Chapter 9: Employee Benefits

9.1 Classification of Employee Benefits and Services

Benefits are any perks offered to employees in addition to salary. The most common
benefits are medical, disability, and life insurance; retirement benefits; paid time off; and fringe
benefits.

Benefits can be quite valuable. Medical insurance alone can cost several hundred dollars
a month. That's why it's important to consider benefits as part of your total compensation. Make
sure you understand which ones you will receive.

1. Medical Insurance

Medical insurance covers the costs of physician and surgeon fees, hospital rooms, and
prescription drugs. Dental and optical care might be offered as part of an overall benefits
package. It may be offered as separate pieces or not covered at all. Coverage can sometimes
include the employee's family (dependents).

Employers usually pay all or part of the premium for employee medical insurance. Often
employees pay a percentage of the monthly cost. The cost of insurance through an employer.

2. Disability Insurance
Disability insurance replaces all or part of the income that is lost when a worker is unable to
perform their job because of illness or injury. This benefit is not commonly offered. There are
two main types of disability insurance:

 Short-term disability insurance begins right away or within a few weeks of an accident, illness,
or some other disability. For example, someone hurt in a car accident would be offered a few
paid weeks to recover.
 Long-term disability insurance provides benefits to an employee when a long-term or
permanent illness, injury, or disability leaves the individual unable to perform his or her job. For
example, an employee with spinal injuries could be entitled to long-term disability benefits until
retirement age.

3. Life Insurance
Life insurance protects your family in case you die. Benefits are paid all at once to the
beneficiaries of the policy — usually a spouse or children.

You can get life insurance through an employer if they sponsor a group plan. Company-
sponsored life insurance plans are standard for almost all full-time workers in medium and large
firms across the country. You can also buy it privately, but this is usually more expensive.
 4. Retirement Benefits
Retirement benefits are funds set aside to provide people with an income or pension when
they end their careers. Defined benefit plans are offered most frequently in those sectors with the
highest levels of unionization. These include public administration, construction, manufacturing,
and trade, transportation, and utilities.

5. Domestic Partner Benefits

Some employers offer benefits to unmarried domestic partners, while others do not.
Requirements to qualify vary from simply signing a form to showing proof of domestic
partnership or financial interdependence.

A common domestic-partner benefit is access to family health insurance, but that benefit
is considered taxable income by the federal government.

6. Paid Time Off

Paid time off (also referred to as PTO) is earned by employees while they work. The three
common types of paid time off are holidays, sick leave, and vacation leave.

Most employees earn these as separate benefits This combines sick leave and vacation into
one account for the employee to use as needed.

7. Fringe Benefits
Fringe benefits are a variety of non-cash payments are used to attract and retain talented
employees. They may include tuition assistance, flexible medical or child-care spending
accounts (pre-tax accounts to pay qualified expenses), other child-care benefits, and non-
production bonuses (bonuses not tied to performance).

Tuition reimbursement can be an especially important benefit if you plan to take classes in
your personal time. This can be a great way to advance in your career. Most firms offering
tuition assistance require that courses are related to job duties.

https://careerwise.minnstate.edu/jobs/benefittypes.html

Chapter 10: Labor Management Relations

10.1 Definition of Terms

The term “labor-management relations” refers to interactions between employees, as represented

by labor unions, and their employers. Labor unions are organizations of employees in particular
industries, companies, or groups of industries or companies, who join together in order to further
workers’ individual interests.
Unions came into being as a result of the increasing industrialization of Europe and North
America in the nineteenth century, which led to enormous increases in the number of people who
worked in factories and other facilities for mass production. Unions gained power in the United
States after the Great Depression, the severe economic crisis that impoverished many ordinary
Americans, and they were most powerful in the mid-twentieth century, when the economy was
relatively stable and heavy manufacturing industries such as steel, automotive, and mining were
prominent.

https://www.encyclopedia.com/finance/encyclopedias-almanacs-transcripts-and-maps/labor-
management-relations

Chapter 11: Employee Relations and Employee Discipline

11.1 Importance of Labor Relations

Maintaining healthy employee relations in an organization is a pre-requisite for

organizational success. Strong employee relations are required for high productivity and human
satisfaction. Employee relations generally deal with avoiding and resolving issues concerning
individuals which might arise out of or influence the work scenario. Strong employee relation
depends upon healthy and safe work environment, cent percent involvement and commitment of
all employees, incentives for employee motivation, and effective communication system in the
organization. Healthy employee relations lead to more efficient, motivated and productive
employees which further lead to increase in sales level.

