and eliminate health hazards.
4. Describe the organizational services and programs
for building better health.
5. Explain the role of employee assistance programs
in HRM.
6. Indicate methods for coping with stress.
© 2007 Thomson/South-Western. All rights reserved. 12–2
 Safety and Health: It’s the Law
In 2002 there were 5.5 million injuries/illnesses among
private-sector firms.
Back problems cost employers $50 billion yearly in
workers’ compensation costs and $50 billion in indirect
costs In 2002, more than 340,000 OSHA calls involved
injuries to the back.
In 2003, there were 609 private-sector work-related
homicides.
In any year, approximately 75 million working days are
lost because of on-the-job injuries.
In 2003, 5,559 employees died from work accidents.

© 2007 Thomson/South-Western. All rights reserved. 12–3

 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

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 Provisions of OSHA
• OSHA Standards
 Apply to general industry, maritime, construction, and
agriculture
 Cover the workplace, machinery and equipment,
material, power sources, processing, protective
clothing, first aid, and administrative requirements.
• Enforcement of the Act
 The Secretary of Labor is authorized by the Act to
conduct workplace inspections, to issue citations, and
to impose penalties on employers.
 Inspections are conducted by the Occupational Safety
and Health Administration of the Department of Labor.

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 Enforcing OSHA Standards
• Workplace inspections
• Citations and penalties
• On-site consultations
• Voluntary protection programs
• Training and education

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 OSHA’s System of Inspection Priorities

First
Inspection of imminent danger situations
Level

Investigation of catastrophes, fatalities, and

Second
accidents that result in hospitalization of five or
Level more employees

Investigation of valid employee complaints of

Third
alleged violations of standards or of unsafe or
Level unhealthful working conditions

Special-emphasis inspections aimed at specific

Fourth high-hazard industries, occupations, or
Level substances that are injurious to health

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 Citations and Penalties
A violation that has a direct relationship to job safety
Other-Than- and health, but one unlikely to cause death or serious
Serious physical harm. OSHA may propose a penalty of up to
$7,000 for each violation.

A violation where there is substantial probability that

death or serious physical harm could result and the
Serious employer knew, or should have known, of the hazard.
OSHA may propose a mandatory penalty of up to
$7,000 for each violation.

A violation that the employer intentionally and

knowingly commits, or a violation that the employer
Willful
commits with plain indifference to the law. OSHA may
propose penalties of up to $70,000 for each violation.

© 2007 Thomson/South-Western. All rights reserved. 12–8

 Voluntary Protection Programs (VPPs)
• Programs that encourage employers to go
beyond the minimum requirements of OSHA.
 Star, Merit, and Demonstration programs
 Purpose of VPPs:
 Recognize outstanding achievement of those who have
successfully incorporated comprehensive safety and
health programs into their total management system.
 Motivate others to achieve excellent safety and health
results in the same outstanding way.
 Establish a relationship among employers, employees,
and OSHA that is based on cooperation rather than
coercion.

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 Employer Responsibilities under OSHA
• Provide hazard-free workplace. • Warn employees of potential
hazards.
• Be familiar with mandatory
OSHA standards. • Establish operating procedures
to protect employee safety &
• Inform all employees about
health, and communicate them.
OSHA.
• Provide medical examinations
• Examine workplace conditions
where required by OSHA
for conformity to applicable
standards.
standards.
• Provide training required by
• Minimize or reduce hazards.
OSHA standards.
• Provide safe tools and
equipment.

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 Employer Responsibilities under OSHA
(cont’d)
• Report major accidents and all • Cooperate with OSHA
job-caused deaths to nearest compliance officer for
OSHA office. inspections.
• Keep OSHA-required records • Do not discriminate against
of work-related injuries and employees who properly
illnesses. exercise their rights under the
Act.
• Post OSHA poster.
• Post OSHA citations at or near
• Provide employee access to
the worksite involved.
Log (OSHA Form 300)
• Abate cited violations within the
• Provide employee access to
prescribed period.
employee medical/exposure
records.

© 2007 Thomson/South-Western. All rights reserved. 12–11

 Employee Responsibilities under OSHA

• Read the OSHA poster at the • Report any job-related injury or

jobsite. illness to the employer, and
seek treatment promptly.
• Comply with all applicable
OSHA standards. • Cooperate with OSHA
compliance officer on
• Follow all employer safety and
inspections.
health rules and regulations.
• Exercise employee rights under
• Wear or use prescribed
the Act in a responsible
protective equipment at work.
manner.
• Report hazardous conditions to
the supervisor.

