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HROB 3030 > Final Exam > Flashcards

Final Exam Flashcards

1
Q

Define: Instructional Systems Design Model of Training (ISD)

A

A general model of the training process that incorporates needs analysis, training design and delivery, and training evaluation and that notes the interdependencies among the three major components of the training process

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2
Q

Define: Needs Analysis

A

The initial stage of the training development process, intended to identify employee and organizational deficiencies that can be addressed with training and to recognize potential obstacles to the success of a training program

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3
Q

Define: Organizational Analysis

A

An analysis of the entire organization designed to examine its resources, strategy, and environment in order to assess the organization’s support for training.

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4
Q

Define: Safety Climate

A

Employees’ shared perceptions of the importance of safety in the workplace

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5
Q

Define: Job/Task Analysis

A

A component of the training needs analysis process during which the jobs and specific job tasks that are in need of training are identified and studied

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6
Q

Define: Person Analysis

A

A component of the training needs analysis process during which individual employees’ behaviour is studied to identify gaps in performance

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7
Q

Define: Training Objectives

A

Statements regarding the knowledge, skills, and behavioural changes that trainees should acquire in the training program

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8
Q

Define: Train the Trainer

A

Programs designed to offer subject-matter experts in various content areas skills in program delivery and communication

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9
Q

Define: WHMIS

A

Workplace Hazardous Materials Information System; a legislated training program in the handling of potentially hazardous chemicals in the workplace that ensures Canadian workers recognize hazardous materials and are knowledgeable in emergency procedures following a chemical spill

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10
Q

Define: Training Evaluation

A

A component of the ISD training model designed to assess the value-added for individuals and organizations following the implementation of a training program

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11
Q

Define: Close Call

A

A series of events that could have led to a safety incident by did not

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12
Q

Define: Safety Behaviours

A

Behaviours leading to safe performance of a particular job

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13
Q

Define: Safety Compliance

A

The extent to which employees follow safety rules and procedures

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14
Q

Define: Safety Participation

A

The extent to which employees go beyond compliance and engage proactively and voluntarily to actively improve safety

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15
Q

Define: Safety Motivation

A

An individual’s willingness to exert effort to enact safety behaviour and the valence associated with those behaviours

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16
Q

Define: Amotivation

A

Complete lack of motivation

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17
Q

Define: Intrinsic Motivaiton

A

Motivation based on one’s interest and enjoyment

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18
Q

Define: Extrinsic Motivation

A

Motivation rooted in instrumental reasons for acting

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19
Q

Define: Autonomous Motivation

A

Self-directed motivation reflecting an individual’s free will

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20
Q

Define: Controlled Motivation

A

Motivation based in response to pressure

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21
Q

Define: Safety Leadership

A

Organizational leadership that is actively focused on an promotes occupational health and safety

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22
Q

Define: Active Transactional Leadership

A

A form of leadership based on the foundation that leaders actively communicate to followers the tasks that are required to meet expectations

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23
Q

Define: Contingent Reward

A

A form of active transactional leadership in which leaders reward employees who meet their communicated expectations

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24
Q

Define: Management by Exception (Active)

A

A form of active transactional leadership in which leaders monitor work

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25
Q

Define: Transformational Leadership

A

Highly effective approach to leadership that emphasizes employee well-being and is characterized by idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration

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26
Q

Define: Occupational Health & Safety Management System (OHSMS)

A

Reflects an interactive collection of strategic organizational approaches and programs focused on identifying, achieving, and maintaining desired occupational health and safety targets

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27
Q

List and explain the 3 types of interventions for health and safety management

A
  1. Engineering Interventions: Changing physical environment and reducing exposure to hazards
  2. Administrative Interventions: Modifying work procedures, policies, and exposure in work environment
  3. Behavioural Interventions: Changing employee attitudes, knowledge and behaviour to ensure safety performance (work safely)
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28
Q

True or False: Safety Performance = Ability x Motivation x Opportunity

A

True

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29
Q

Who typically does not receive adequate safety training in Canada?

A
  • Less educate
  • Low-wage earners
  • Young workers
  • Non-union members
  • Short-term contract employees
  • Subcontractors
  • Women
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30
Q

What three roles does training play in regards to workers rights?

A
  1. Awareness of worker’s rights
  2. Recognition of workplace hazards
  3. Management and prevention of workplace hazards
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31
Q

What are the 3 parts of the ISD model?

A
  1. Needs Analysis
  2. Training Design & Delivery
  3. Training Evaluation
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32
Q

What 3 levels should a needs analysis be performed on?

A

Organizational, Job/Task, and Person

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33
Q

List the 4 levels/measures of training evaluation for effectiveness.

A
  1. Trainee’s reactions to the training
  2. The learning that took place as a result of the training
  3. The degree to which behaviour changed as new knowledge and skills were applied following the training
  4. The degree to which the organization improved its results based on the training that took place
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34
Q

Define: Reinforcement Theory

A

Changing the consequence of the behaviour - Instituting positive, immediate and certain consequences for safe work procedure

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35
Q

Define: Goal Setting Theory

A

Changing the antecedent of a behaviour by setting specific goals

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36
Q

Define: Self-Determination Theory

A

Reflects multiple dimensions of motivation: intrinsic vs extrinsic motivation

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37
Q

What principle is Behaviour Based Safety based on?