Good employee relation signifies that employees should feel positive about their identity,
their job as well as about being a part of such a great organization. Despite the importance of
strong and healthy employee relations, there are circumstances in the life of every organization
when employee and management relations are hampered. Instances of such circumstances are as
follows-

1. When the employees do not behave as per accepted norms of behaviour, it is known
as employee indiscipline. Absenteeism, change in employee’s behaviour, slow
performance and grievances are all forms of employee indiscipline. Thus, when the
employees fail to meet management expectations in terms of standard performance and
behavior, it is referred to as indiscipline. In such cases, it must be ensured by the
management that steps should be taken so that employee’s behavior is in conformity with
the managerial expectations.
2. Similarly, the employees also expect from the management to provide them a safe
working environment, fair treatment, proper incentives, participation in decisions, and
needs satisfaction. The failure on part of management to meet these expectations is
termed as employee grievance.
3. When the employees fail to meet their own expectations whether in terms of personal
goals, career goals, performance, self-respect, etc it is referred to as employee stress.
Excessive workload, insufficient workload, peer pressure, excessive/unreasonable use of
 authority by the management, lack of promotional opportunities, nature of job, etc all
again lead to employee stress.

All the above mentioned organizational factors influencing employees relation must be
carefully tackled. An optimistic approach to strengthen disciplinary culture rooted on shared
norms of employees should be adopted. An effective grievance redressal system should be there.
Stress management strategies should be followed in the organization.

Improving Employee Relations

Employee relations must be strengthened in an organization. To do so, following points must be

taken care of:-

i. Employee has expectation of fair and just treatment by the management. Thus,
management must treat all employees as individuals and must treat them in a fair manner.
Employee favoritism should be avoided.
ii. Do not make the employees’ job monotonous. Keep it interesting. Make it more
challenging. This can be done by assigning employees greater responsibilities or
indulging them in training programs..
iii. Maintain a continuous interaction with the employees. Keep them updated about
company’s policies, procedures and decisions. Keep the employees well-informed.
Informed employees will make sound decisions and will remain motivated and
productive. Also, they will feel as a member of organizational family in this manner.
iv. Employees must be rewarded and appreciated for a well-done job or for achieving/over-
meeting their targets. This will boost them and they will work together as a team.
v. Encourage employee feedback. This feedback will make the employers aware of the
concerns of employees, and their views about “you” as an employer.
vi. Give the employees competitive salary. They should be fairly paid for their talents, skills
and competencies.
vii. Be friendly but not over-friendly with the employees. Build a good rapport with the
employee. The employee should feel comfortable with the manager/supervisor rather
than feeling scared.

https://www.managementstudyguide.com/employee-relations.htm

11.2 Prevention of Employee Misconduct

6 Steps for Handling Employee Misconduct

Handling and responding to employee misconduct can be a very stressful situation for an HR
professional. Not to mention, a huge liability. However, following a consistent procedure can
help the process go smoothly and can help you avoid further problems. The steps outlined below
are great strategies for effectively dealing with misconduct when a situation arises.

1. Gather all the facts about the incident: Taking the time to talk to all relevant
information will lead to good disciplinary decisions and may prevent future litigation.
 When interviewing employees or witnesses, it’s always a good idea to have two
individuals in the room.
2. Don’t make termination decisions alone: When making an employment termination
decision, involve human resources or a senior member of management. This internal
review will ensure consistent discipline and minimize the risk of a discrimination claim.
3. Keep the situation in context with the employee’s history: Weigh the offense in the
context of the employee’s overall record. The disciplinary measure will likely be fairer. If
it’s the employee’s first incident of misconduct, consequences will often be less severe
than if it was the same employee’s sixth incident of misconduct.
4. Deal with situations as soon as possible: Waiting to respond to a disciplinary concern
may raise questions about your motive. If the discipline is severe, it’s undermined by the
employer’s delay in responding or may prompt questions as to the real motive behind the
discipline. Make sure that you are disciplining consistently. The longer you wait, the
more likely you will not discipline altogether.
5. Keep your goals in mind when disciplining: Remember that the intent is to correct the
misconduct and modify the behavior, not to punish the employee for wrongdoing.
6. Maintain all documentation related to the incident: Should the disciplinary decision
come into question, you’ll be thankful you’ve kept copies of interview transcripts, bits of
evidence and anything else that backs up your decision.

https://www.assuranceagency.com/blog-post/6-steps-for-handling-employee-misconduct

11.3 Addressing Employee Conduct Problems

Basic Guidelines to Address Employee Performance Problems

(Note that if your organization's policies about performance management indicate a specific
procedure for handling performance issues, that procedure should be followed very carefully.
Otherwise, a court may interpret your official policies to be modified by how you actually
handled a performance issue and you may lose protection from your related policies in court.)

