dessler hrm12e ppt 16

PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West Alabama

Chapter 16

Employee Safetyand Health

Chapter 16

Employee Safetyand Health

Part Five | Employee RelationsPart Five | Employee Relations

Copyright © 2011 Pearson Education, Inc. publishing as Prentice HallCopyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 16–2

WHERE WE ARE NOW…WHERE WE ARE NOW…


1.1. Explain the supervisor’s role in safety.Explain the supervisor’s role in safety.

2.2. Explain the basic facts about safety law and OSHA.Explain the basic facts about safety law and OSHA.

3.3. Answer the question, “What causes accidents?”Answer the question, “What causes accidents?”

4.4. List and explain five ways to prevent accidents.List and explain five ways to prevent accidents.

5.5. Minimize unsafe acts by employees.Minimize unsafe acts by employees.

6.6. List five workplace health hazards and how to deal List five workplace health hazards and how to deal with them.with them.

7.7. Discuss the prerequisites for a security plan and how Discuss the prerequisites for a security plan and how to set up a basic security program.to set up a basic security program.

LEARNING OUTCOMESLEARNING OUTCOMES


The Supervisor’s Role in SafetyThe Supervisor’s Role in Safety• Safety is not just a case of legal Safety is not just a case of legal

compliance or humanitarianism.compliance or humanitarianism.

• Safety is the employer’s responsibility.Safety is the employer’s responsibility.

• Safety starts with top management commitment.Safety starts with top management commitment.

• Safety is an essential part of the on-site Safety is an essential part of the on-site supervisor’s job.supervisor’s job.


Occupational Safety LawOccupational Safety Law• Occupational Safety and Health ActOccupational Safety and Health Act

The law passed by Congress in 1970 to assure so far as The law passed by Congress in 1970 to assure so far as possible safe and healthful working conditions and to preserve possible safe and healthful working conditions and to preserve human resources.human resources.

• Occupational Safety and Health Administration (OSHA)Occupational Safety and Health Administration (OSHA) The agency created within the Department of Labor to set safety The agency created within the Department of Labor to set safety

and health standards for almost all workers in the United States.and health standards for almost all workers in the United States.


OSHA Standards and Record OSHA Standards and Record KeepingKeeping• OSHA StandardsOSHA Standards

OSHA sets general industry standards, maritime standards, OSHA sets general industry standards, maritime standards, construction standards, other regulations and procedures, construction standards, other regulations and procedures, and issues a field operations manual.and issues a field operations manual.

• Record KeepingRecord Keeping Employers with 11 or more employees must maintain records Employers with 11 or more employees must maintain records

of, and report, occupational injuries and occupational illnesses.of, and report, occupational injuries and occupational illnesses. Occupational illnessOccupational illness

Any abnormal condition or disorder caused by exposure Any abnormal condition or disorder caused by exposure to environmental factors associated with employment.to environmental factors associated with employment.


FIGURE 16–1 OSHA Standards Example

Guardrails not less than 2” × 4” or the equivalent and not less than 36” or more than 42” high, with a midrail, when required, of a 1” × 4” lumber or equivalent, and toeboards, shall be installed at all open sides on all scaffolds more than 10 feet above the ground or floor. Toeboards shall be a minimum of 4” in height. Wire mesh shall be installed in accordance with paragraph [a] (17) of this section.


FIGURE 16–2What Accidents Must Be Reported Under the Occupational Safety and Health Act?


FIGURE 16–3 Form Used to Record Occupational Injuries and Illnesses


OSHA Inspection PrioritiesOSHA Inspection Priorities• Inspections of imminent danger situationsInspections of imminent danger situations

• Inspections of catastrophes, fatalities, and Inspections of catastrophes, fatalities, and accidents that have already occurredaccidents that have already occurred

• Inspections related to valid employee complaints Inspections related to valid employee complaints of alleged violation standardsof alleged violation standards

• Periodic, special-emphasis inspections aimed at Periodic, special-emphasis inspections aimed at high-hazard industries, occupations, or substanceshigh-hazard industries, occupations, or substances

• Random inspections and reinspectionsRandom inspections and reinspections


Citations and PenaltiesCitations and Penalties• CitationCitation

Is a summons informing employers and employees Is a summons informing employers and employees of the regulations and standards that have been of the regulations and standards that have been violated in the workplace.violated in the workplace.