A

Observe and correct unsafe behaviour on the spot

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38
Q

List the basic elements of behaviour based safety programs.

A
  • Identifying observable behaviours that affect safety
  • Outlining precise measurement of the identified behaviours
  • Providing feedback
  • Highlighting the consequences to motivate employees
  • Rewarding safe performance of targeted behaviour
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39
Q

What are the 3 significant implementation issues of behaviour based safety programs?

A
  1. Resistance from the workforce
  2. Poorly defined unsafe behaviours
  3. Poor documentation of accidents and near-miss injuries
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40
Q

What are the two styles of active leadership important to OHS?

A

Transactional and Transformational Leadership

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41
Q

List the 10 basic elements of OH&S Management Systems (OHSMS)

A
  1. Management commitment & resources
  2. Employee participation
  3. Safety goals and objectives
  4. Policies, manuals, procedures
  5. Training system
  6. Hazard control, prevention, and corrective action systems
  7. Communication
  8. Continual improvement
  9. Integration
  10. Management review
42
Q

Define: Emergency

A

A sudden, generally unexpected occurrence or set of circumstances demanding immediate action

43
Q

Define: Fire

A

A chemical process in which fuel, oxygen, and heat are combined

44
Q

Define: Incipient Stage

A

A source of ignition and fuel come together

45
Q

Define: Smouldering Stage

A

Fuel, oxygen, and heat are present and are causing the heat to rise through limited chain reaction

46
Q

Define: Free-burning Stage

A

The stage at which flames first appear

47
Q

Define: Uncontrolled Fire Stage

A

Fire is out of control and major property damage is underway

48
Q

Define: Reactive Materials

A

Cause a violent, explosive reaction when they come in contact with another material, such as acetylene with water, or bleach with chlorinated cleaner

49
Q

Define: Critical Incident Stress Debriefing (CISD)

A

A post-trauma intervention focused on providing victims with an opportunity to discuss their experiences and reactions to a traumatic event

50
Q

True or False: An emergency can be natural or man-made

A

True

51
Q

True or False: The probability of an emergency happening is low, but the severity of potential harm is extremely high

A

True

52
Q

What are the 3 dependences of organizations specific emergency plans?

A
  1. The potential risk of serious incidents and emergencies at an organization
  2. The size of organzation
  3. The legal requirements in particular jurisdiction
53
Q

What are the 4 cornerstones of an emergency plan?

A

Prevention, Preparedness, Response, Recovery

54
Q

Identify the 6 steps to emergency planning.

A
  1. Establish the planning team
  2. Assess the risks and company capabilities
  3. Develop the emergency response plan
  4. Implement the plan
  5. Test the plan
  6. Improve the plan continuously
55
Q

What key characteristics should all classified incidents include.

A

Location, Process Involved, Type of Incident, Possible Causes

56
Q

Define: RAC Program

A

A hazard recognition assessment and control program; a key element in most health and safety programs

57
Q

Define: Walkthrough

A

Inspection of the incident scene to get a picture of the total environment

58
Q

Define: Re-Enactment

A

A simulation designed to recreate the circumstances leading up to an incident

59
Q

Define: Domino Theory

A

The theory that every incident results from a series of events

60
Q

Define: Normal Incidents

A

The theory that incidents are expected outcomes of interactive complexities

61
Q

Define: High-Reliability Organizations

A

Organizations in hazardous industries that maintain an excellent safety record over time

62
Q

Define: Cognitive Failure

A

A mistake or failure in the performance of an action that an individual is normally capable of performing

63
Q

True or False: The prime objective of incident investigation is prevention

A

True

64
Q

List the 8 steps in incident investigation

A
  1. Plan & Prepare
  2. Emergency Response
  3. Secure the Scene
  4. Gather Evidence
  5. Analyze the Information
  6. Report the Results
  7. Make Recommendations
  8. Follow-up
65
Q

What are the 5 important factors to focus on during incident investigation?

A

People, Equipment, Material, Environment, Process

66
Q

List the 4 essential factors for effective reporting in incident investigation.

A
  1. Outline all events contributing to the incident in sequential order
  2. Point of deficiencies or breakdowns in the system as they occur
  3. Summarize deficiencies
  4. Link all recommendations to deficiencies
67
Q

Define: Duty to Accomodate

A

Legislated responsibility of employers to accommodate workers who are attempting to return to work following an injury or illness via changes in job tasks and/or the work environment to enable workers with a temporary or permanent disability to perform work productively.

