A6 ORGANISATIONAL FACTORS Flashcards
QUANTITATIVE
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QUALTITATIVE
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6.1 INTERNAL INFLUENCES ON H&S IN AN ORGANISATION
5 INFLUENCES
FINANCE - BUDJETS TRAINING AND MAINTENANCE
TRADE UNIONS - GOOD WORKING RELATIONSHIPS LEAD TO
1)BETTER CONTROL OF WORKPLACE RISKS
2) LOWER ACCIDENT RATES
3) POSITIVE CLIMATE/CULTURE
PRODUCTION GOALS - TIME PRESSURE TO MEET PRODUCTION & ORGANISATIONAL GOALS DEMANDS INCREASE ACCIDENT RATES & BONUSES MAY COMPROMISE SAFETY
EXTERNAL INFLUENCES ON H&S IN AN ORGANISATION
LEGISLATION - SETS THE MINIMIM STANDARD OF ACCEPTABLE BEHAVIOUR - ENFORCEMENT ACTION
PARLIAMENT/HSE - REGULATION/DEREGULATION & STRATEGIC DIRECTION OF HSE
ENFORCEMENT AGENCIES - HSE, LOCAL AUTHORITIES, AND OFFICE OF RAIL REGULATION. SUPPORT GOVENMENT STRATERGIES
COURT & TRIBUNALS - INTERPRET LEGISLATION AND SET LEGAL PRECEDENTS WHICH INFLUENCE H&S PRACTISE
CONTRACTS - EXERCISE REASONABLE CARE FOR THE EMPLOYEES PHYSICAL AND PSYCHOLOGICAL WELLBEING
CLIENT/CONTRACTOR RELATIONSHIP C.D.M - SUPPLY CHAIN PRESSURES TO PERFORM TO HIGH STANDARDS OF H&S
PUBLIC OPINION - WORKFORCE AND CUSTOMER BASE - ACCIDENTS HAVE A NEGATICE IMPACT ON PUBLIC OPINION. THINK THE 3 P’S PITTY, PRAISE, AND PROMISE TO PUT IT RIGHT
INSURANCE COMPANIES - TAKE AN ACTIVE INTEREST IN RISK MANAGEMENT, INFLUCENCE ORGANISATIONAL BEHAVIOUR THROUGH TRAINING AND CONSULTANCY SUPPORT AND SETTING CONDITIONS FOR EMPLOYERS LIABILITY INSURANCE
TRADE UNIONS -LOBBYING GOVENMENT, RESEARCH AND TRAINING, SUPPORT MEMBERS
6.2 TYPES OF ORGANISATIONS
WHAT IS SYSTEMS THEORY
THE STUDY OF SELF-REGULATING SYSTEMS
BASICALLY DO WHAT YOU SAID YOU WERE GOING TO DO
6.2 ORGANISATIONAL STRUCTURES AND FUNCTIONS - INCLUDING FORMAL AND INFORMAL, LARGE OR SMALL, ORGANISATION CHARTS, ROLE OF MANAGEMENT
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6.2 POTENTIAL CONFLICT BETWEEN ORGANISATIONAL GOALS AND THOSE OF THE INDIVIDUAL
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6.2 THE INTERGRATION OF THE GOALS OF THE ORGANISATION WITH THE NEEDS OF THE INDIVIDUAL -AUTHORITY RESPONSIBILITY, ACCOUNTABILITY
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6.3 THIRD PARTY CONTROL
THIRD PARTIES; CONTRACTOS, VISITORS, TRESPASSERS AND MEMEBERS OF THE PUBLIC
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6.3 CRIMINAL LAE DUTIES OWED TO THIRD PARTIES UNDER THE HEALTH AND SAFETY AT WORK ETC ACT 1974 AND THE MANAGEMENT OF HEALTH AND SAFETY AT WORK REGULATIONS
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6.3 INTERNAL RULES AND PROCEDURES CONCERNED WITH THE SELECTION, APPOINTMENT AND CONTROL OF CONTRACTORS
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6.3 RESPONSIBILITIES FOR CONTROL OF RISK ASSOSICATED WITH CONTRACTORS AND VISITOS
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6.3 REQUIREMENTS TO PROVIDE INFORMATION RELATING TO HAZARDS/RISKS TO THIRD PARTIES
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6.4 CONSULATION WITH EMPLOYEES
THE ROLE AND BENEFITS OF CONSULTATION WITHIN THE WORKPLACE
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- 4 FORMAL CONSULTATION:
- 4 -FUNCTIONS AND RIGHTS OF REPRESENTATIVES ON HEALTH AND SAFETY (TRADE UNION APPOINTED ELECTED)