• PenaltiesPenalties Are calculated based on the gravity of the violation Are calculated based on the gravity of the violation

and usually take into consideration factors like the and usually take into consideration factors like the size of the business, the firm’s compliance history, size of the business, the firm’s compliance history, and the employer’s good faith.and the employer’s good faith.


FIGURE 16–4 Most Frequently Cited Hazards


Inspection GuidelinesInspection Guidelines• Initial ContactInitial Contact

Refer inspector to the company’s OSHA coordinator.Refer inspector to the company’s OSHA coordinator.

Check inspector’s credentials.Check inspector’s credentials.

Ask inspector why he or she is inspecting the workplace: Ask inspector why he or she is inspecting the workplace: Complaint? Regular scheduled visit? Fatality or accident Complaint? Regular scheduled visit? Fatality or accident follow-up? Imminent danger?follow-up? Imminent danger?

If the inspection stems from a complaint, you are entitled If the inspection stems from a complaint, you are entitled to know whether the person is a current employee, though to know whether the person is a current employee, though not the person’s name.not the person’s name.

Notify your counsel.Notify your counsel.


Inspection Guidelines (cont’d)Inspection Guidelines (cont’d)• Opening ConferenceOpening Conference

Establish focus and scope of the planned inspection.Establish focus and scope of the planned inspection.

Discuss procedures for protecting trade secret areas.Discuss procedures for protecting trade secret areas.

Show inspector that you have safety programs in place. Show inspector that you have safety programs in place. He or she may not go to the work floor if paperwork He or she may not go to the work floor if paperwork is complete and up to date.is complete and up to date.


Inspection Guidelines (cont’d)Inspection Guidelines (cont’d)• Walk-Around InspectionWalk-Around Inspection

Accompany the inspector and take detailed notes.Accompany the inspector and take detailed notes.

If inspector takes a photo or video, you should, too.If inspector takes a photo or video, you should, too.

Ask for duplicates of all physical samples and copies Ask for duplicates of all physical samples and copies of all test results.of all test results.

Be helpful and cooperative, but don’t volunteer information.Be helpful and cooperative, but don’t volunteer information.

To the extent possible, immediately correct any violation To the extent possible, immediately correct any violation the inspector identifies.the inspector identifies.


Responsibilities and Rights of Responsibilities and Rights of EmployersEmployers• Employer ResponsibilitiesEmployer Responsibilities

To meet the duty to provide “a workplace free from To meet the duty to provide “a workplace free from recognized hazards.”recognized hazards.”

To be familiar with mandatory OSHA standards.To be familiar with mandatory OSHA standards.

To examine workplace conditions to make sure To examine workplace conditions to make sure they conform to applicable standards.they conform to applicable standards.

• Employer RightsEmployer Rights To seek advice and off-site consultation from OSHA.To seek advice and off-site consultation from OSHA.

To request and receive proper identification of the OSHA To request and receive proper identification of the OSHA compliance officer before inspection.compliance officer before inspection.

To be advised by the compliance officer of the reason To be advised by the compliance officer of the reason for an inspection.for an inspection.


Responsibilities and Rights of Responsibilities and Rights of EmployeesEmployees• Employee ResponsibilitiesEmployee Responsibilities

To comply with all applicable OSHA standards.To comply with all applicable OSHA standards.

To follow all employer safety and health rules and regulations.To follow all employer safety and health rules and regulations.

To report hazardous conditions to the supervisor.To report hazardous conditions to the supervisor.

• Employee RightsEmployee Rights The right to demand safety and health on the job The right to demand safety and health on the job

without fear of punishment.without fear of punishment.

• OSHA cannot cite employees for violations of their OSHA cannot cite employees for violations of their responsibilities.responsibilities.


FIGURE 16–5OSHA Safety Poster


Dealing with Employee ResistanceDealing with Employee Resistance• The employer is liable for any penalties that result from The employer is liable for any penalties that result from

employees’ noncompliance with OSHA standards.employees’ noncompliance with OSHA standards. Ways to gain complianceWays to gain compliance

Bargain with the union for the right to discharge or discipline Bargain with the union for the right to discharge or discipline an employee who disobeys an OSHA standard.an employee who disobeys an OSHA standard.

Establish a formal employer-employee arbitration process Establish a formal employer-employee arbitration process for resolving OSHA-related disputes.for resolving OSHA-related disputes.