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 Computing the Incidence Rate
• The following equation computes the incidence
rate, where 200,000 equals the base for 100 full-
time workers who work forty hours a week, fifty
weeks a year:

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 Hazardous Materials Regulation
• Right-to-Know Laws
 Laws that require employers to advise employees
about the hazardous chemicals they handle.
• Hazard Communication Standard (HCS)
 OSHA-published hazardous chemical regulations
known as the HCS prescribes a system for
communicating data on health risks of handling
certain materials.
• Material Safety Data Sheets (MSDSs)
 Documents that contain vital information about
hazardous substances.

© 2007 Thomson/South-Western. All rights reserved. 12–14

 Creating a Safe Work Environment

Safety Motivation Safety Awareness

and Knowledge Programs

Elements in Creating a Safe

Work Environment

Accident
Enforcement of
Investigations
Safety Rules
and Records

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 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. 12–16

 Highlights in HRM 3

Organizations Providing Safety Awareness and

Training Materials
National Safety Council
Occupational Safety and Health Administration
American Society of Safety Engineers
American Industrial Hygiene Association
Canadian Society of Safety Engineering
American Conference of Governmental Industrial Hygienists
American Association of Occupational Health Nurses
American College of Occupational and Environmental Medicine
Risk and Insurance Management Society
British Occupational Hygiene Society
Drug & Alcohol Testing Industry Association
Emergency Nurses Association
International Association of Fire Chiefs
National Hearing Conservation Association
Society of Human Resource Management

© 2007 Thomson/South-Western. All rights reserved. 12–17

 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

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 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.

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 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.

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 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.

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 Highlights in HRM 4

Job Safety and

Health Protection
Poster

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 Health Hazards and Issues

Proliferating Video Display

Chemicals Terminals

Cumulative Trauma
Indoor Air Quality AIDS Disorders

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 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.

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 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. 12–25
 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.

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 Figure 12–2 Key Elements for a Successful Ergonomics Program

• Provide notice and training for employees.

• Conduct pre-injury hazard assessment.
• Involve employees.
• File injury reports.
• Plan and execute.
• Evaluate and assess the ergonomics program.

© 2007 Thomson/South-Western. All rights reserved. 12–27

 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

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 Figure 12–3 Violence Indicators: Know the Warning Signs

• Direct or veiled threatening statements

• 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
• Fascination with stories of violence
• Reckless or antisocial behavior; evidence of prior assaultive behavior
• Aggressive behavior or intimidating statements
• Written messages of violent intent; exaggerated perceptions of
injustice
• Serious stress in personal life
• Obsessive desire to harm a specific group or person
• 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. 12–29
 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

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 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

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 Figure 12–4 Calming an Angry Employee

• Strive to save the employee’s dignity during an angry confrontation. Don’t

attack a person’s rash statements or continue a muddled line of thinking.
• 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.
• Recognize the employee’s legitimate concerns or feelings. Agree that the
employee has a valid point and that you will work to correct the problem.
• If the employee is very emotional or if the engagement seems out of control,
schedule a delayed meeting so people can calm down.
• Keep the discussion as objective as possible. Focus on the problem at hand,
not the personalities of individuals. A cornerstone of conflict resolution is to
“attack the problem, not the personality.”
• If the employee appears overly aggressive, withdraw immediately and seek
professional help before any further discussion with the employee.
• If your efforts fail to calm the employee, report the incident to your manager,
security, or human resource personnel.
Source: Adapted from professional literature on crisis management and seminars attended by the authors.
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 Building Better Health

Alternative
Wellness Programs
Approaches

Health Services Focus on Nutrition

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 Employee Assistance Programs

Alcoholism
Emotional Abuse of Illegal
Problems Drugs

Personal Abuse of
Crises Legal Drugs

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 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. 12–35

 Abuse of Illegal Drugs

• The Drug-Free Workplace Act of

1988
 Requires federal contractors and
recipients of federal grants to ensure
a drug-free work environment.
 Department of Defense (DOD) and
Department of Transportation (DOT)
specify that employers entering into
contracts with them certify their
intention to maintain a drug-free
workplace.
 Required drug testing for specific
positions

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 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.

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 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.

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 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

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 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.

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 Key Terms
• alarm reaction • eustress
• burnout • Material Safety Data
• cumulative trauma Sheets (MSDSs)
disorders • recordable case
• depression • right-to-know laws
• distress • stress

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