- FUNCTIONS OF A SAFETY COMMITTE
- FORMAL CONSULTATION DIRECTLY WITH EMPLOYEES
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- 4 INFORMAL CONSULATION
- DISCUSSION GROUPS, SAFETY CIRCLES, DEPARTMENTAL MEETINGS, EMPLOYEE DUSCYSSION
- BEHAVIOURAL ASPECTS ASSOCIAED WITH CONSULTATION - PEER GROUP PRESSURES, DANGER OF TOKENISM, POTENTIAL AREAS OF CONFLICT.
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6.5 DEVELOPMENT OF A HEALTH AND SAFETY MANAGEMENT INFORMATION SYSTEM - THE RELEVANT LEGAL REQUIREMENTS AND THE DATA IT SHOULD CONTAIN
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6.5 THE DEVELOPMENT OF A HEALTH AND SAFETY MANAGEMENT INFORMATION SYSTEM WITHING THE WORKPLACE
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6.5 TYPES OF DATA WITHIN A HEALTH AND SAFETY MANAGEMENT INFORMATION SYSTEM: EG, LOSS EVENT DATA, COST DATA, SUPPLIERS DATA, RESULTS OD AUDITS/INSPECTIONS
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- 5 LEGAL REQUIREMENTS AND PRACTICAL ARRANGEMENTS FOR PROVIDING HEALTH AND SAFETY INFORMATION:
- INTERNALLY TO EMPLOYEES, TEMPORARY WORKERS, CONTRACOTS, ETC
- EXTERNALLY TO CUSTOMERS SUPPLIERS ENFORCEMENT AUTHORITIES, EMPLOYMENT AGENCIES, MEMEBERS OF THE PUBLIC AND OTHERS
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6.6 HEALTH AND SAFETY CULTURE AND CLIMATE
MEANING OF HEALTH AND SAFETY CULTURE AND CLIMATE
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6.6 IMPACT OF ORGANISATIONAL CULTURAL FACTORS AND ASSOCIATED VALUES ON INDIVIDUAL BEHAVIOUR
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6.6 INDICATORS OF CULTURE
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6.6 CORRELATION BETWEEN HEALTH AND SAFETY CULTURE/CLIMATE AND HEALTH AND SAFETY PERFORMANCE
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6.6 MEASUREMENT OF THE CULTURE AND CLIMATE, EG SAFETY CLIMATE ASSESSMENT TOOLS, PERCEPTION SURVEYS, FINDINGS OF ACCIDENT/INCIDENT INVESTIGATIONS, EFFECTIVENESS OF COMMUNICATION, EVIDENCE OF COMMITEMENT BY PERSONNEL AT ALL LEVELS IN THE ORGANISATION
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6.7 FACTORS THAT MAY PROMOTE A POSITIVE HEALTH AND SAFETY CULTURE (EG, MANAGEMENT COMMITMENT AND LEADERSHIP, HIGH BUSINESS PROFILE TO HEALTH AND SAFETY, PROVISION OF INFORMATION, INVOLVEMENT AND CONSULTATION, TRAINING, PROMOTION OF OWNERSHIP, SETTING AND MEETING TARGETS )
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6.7 FACTORS THAT MAY PROMOTE A NEGATIVE HEALTH AND SAFETY CULTURE (EG ORGANISATINAL CHANGE, LACK OF CONFIDENCE IN ORGANISATION OBJECTIVES AND METHODS, UNCERTAINTY, MANAGEMENT DECISIONS THAT PREJUDUCE MUTUAL TRSYT OR LEAD TO MIXED SIGNALS REGARDING COMMITMENT
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6.7 EFFECTING CULTURAL CHANGE PLANNING AND COMMUNICATION, STRONG LEADERSHIP, THE NEED FOR A GRADUALIST (STEP BY STEP) APPROACH, DIRECT AND INDIRECT ACTION TO PROMOTE CHANGE (INCLDUING CULTURAL DIVIDENTS FROM RISK ASSESSMENT) STRONG EMPLOYEE ENGAGEMENT, OWENERSHIP AT ALL LEVELS, TRAINING AND PERFORMANCE MEASUREMENTS, IMPORTANCE OF FEEDBACK
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6.7 PROBLEMS AND PITFALLS (EG ATTEMPTS TO CHANGE CULTURE TOO RAPIDLY, ADOPTING TOO BROAD AN APPROACH, ABSENCE OF TRUST IN COMMUNICATIOS, RESISTANCE TO CHANGE