Use positive reinforcement and training for gaining Use positive reinforcement and training for gaining employee compliance.employee compliance.


10 Ways To Get into Trouble with 10 Ways To Get into Trouble with OSHAOSHA1.1. Ignore or retaliate against employees who raise safety issues.Ignore or retaliate against employees who raise safety issues.

2.2. Antagonize or lie to OSHA during an inspection.Antagonize or lie to OSHA during an inspection.

3.3. Keep inaccurate OSHA logs and have disorganized safety files.Keep inaccurate OSHA logs and have disorganized safety files.

4.4. Do not correct hazards OSHA has cited you for and ignore Do not correct hazards OSHA has cited you for and ignore commonly cited hazards.commonly cited hazards.

5.5. Fail to control the flow of information during and after an Fail to control the flow of information during and after an inspection.inspection.

6.6. Do not conduct a safety audit, or identify a serious hazard Do not conduct a safety audit, or identify a serious hazard and do nothing about it.and do nothing about it.

7.7. Do not use appropriate engineering controls.Do not use appropriate engineering controls.

8.8. Do not take a systemic approach toward safety.Do not take a systemic approach toward safety.

9.9. Do not enforce safety rules.Do not enforce safety rules.

10.10. Ignore industrial hygiene issues.Ignore industrial hygiene issues.


What Causes Accidents?What Causes Accidents?

Chance occurrences

Employees’ unsafe acts

Basic Causes of Accidents

Unsafe conditions


Improperly guarded

equipment

Defective equipment

Improper ventilation

Improper illumination

Hazardous procedures

Unsafe/Untidystorage

Unsafe Conditions


FIGURE 16–6Checklist of Mechanical or Physical Accident-Causing Conditions


FIGURE 16–7Online Safety Inspection Checklist


FIGURE 16–8Cut-Resistant Gloves Web Ad


FIGURE 16–9 Employee Safety Responsibilities Checklist


TABLE 16–1 Reducing Unsafe Conditions and Acts: A Summary

Reduce Unsafe Conditions

Identify and eliminate unsafe conditions.

Use administrative means, such as job rotation.

Use personal protective equipment.

Reduce Unsafe Acts

Emphasize top management commitment.

Emphasize safety.

Establish a safety policy.

Reduce unsafe acts through selection.

Provide safety training.

Use posters and other propaganda.

Use positive reinforcement.

Use behavior-based safety programs.

Encourage worker participation.

Conduct safety and health inspections regularly.


Controlling Workers’ Compensation Controlling Workers’ Compensation CostsCosts• Before the AccidentBefore the Accident

Communicate written safety and substance abuse Communicate written safety and substance abuse policies to workers and then strictly enforce policies.policies to workers and then strictly enforce policies.

• After the AccidentAfter the Accident Be proactive in providing first aid, and make sure Be proactive in providing first aid, and make sure

the worker gets quick medical attention.the worker gets quick medical attention.

Make it clear that you are interested in the injured Make it clear that you are interested in the injured worker and his or her fears and questions.worker and his or her fears and questions.

Document the accident; file required reports.Document the accident; file required reports.

Encourage a speedy return to work.Encourage a speedy return to work.


Workplace Health Hazards:Workplace Health Hazards:The Basic Industrial Hygiene The Basic Industrial Hygiene ProgramProgram

Recognition: Identification of a possible

hazard

Evaluation: Assessing the severity of the

hazard

Control: Elimination or reduction of the hazard


TABLE 16–2 OSHA Substance-Specific Health Standards

Substance Permissible Exposure Limits

Asbestos .1001

Vinyl chloride .1017

Inorganic arsenic .1018

Lead .1025

Cadmium .1027

Benzene .1028

Coke oven emissions .1029

Cotton dust .1043

1,2-Dibromo-3-chloropropane .1044

Acrylonitrile .1045

Ethylene oxide .1047

Formaldehyde .1048

4,4’-Methylene-dianaline .1050

Methylene chloride .1051


Workplace Exposure HazardsWorkplace Exposure Hazards• Chemicals and other hazardous materialsChemicals and other hazardous materials

• Excessive noise and vibrationsExcessive noise and vibrations

• Temperature extremesTemperature extremes

• Biohazards, including those that are normally Biohazards, including those that are normally occurring and man-madeoccurring and man-made

• Ergonomic hazards of poorly designed equipment Ergonomic hazards of poorly designed equipment that forces workers to do jobs while contorted in that forces workers to do jobs while contorted in unnatural positionsunnatural positions

• Slippery floors and blocked passagewaysSlippery floors and blocked passageways


Infectious Diseases in the Infectious Diseases in the WorkplaceWorkplace• Steps to prevent entry or spread of diseases:Steps to prevent entry or spread of diseases:

1.1. Closely monitor Centers for Disease Control and Closely monitor Centers for Disease Control and Prevention (CDC) travel alerts at www.cdc.gov.Prevention (CDC) travel alerts at www.cdc.gov.