1 .Note that performance issues should always be based on behaviors that were actually seen, not
on characteristics that you or someone else senses or intuits about the employee's personality. .

2. Convey performance issues to employees when you see first see the issues!
Don't wait until the performance review! Worse yet, don't ignore the behaviors in case they "go
away."

3. When you first convey a performance issue to an employee, say what you noticed and
would like to see instead.
Be specific about what you saw that you have a problem with. Ask the employee for feedback.
Ask the employee if there's any special training or more resources they need to do their job.
Explore if the job is configured so that must people would probably fail, and so the job needs to
be redesigned. Tell them that you want the behavior to improve. If they react strongly and claim
they will quit, give them a day to think it over. In any case, remind them that you support them in
their role.

4. Consider special circumstances.

You can usually fire someone if they committed certain gross acts, such as theft, blatant
insubordination, a major impropriety, e.g., telling information to competitors or spreading
confidential information about clients, etc. However, if there is poor performance or chronic
absenteeism because of potential verified alcoholism or depression, it's best to consult an expert
to deal with this situation.

5. Make notes about the first meeting and its results, and keep it in a file for yourself. You
might mention the situation to your board.
This note may come in handy later on if the performance problem persists. The board will likely
be a precious and objective asset to dealing with this situation, especially if things with the
employee get worse.

6. If the problem occurs again over the next two months, immediately issue them a written
warning. Also, update the board.
In the memo, clearly specify what you saw, mention the previous meeting and its date, say the
behaviors have not improved, warn them that if this occurs again over some period (e.g., the next
month), they will be promptly terminated. Meet with them to provide them the memo. If you are
convinced that the employee is trying hard, but can't improve, consider placing him or her
elsewhere in the organization. Attempt to have this meeting on other than on a Friday.
Otherwise, employees are left to ruminate about the situation without ready access to you for at
least three days.

7. On the third occurrence, consider firing the employee.

Employee Commitment: Get Rid of "It's Not My Job!"

The attitude “I don’t give a rip about my job” happens every single day.

Employees get this way when they are bored with their job, or feel like a faceless cog in a
big wheel or don’t know how “what they do” specifically contributes to the goals of their
department or business unit. So what causes it? How can you, as a supervisor, prevent “It’s not
my job” from happening within your team or department?
Here are three ways to develop employee commitment.

1. Communicate the importance of what they do.

Every supervisor should be able to state a meaningful purpose for his department and the
work that is being done. Here is a short but powerful statement that was developed by a manager
for her five-person benefits group.
“Benefits are about people. It’s not whether you have the forms filled in or whether the checks
are written. It’s whether the people are cared for when they’re sick, helped when they’re in
trouble.”

It is a statement with the focus on the end result—serving people—rather than on the means or
process—completing forms. How well do you communicate the importance of what is being
done in your department?

2. Recognize the importance of recognition.

The motto of many supervisors is: “Why would I need to thank someone for doing
something he’s paid to do?” Workers repeatedly tell, with great feeling, how much they
appreciate a compliment. They also report how distressed they are when their supervisor is quick
to criticize mistakes but not acknowledge good work.

A pat on the back, simply saying “good going,” a dinner for two, a note about them to senior
executives, some schedule flexibility, a paid day off, or even a flower on a desk with a thank-you
note are a few of the hundreds of ways supervisors can show their appreciation. Money may get
people in the door but it doesn’t keep them motivated to go the extra mile.

3. Tap into the importance of involvement.

There may be no single motivational tactic more powerful than asking for people’s input.
An accounting manager presented a list of customer complaints at a staff meeting. She then
broke the group into teams to find ways to eliminate these service glitches.

Getting everyone involved in problem-solving accomplished three goals. It brought the

customers to the center of the department’s day-to-day operations; it lead to greater ‘buy-in”
when changes had to be made in a process, policy or procedures; and finally it said to everyone
that they and their ideas are valued.