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Why may H&S not be seen as a priority by the management of an organisation?
Competes with other priorities such as production of goods and services which is the basic rationale of an organisation. May be seen as an unproductive cost.
Internal Sources of info on H&S From
Internal Sources of info on H&S From
- accident and medical records
- company doctors
- RAs & maintenance reports
- JIs with safety reps, audits, surveys, sampling, tours & safety comm minutes
External Sources of info from
External Sources of info from
- national legislations
- MSDS and manuals
- CoP & Guidance notes
- National / int standards, journals & magz
- trade associations & local safety groups
Demonstrating Top Management Commitment
- Ensuring availability of resources
- Defining roles and responsibilities
- Appointing a member of top mgmt with specific responsibility for H&S
- Appointing competent person
- Reviewing performance at board level
(In summary People, Time & Money)
Definition of Culture (re H&S)
“The safety culture of an organisation is the shared attitudes, values, beliefs and behaviours relating to health and safety”
Correlation between Culture and Performance
Strong link between safety culture and H&S performance. Organisations with positive culture tend to have a good performance
Positive Culture indicators
Workers thing H&S important
Mgrs think about H&S implications of their decisions
Everyone works safely because they want to
People who do not share this view are in the minority
Clear link between safety culture and H&S performance
People work safely, therefore fewer accidents and less ill-health
Organisations strive to create a strong, positive safety culture because when there is one, it has a direct influence on worker behaviour
Negative Culture indicators
Workers think H&S unimportant
Mgrs do not consider H&S in their decisions
Other priorities dictate their actions
Workers behave unsafely, often because they do not know any better
Safety-conscious workers are in the minority
Lack of attention to H&S by the organisation
Low standards, poor behaviours and accidents may occur
Indicators used to Assess Culture
Accidents - comparisons with previous years & similar organisations, standard of any investigations and effort put in to prevent recurrence
Sickness Rates - a lot of ill-health is caused, or made worse, by work. Sickness rates can be used in the same way that accident rates are
Absenteeism - high level indicates workers are either not able, or not willing, to come to work
Staff turnover - Low staff turnover may indicate a good safety culture, while high staff turnover may indicate the opposite
Compliance with Safety Rules - in a positive safety culture workers wan to work safely. In a negative culture, workers break the rules because they are not well trained and there is poor supervision
Complaints About Working Conditions - an organisation with positive culture will encourage complaints, but few serious ones will be made, negative culture discourages complaints but many will be legitimate and serious
Influence of Peers
- interaction
- influence
- hierarchy
- norms
- peer group pressure