2.2. Provide daily medical screenings for employees Provide daily medical screenings for employees returning from infected areas.returning from infected areas.

3.3. Deny access to your facility for 10 days to employees Deny access to your facility for 10 days to employees or visitors returning from affected areas.or visitors returning from affected areas.

4.4. Tell employees to stay home if they have a fever Tell employees to stay home if they have a fever or respiratory system symptoms.or respiratory system symptoms.

5.5. Clean work areas and surfaces regularly.Clean work areas and surfaces regularly.

6.6. Stagger breaks. Offer several lunch periods Stagger breaks. Offer several lunch periods to reduce overcrowding.to reduce overcrowding.

7.7. Emphasize the importance of frequent hand washing Emphasize the importance of frequent hand washing and make sanitizers containing alcohol easily available.and make sanitizers containing alcohol easily available.


Substance Abuse: Supervisor Substance Abuse: Supervisor TrainingTraining• If an employee appears to be under If an employee appears to be under

the influence of drugs or alcohol:the influence of drugs or alcohol: Ask how the employee feels and look for signs of Ask how the employee feels and look for signs of

impairment such as slurred speech. impairment such as slurred speech. Do not allow an employee judged unfit to continue Do not allow an employee judged unfit to continue

working. Send employee for medical care or home.working. Send employee for medical care or home. Make a written record of your observations and Make a written record of your observations and

follow up each incident.follow up each incident. Inform workers of the number of warnings the Inform workers of the number of warnings the

company will tolerate before requiring termination.company will tolerate before requiring termination. Refer troubled employees to the company’s Refer troubled employees to the company’s

employee assistance program.employee assistance program.


TABLE 16–3 Observable Behavior Patterns Indicating Possible Alcohol-Related Problems

Alcoholism Stage Some Possible Signs of Alcoholism Problems

Some Possible Alcoholism Performance Issues

Early Arrives at work late Untrue statements Leaves work early

Reduced job efficiency Misses deadlines

Middle Frequent absences, especially on Mondays Colleagues mentioning erratic behavior Mood swingsAnxietyLate returning from lunchFrequent multi-day absences

Accidents Warnings from boss Noticeably reduced performance

Advanced Personal neglect Unsteady gait Violent outbursts Blackouts and frequent forgetfulnessPossible drinking on job

Frequent falls, accidents Strong disciplinary actions Basically incompetent performance


Legal Aspects of Workplace Legal Aspects of Workplace Substance AbuseSubstance Abuse

• Employer compliance with the Drug-Free Workplace Act Employer compliance with the Drug-Free Workplace Act requires:requires: Publication of a policy prohibiting the unlawful manufacture, Publication of a policy prohibiting the unlawful manufacture,

distribution, dispensing, possession, or use of controlled distribution, dispensing, possession, or use of controlled substances in the workplace.substances in the workplace.

Establishment of a drug-free awareness program that informs Establishment of a drug-free awareness program that informs employees about the dangers of workplace drug abuse.employees about the dangers of workplace drug abuse.

Informing employees that they are required, as a condition of Informing employees that they are required, as a condition of employment, not only to abide by the employer’s policy but also employment, not only to abide by the employer’s policy but also to report any criminal convictions for drug-related activities in the to report any criminal convictions for drug-related activities in the workplace.workplace.