As one very proud production line worker in an automotive plant said to me, “They only
looked at what we could do from our neck down…now it’s for what we can do from our neck
up.”
Management Success Tip:

It is true that most people must work to survive and money is certainly a motivator — but
up to a point. For your employees to achieve great things, they need to experience purpose,
recognition and involvement. As a supervisor you can provide that. It costs you nothing. And
you might gain greater productivity and profitability.

https://managementhelp.org/employeeperformance/problems.htm

11.4 Approaches to Discipline

Different Approaches towards Discipline in a Management are as follows:

Judicial Approach
Under this approach, the nature of offence in a particular situation is determined by carefully
weighing the evidence and taking all the steps prescribed for disciplinary procedure.

The law of natural justice is followed, i.e., the offender is given an opportunity to defend
himself, cite mitigating factors and to plead for clemency.

This is a fair process but it is time-consuming and leads to delays. In India, we are more

accustomed to this approach than to any other. This approach is best exemplified by domestic
enquiry.

Human Relations Approach

Under this approach the offender is treated as a human being. If he has violated the rules, the

human relations approach would ask the question, why did he violate the rule? For example,

sleeping during the night-shift might be due to the fatigue caused by factors over which the man
has no control, e.g. illness in the family.

In such a case, an attempt should be made to help the worker to get over such a personal

difficulty or to change the shift of duty or to shift him to a job which he can conveniently handle
rather than take an extreme view and punish him severely.

Human Resources Approach

Under this approach every employee is looked upon as a resource to the employer and that the

human resource is the most important factor of production. This resource has to be trained,
motivated and brought up to the level of efficiency required by the organization.
Indiscipline on the part of workers is due to (a) failure of the training and motivating system and

(b) the individual’s own failure to measure up to the requirements of conduct prescribed as the
prevailing norm in the organization. In the latter case, it is violation of the prevailing norm.

In this context, extreme form of penalty like discharge or dismissal will be rarely resorted to, as

the offending human resource will have to be trained and motivated to work within the
requirements of the organization’s norm of behavior.

This approach would naturally attach a good deal of importance to discipline being more a
matter of self-control or self-discipline than a matter of external control.

Group Discipline Approach

If the organization has well-established norms of conduct, it should try to involve groups of
employees in the process of discipline.

If the management succeeds in making the group accept the organization’s norms as their norms,

by virtue of such involvement, then the main function of discipline will be a delegated function
than a management task.

The group as a whole can control an individual worker who is its member much more effectively
than the management can through penalties.

Leadership Approach
Every manager has to develop a leadership quality as he has to guide, control, train, develop and

lead a group of men and act as a leader whatever may be his position in the organizational
hierarchy.

He can administer discipline among the men, whose work is under his direct supervision, much
more than even the top management can. He has a day-to-day relationship with his men and the
worker listens to him. Again they would listen to him all the more if his own behavior is
disciplined.

http://www.yourarticlelibrary.com/business-management/what-are-the-different-approaches-
towards-discipline-in-a-management/2631

Chapter 12: Employee Morale and Motivation

12.1 Morale and Job Satisfaction

Job satisfaction:

Job satisfaction cannot be defined in one sentence. To some it is just doing what they enjoy and
getting a pay check for it, to others it depends on the nature of work and to some it’s a little
complicated wherein it is linked to the response they experience in their work.

But researchers have a different opinion that job satisfaction is linked with the feelings about
their job .

In general, job satisfaction varies from an individual point of view. It plays a important role at
workplace

Given a particular criteria, the satisfaction level or index is varied depending on the individuals
view or perception about it.

The disparity stands out clearly. Hence, it cannot be confined to a specified type of work and
work place.

Having the skills sets and education qualifications matched up with the job, it ensures a job
satisfaction for an employee.

Morale:

Morale is often related with the group task assignment being done with obedience, will power
and self-discipline, it points out whether the person or group of people are cheerful, confidence
and enthusiast.

Though mostly it is referred at a collective level, it often depends on the job satisfaction and
feeling of being treated well in the work environment.
Morale, generally, is dependent on the right leadership of the management where the path is
clarified to employees and performance is appreciated with feedback, recognition and provision
of a pleasant work place.

Relationship Between Job Satisfaction and Morale:

Yet it is observed through employee surveys that though the employees are highly satisfied with
their jobs, their morale is low. So, how can we say that both are interlinked or not?

Well let’s review some of the factors and see how they are associated with job satisfaction and
morale.

1. Communications of Superiors:

communications of superiors Would you like to enter the room where your boss is always having
a frowning face and uses inappropriate language while addressing your query?