68
Q

Define: Undue Hardship

A

Aspect of human rights legislation that means that employers must accommodate the needs of a disabled worker unless the necessary modifications would lead to health and safety difficulties or present unsustainable economic or efficiency costs

69
Q

Define: Disability Management

A

Proactive employer practices with the goals of preventing or reducing workplace disability, intervening early in the face of risk or injury, and providing coordinated management and rehabilitation functions to promote workers’ recovery and safe and timely return to work

70
Q

Define: Systems Approach

A

An approach to disability management that emphasizes the work and organizational context

71
Q

Define: Return to Work Coordinator

A

Person who is responsible for return to work case management

72
Q

Define: Return to Work Plan

A

A collaboratively developed individualized plan that identifies an injured or ill worker’s return to work goals

73
Q

Define: Workplace Accomodation

A

Modifications to the arrangement of work that promotes early and safe return to work for injured, ill, or disabled workers

74
Q

Define: Light-Duty Work

A

Workplace accommodation where workers return to a job that is less demanding than their previous job

75
Q

Define: Gradual Work Exposure

A

A type of light-duty accommodation where job demands slowly increase until the workers are performing their full requirement of their pre-injury jobs

76
Q

Define: Work Trials

A

A form of accommodation where workers return to work on a trial basis

77
Q

Define: Supported & Sheltered Work

A

Modified work arrangments designed to help those with permanent disabilities who have either not been successful in competitive work environments or require substantial support to return to work

78
Q

Define: Physical Demands Analysis (PDA)

A

A standardized evaluation of the physical and cognitive demands of a job completed by a person familiar with the job

79
Q

Define: Functional Ability Assessment

A

A standardized assessment of an injured or ill worker’s ability to perform job tasks that is completed by a member of the health care team treating the injured worker

80
Q

Define: Work-Family Conflict

A

A type of inter-role conflict in which the role pressures experienced in the work and family domains are incompatible

81
Q

Define: Flexible Work Arrangements (FWAs)

A

Family-friendly policies that involve modifications to the traditional work scheudle

82
Q

Define: Compressed Work Week

A

Flexible work arrangement in which employees work full-time hours in fewer days per week

83
Q

Define: Job Sharing

A

Flexible work arrangement in which two employees share the responsibilities of a single position

84
Q

Define: Job Splitting

A

Flexible work arrangement in which two employees divide the responsibilities of a single position

85
Q

Define: Flextime

A

Flexible work arrangement that permits employees to have variable start and finish times to their workday

86
Q

Define: Flexplace

A

Flexible work arrangement in which an employee regularly makes use of telecommunications technology to complete work assignments away from the office, usually at home

87
Q

Define: Health Promotion

A

A combination of diagnostic, educational, and behavioural modification activities designed to support the attainment and maintenance of positive health

88
Q

Define: Employee & Family Assistance Programs

A

Programs designed to help employees and members of their families with problems that may interfere with worker productivity, including alcohol and other drug abuse, emotional or behavioural problems among family members, and financial or legal problems

89
Q

Define: Hypertension

A

Elevated blood pressure

90
Q

Identify, the two types of disability costs, and provide examples for each.

A

Direct Costs: Injury or illness costs, medical, compensation, etc.

Indirect Costs: Property Damage, Equipment Damage, Product Damage, Production/Service Delays, Legal Expenses, Investigation Time, Hiring/Training Costs, etc.

91
Q

What are examples of emotional costs associated with disability?

A

Social exclusion, anxiety, depression, etc.

92
Q

What are the two moral/legal obligations of organizations in regard to disability?

A
  1. Duty to Accommodate

2. Undue Hardship

93
Q

What are the benefits of disability management programs to employees?

A
  • Prompt access to rehabilitation
  • Preservation of employee’s self-respect
  • Change focus to abilities rather than limitations
  • Increased sense of control
  • Stronger focus on recovery
  • Improved health
  • Reduced income loss
  • Protection of employment relationship
  • Continued contribution to the company
94
Q

What are the benefits of disability management programs to employers?

A
  • Reduced absenteeism
  • Consistent management of lost time
  • Prevention of injuries
  • Improved productivity
  • Reduced ECB premiums
  • Reduced costs
  • Creation of safety culture and shared responsibility
95
Q

What are the 3 goals of disability management?

A
  1. Promote safe workplaces
  2. Coordinate programming in health, rehabilitation, and accommodation interventions
  3. Ensure representation of all stakeholders
96
Q

True or False: Disability management is a collaborative process shared by employers, employees, labour, and service providers

A

True

97
Q

What are the 7 steps in building a disability management program?

A 
Step 1: Commitment
Step 2: Assessment
Step 3: Resources
Step 4: Develop a Framework
Step 5: Build Collaborative Team-Based Management
Step 6: Capacity Building
Step 7: Measurement of Results
98
Q

List examples of modified arrangements for return to work.

A
  • Light-duty work
  • Gradual work exposure
  • Work trials
  • Supported & sheltered work
99
Q

List examples of workplace wellness programs.

A
  • Vaccinations
  • Preventative Health Screening
  • Fitness Programs
  • Weight Control Programs
  • Stress Management Support
  • Chronic Disease Managements
100
Q

True or False: Canadian employers are mainly concerned with high levels of stress and lower levels of physical activity

A

True

101
Q

For an effective workplace wellness program, organizations should be clear about thier___?

A

Objectives, Target Audience, Type of Program or Campaign

102
Q

What are common elements in workplace wellness programs?

A
  1. Supporting healthy living and health promotion
  2. Work/Life Balance
  3. Work Environment
  4. Management Practices

HROB 3030 (1 decks)

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