Dealing with Substance AbuseDealing with Substance Abuse

When an Employee Tests

Positive

In-house counseling

Referral to an outside agency

Discharge

Disciplining


Stress Factors and Their Stress Factors and Their ConsequencesConsequences• Workplace factorsWorkplace factors

Work scheduleWork schedule Pace of workPace of work Job security worriesJob security worries Route to and from workRoute to and from work Workplace noiseWorkplace noise Poor supervisionPoor supervision The number and nature The number and nature

of customers or clientsof customers or clients

• Personal FactorsPersonal Factors Personality typePersonality type Non-job factorsNon-job factors

• Human ConsequencesHuman Consequences AnxietyAnxiety DepressionDepression AngerAnger Cardiovascular diseaseCardiovascular disease HeadachesHeadaches

• Employer ConsequencesEmployer Consequences Diminished quantity and Diminished quantity and

quality of performancequality of performance Increased absenteeism Increased absenteeism

and turnoverand turnover Workplace violenceWorkplace violence


Reducing Job Stress: PersonalReducing Job Stress: Personal• Build rewarding, pleasant, cooperative relationships. Build rewarding, pleasant, cooperative relationships.

• Don’t bite off more than you can chew.Don’t bite off more than you can chew.

• Build an effective and supportive relationship with your boss.Build an effective and supportive relationship with your boss.

• Negotiate with your boss for realistic deadlines on projects.Negotiate with your boss for realistic deadlines on projects.

• Learn as much as you can about upcoming events and get Learn as much as you can about upcoming events and get as much lead time as you can to prepare for them.as much lead time as you can to prepare for them.

• Find time every day for detachment and relaxation.Find time every day for detachment and relaxation.

• Take a walk to keep your body refreshed and alert.Take a walk to keep your body refreshed and alert.

• Find ways to reduce unnecessary noise.Find ways to reduce unnecessary noise.

• Reduce trivia in your job; delegate routine work.Reduce trivia in your job; delegate routine work.

• Limit interruptions.Limit interruptions.

• Don’t put off dealing with distasteful problems.Don’t put off dealing with distasteful problems.

• Make a “worry list” that includes solutions for each problem.Make a “worry list” that includes solutions for each problem.

• Get more and better quality sleep.Get more and better quality sleep.

• Practice meditation when stressed.Practice meditation when stressed.


Reducing Job Stress: Reducing Job Stress: OrganizationalOrganizational• Provide supportive supervisors.Provide supportive supervisors.

• Ensure fair treatment for all employees.Ensure fair treatment for all employees.

• Reduce personal conflicts on the job.Reduce personal conflicts on the job.

• Have open communication between Have open communication between management and employees.management and employees.

• Support employees’ efforts, for instance, by Support employees’ efforts, for instance, by regularly asking how they are doing.regularly asking how they are doing.

• Ensure effective job-person fit, since a mistake Ensure effective job-person fit, since a mistake can trigger stress.can trigger stress.

• Give employees more control over their jobs.Give employees more control over their jobs.

• Provide EAP including professional counseling.Provide EAP including professional counseling.


Employee Stress-ReductionEmployee Stress-Reduction

Ensuring that job designs and workflows are correct

Using individual employee assessment, attitude surveys to find sources of stress

Rehabilitation through employeeassistance programs and counseling

Primary Intervention

Intervention

Rehabilitation


BurnoutBurnout• BurnoutBurnout

The total depletion of physical and mental resources caused The total depletion of physical and mental resources caused by excessive striving to reach an unrealistic work-related goal.by excessive striving to reach an unrealistic work-related goal.

• Recovering from burnout:Recovering from burnout:

Break the usual patterns to achieve a more well-rounded life.Break the usual patterns to achieve a more well-rounded life.

Get away from it all periodically to think alone.Get away from it all periodically to think alone.

Reassess goals in terms of their intrinsic worth and attainability.Reassess goals in terms of their intrinsic worth and attainability.

Think about work: could the job be done without being so Think about work: could the job be done without being so intense?intense?


Employee DepressionEmployee Depression• Warning signs of depressionWarning signs of depression

(if they last for more than 2 weeks) include:(if they last for more than 2 weeks) include:

Persistent sad, anxious, or “empty” moodsPersistent sad, anxious, or “empty” moods

Sleeping too littleSleeping too little

Reduced appetiteReduced appetite

Loss of interest in activities once enjoyedLoss of interest in activities once enjoyed

Restlessness or irritabilityRestlessness or irritability

Difficulty concentratingDifficulty concentrating


Other Safety and Health IssuesOther Safety and Health Issues• Computer-Related Ergonomic ProblemsComputer-Related Ergonomic Problems

Avoiding cumulative motion disordersAvoiding cumulative motion disorders

1.1. Employees should take a 3–5 minute break from working at the Employees should take a 3–5 minute break from working at the computer every 20–40 minutes, and use the time for other tasks.computer every 20–40 minutes, and use the time for other tasks.