The relation between employee and his/her superior does impact on the level of job satisfaction
either positively or negatively.

The facial gestures or expressions, eye contact, hand or body movements, voice expressions of a
boss on his sub-ordinates influences how satisfied they are.

The way the superior communicates, especially non-verbal communications, has more impact on
the way the sub-ordinates interact.

If the communications become undesirable, then the level of motivation to work becomes low.
The other way round where the superior communicates in friendly manner, the job gets executed
well and it ends up being a satisfied job.

From this it is seen that the person is satisfied but the mannerism of the superior creates a high
morale.

2. Employee recognition:

Would you feel excited if your name is being announced for this months ‘employee of the
month’?

Yes, you would feel proud and happy that your achievement has been recognized by top level.

An employee being recognized for their work and output instills confidence in the company.

It is traditionally associated with financial recognition, but not always. A company having a
reward program culture nurtures innovations.

3. Difficult clients:
working with difficult clients Do you feel comfortable to handle clients who don’t co-operate?

Working in an environment wherein the employee has to deal with difficult clients is definitely
going to impact the satisfaction level. With time the morale goes down and the productivity
decreases.

4. Project unfamiliar:

How to work for a project that is not familiar to you?

Would you like to work when you are not aware of the terms and type of work to be done?

Definitely, you would get irritated and then tend to flop in the work assignments.

Some instances due to mismanagement the work assignments are not reviewed before assigning
to employees and hence creates a dissatisfaction.

The morale seems to get low and the employee doesn’t seem to complete.

5. Undeliverable goals:

Have you been given a target like that just seems impossible to do it?

For example “Achieve 100% sales of all the products in the company “XXX” for year 2014”.
Such goals set by manager just seems out of hand. Goals set for employees need to be given
based on their strengths and talents.

The goal can be rewritten as for example “Achieve around 85% of sales of most of the products
in the company “XXX” for the year 2014”.

Hence, goals that cannot be done will only make the employee to lose his morale.

6. Pleasant work environment:

pleasant work environment

You enter the office where the work area is cluttered and dirty. The people working inside are all
gloomy.

You wouldn’t like to enter or work in such an area. As a clean and tidy home is a place of
serenity, same applies for work place where the mind would accept to work. The word ‘Pleasant’
itself gives a feeling of soothing the nerves.

A work environment having this pleasantness is what any employee is looking forward to. The
person gets a satisfied feeling and of course the morale boosts up!
7. Managements interaction:

Have you been greeted by the General Manager of your company everyday morning at your seat?

His/her handshake with all the employees every day brings him/her closer to all them and make
them feel wanted.

Besides this, the Management interacting with employees on shop floor during a breakdown
boosts the morale of the employees. This creates trust and confidence in the company. The
Management who practice Open door has high level of retention.

8. Performance feedback:

Were you called up for the work you completed and informed that there was small correction in
the way it was presented?

Well, be happy you have been reviewed on your performance. It only shows that the
management believes in your work and would like you to improve.

Companies who review employees performances and gives feedback is always considered to
give boost to the morale. The employees would ultimately improve and help to be job satisfied.

9. Support given:

You have small problem in the work assignment to be completed and when your boss lends you
a hand to get it done with his knowledge and experience, wouldn’t you be happy?

Yes, support when given at the need of the hour and in other forms are always appreciated by
employees.

This creates an environment of trust and builds confidence in the company.

10. Over working:

over working at work You got to work every day with assignments that makes you overwhelmed.
You are too bogged down and don’t have time for your family.

You would end up hating your job in due course of time. Overworking is usually one of the main
reasons for dissatisfaction.

It would lead to stress and create frustrations. The morale goes down and so does productivity.

https://content.wisestep.com/difference-job-satisfaction-morale/
12.2 Basic Factors Influencing Employee Morale

Morale is defined by various terms from different standpoints. In military situation morale means
enthusiasm to accomplish the assigned task or esprit-de-corps in sports it may mean self
confidence of a team, in education it may be the eagerness to learn by students, in business it is
associated with the desire to achieve the goals. So it is an overall attitude of an individual or
group towards all aspects of their work e.g., the company, the job, the supervisors, fellow
workers, working conditions, etc.

Types:

The following are the two types of morale:

1. Individual and Group Morale:

Individual morale is a single person’s attitude towards work, environment etc. Whereas group
morale reflects the general attitude of a group of persons. Group morale is everybody’s concern
and may go on changing with the passage of time. Individual and group morale are interested but
not necessarily identical. They have an effect on each other. The individual’s personal perception
of the present conditions may be high but the group’s perception may be low or vice-versa.