2.2. Design maximum flexibility and adaptability into the workstation. Design maximum flexibility and adaptability into the workstation. Don’t stay in one position for long periods.Don’t stay in one position for long periods.

3.3. Reduce glare with devices such as shades over windows and Reduce glare with devices such as shades over windows and recessed or indirect lighting.recessed or indirect lighting.

4.4. Give workers a complete preplacement vision exam to ensure Give workers a complete preplacement vision exam to ensure properly corrected vision for reduced visual strain.properly corrected vision for reduced visual strain.

5.5. Allow for positioning wrists at the same level as the elbow.Allow for positioning wrists at the same level as the elbow.

6.6. Put the screen at or just below eye level, at a distance of 18 Put the screen at or just below eye level, at a distance of 18 to 30 inches from the eyes.to 30 inches from the eyes.

7.7. Let the wrists rest lightly on a pad for support.Let the wrists rest lightly on a pad for support.

8.8. Put the feet flat on the floor or on a footrest.Put the feet flat on the floor or on a footrest.


Other Safety and Health IssuesOther Safety and Health Issues

• Workplace SmokingWorkplace Smoking CostsCosts

Higher health and fire insurance costsHigher health and fire insurance costs Increased absenteeismIncreased absenteeism Reduced productivityReduced productivity Secondhand smokeSecondhand smoke

RemediesRemedies Ban smoking in the workplaceBan smoking in the workplace Do not hire smokersDo not hire smokers Fire smokers who won’t quitFire smokers who won’t quit


Violence at WorkViolence at Work• Steps to Reduce Workplace Violence:Steps to Reduce Workplace Violence:

Institute heightened security measuresInstitute heightened security measures

Improve employee screeningImprove employee screening

Provide workplace violence trainingProvide workplace violence training

Provide organizational justiceProvide organizational justice

Pay enhanced attention to employee retention/dismissalPay enhanced attention to employee retention/dismissal

Take care when dismissing violent employeesTake care when dismissing violent employees

Deal promptly with angry employeesDeal promptly with angry employees

Understand the legal constraints on reducing workplace violenceUnderstand the legal constraints on reducing workplace violence


Identifying Potentially Violent Identifying Potentially Violent EmployeesEmployees• An act of violence on or off the jobAn act of violence on or off the job

• Erratic behavior evidencing a loss of awareness of actionsErratic behavior evidencing a loss of awareness of actions• Overly defensive, obsessive, or paranoid tendenciesOverly defensive, obsessive, or paranoid tendencies• Overly confrontational or antisocial behaviorOverly confrontational or antisocial behavior• Sexually aggressive behaviorSexually aggressive behavior• Isolationist or loner tendenciesIsolationist or loner tendencies• Insubordinate behavior with a suggestion of violenceInsubordinate behavior with a suggestion of violence• Tendency to overreact to criticismTendency to overreact to criticism• Exaggerated interest in war, guns, violence, catastrophesExaggerated interest in war, guns, violence, catastrophes• The commission of a serious breach of securityThe commission of a serious breach of security• Possession of weapons, guns, knives at the workplacePossession of weapons, guns, knives at the workplace• Violation of privacy rights of othersViolation of privacy rights of others• Chronic complaining and frequent, unreasonable grievancesChronic complaining and frequent, unreasonable grievances• A retribution-oriented or get-even attitudeA retribution-oriented or get-even attitude


Dismissing Violent EmployeesDismissing Violent Employees• Analyze and anticipate, based on the person’s history, what kind Analyze and anticipate, based on the person’s history, what kind

of aggressive behavior to expect.of aggressive behavior to expect.

• Have a security guard nearby when the dismissal takes place.Have a security guard nearby when the dismissal takes place.

• Clear away furniture and things the person might throw.Clear away furniture and things the person might throw.

• Don’t wear loose clothing that the person might grab.Don’t wear loose clothing that the person might grab.

• Don’t make it sound as if you’re accusing the employee; instead, Don’t make it sound as if you’re accusing the employee; instead, say that according to company policy, you’re required to take action.say that according to company policy, you’re required to take action.

• Maintain the person’s dignity and emphasize something good about Maintain the person’s dignity and emphasize something good about the employee.the employee.

• Provide job counseling for terminated employees, to help get the Provide job counseling for terminated employees, to help get the employee over the traumatic post-dismissal adjustment.employee over the traumatic post-dismissal adjustment.

• Consider obtaining restraining orders against those who have Consider obtaining restraining orders against those who have exhibited a tendency to act violently in the workplace. exhibited a tendency to act violently in the workplace.


Dealing with Angry EmployeesDealing with Angry Employees• Make eye contact.Make eye contact.

• Stop what you are doing and give your full attention.Stop what you are doing and give your full attention.

• Speak in a calm voice and create a relaxed environment.Speak in a calm voice and create a relaxed environment.

• Be open and honest.Be open and honest.

• Let the person have his or her say.Let the person have his or her say.

• Ask for examples of what the person is upset about.Ask for examples of what the person is upset about.

• Be careful to define the problem.Be careful to define the problem.

• Ask open-ended questions/explore all sides of the issue.Ask open-ended questions/explore all sides of the issue.

• Listen: Often, angry people simply want a supportive, Listen: Often, angry people simply want a supportive, empathic ear from someone they can trust.empathic ear from someone they can trust.


FIGURE 16–10 Safety, Security, and Emergency Planning Initiatives Following Terrorist Incidents

Percent of Initiatives Employers

(146)Safety and Security

Personal protective equipment 46%

New/more stringent building entry procedures 43

Restricted access to some areas 19

Closed entrances/areas 17

New/additional security personnel 12

Extended work hours for security personnel 10

New security devices (e.g., metal detectors) 10

New/more stringent applicant screening 7

Physical barriers to building entry 5

Emergency Planning and Disaster Recovery

Review emergency/disaster recovery plan(s) 46

Revise emergency/disaster recovery plan(s) 32

New/revised evacuation drills 23

Form committee or task force to address emergency planning/disaster recovery 15

Develop emergency/disaster recovery plan(s) 14

Develop/revise procedures for data backup 14

Develop/revise procedures for tracking employee whereabouts 10


Occupational Security and SafetyOccupational Security and Safety• Basic Prerequisites for Crime Prevention PlanBasic Prerequisites for Crime Prevention Plan

1.1. Company philosophy and policy on crimeCompany philosophy and policy on crime

2.2. Investigations of job applicantsInvestigations of job applicants

3.3. Security awareness trainingSecurity awareness training

4.4. Crisis managementCrisis management

• Setting Up a Basic Security ProgramSetting Up a Basic Security Program

Analyzing the current level of riskAnalyzing the current level of risk

Installing natural, mechanical, and Installing natural, mechanical, and organizational security systemsorganizational security systems


Mail handling

Evacuation procedures

Data backup systems

Initial Threat Assessment

Access to reception area

Interior security

Authorities involvement

Assessing Current Level of RiskAssessing Current Level of Risk


Evacuation PlansEvacuation Plans• Evacuation contingency plans should contain:Evacuation contingency plans should contain:

Methods for early detection of a problem.Methods for early detection of a problem.

Methods for communicating the emergency externally.Methods for communicating the emergency externally.

Communications plans for initiating an evacuation.Communications plans for initiating an evacuation.

Communications plans for those the employer wants Communications plans for those the employer wants to evacuate that provide specific information about to evacuate that provide specific information about the emergency, and let them know what action they the emergency, and let them know what action they should take next.should take next.


Company Security and Employee Company Security and Employee PrivacyPrivacy• To investigate employees for potential security To investigate employees for potential security

breaches:breaches:

1.1. Distribute a policy that says the firm reserves the right Distribute a policy that says the firm reserves the right to inspect and search employees, their personal to inspect and search employees, their personal property, and all company property.property, and all company property.

2.2. Train investigators to focus on the facts and avoid Train investigators to focus on the facts and avoid making accusations.making accusations.

3.3. Make sure investigators know that employees can Make sure investigators know that employees can request that an employee representative be present request that an employee representative be present during the interview.during the interview.

4.4. Make sure all investigations and searches Make sure all investigations and searches are evenhanded and nondiscriminatory.are evenhanded and nondiscriminatory.


FIGURE 16–11Self-Inspection Safetyand Health Checklist


K E Y T E R M S

Occupational Safety and Health Act of 1970

Occupational Safety and Health Administration (OSHA)

occupational illness

citation

unsafe conditions

behavior-based safety

burnout


All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any

means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

Printed in the United States of America.

dessler hrm12e ppt 16

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