2. High or Low Morale:

Morale may be referred to high morale or low morale. In the words of McFarland, high morale
exists when employee attitudes are favorable to the total situation of a group and to the
attainment of its objectives. Low morale exists when attitudes inhibit the willingness and ability
of an organization to attain its objectives. The words such as zeal, enthusiasm, loyalty,
dependability denote high morale. Low morale may be described by words like lack of interest,
laziness, apathy, bickering, jealousy, quarrelsome, pessimism, etc.

Morale and Motivation:

Morale and motivation are inter related but differ from each other. Morale refers to the attitude
of a person towards his work and environment while motivation is a process to inspire people.
Motivation is an inner feeling which energizes a person to work more for satisfying his
unsatisfied demands. Motivation revolves round needs and incentives while morale will
determine the willingness to co-operate.

Morale and Productivity:

Morale reflects the attitude of employees towards their work, it will be of interest to know if it
has any bearing on productivity. A number of research studies reveal that there is no direct
relationship between morale and productivity. High morale may lead to higher productivity but
in some cases production may go down even. It is generally felt there is a positive relation
between morale and productivity but the degree may not be the same. For example, 10 per cent
increase in morale may lead to higher productivity but production may not necessarily increase
by 10 per cent.

Factors Affecting Morale:

On the basis of all these classifications, the important factors in the determination of levels of
morale are as describe below:

1. The Organization:

The first factor affecting the employee morale is the organization itself. The organization
influences the worker’s attitudes to their jobs. The public reputation of an organization may build
up for better or worse, their attitudes towards it.

2. The Nature of Work:

The nature of the work, the worker is expected to perform also affects his attitude towards the
job as well as his morale. If the employee is expected to perform routine or specialized jobs, he
will feel bored and alienated. Repetition of the same task again and again makes the working
situation worse for the employees. Another factor is the large impersonal organizational structure.
Sometimes, if the employee feels that he is just a cog in the machine instead of a person, his
morale will become very low. Lack of understanding of organizational goals may also affect the
morale. Another factor which causes low morale is the assembly line operations moving at a
constant speed.

3. The Level of Satisfaction:

The level of satisfaction, a worker derives from his job is another determinant of morale. If the
job factors and the satisfaction they bring is perceived to be favorable by the employee morale
will tend to be higher than if there factors seem to be unfavorable. The job factors include the
factors such as opportunities for promotions, job security, steadiness of employment,
opportunities to learn the job and to use his own ideas, pay working conditions, recognition,
cooperativeness of co-workers, group relationship etc.

4. The Level of Supervision:

The level of supervision received by an employer has a tremendous influence on his morale.
High rate of employee turnover indicates that the leadership is ineffective. On the other hand, if
employees are given freedom to do the job, their morale will be high. Nobody likes to be
supervised all the time.

5. Concept of Self:

What is the employee’s concept of himself? The answer to this question influences the attitudes
of the employees to the organizational environment.. How an employee perceives himself, is a
very important question. The morale of persons who have lots of self confidence or who enjoy
good mental and physical health is generally high as compared to those who lack self confidence
or suffer from poor physical or mental health.

6. Worker’s Perception of Rewards System:

The worker’s perception of past rewards and future opportunities for rewards affect their morale
to a substantial extent. If the workers regard the rewards as fair and satisfactory, their morale will
tend to by higher than if the perception is in the opposite direction. Moreover, if the rewards and
opportunities for the future tend to be bleak, morale will tend to be low as compared to the
situation where the worker perceives opportunities for satisfaction and for attainment in the
rewards that lie ahead in the future.

6. The Employee’s Age:

Studies have reported that age and morale are directly related. Other things being equal, elder
employees seem to have higher morale. This is because of the reason that perhaps younger
workers are more dissatisfied with higher expectations than their elders. The older employees
have more stability which comes with maturity, a serious attitude towards job. more reliability,
less absenteeism, proven steady work habits, a sense of responsibility and loyalty and less
tendency to be distracted by outside interest as influences.

7. The Employee’s Educational Level:

Studies have concluded an inverse relationship in the educational level of the employee and his
morale. Higher the educational level lower will be the job satisfaction and vice versa. The higher
he thinks he should be the more dissatisfied he will be.

8. The Employee’s Occupational Level:

The occupational level of the employee also influences his level of morale. The higher up in
organizational hierarchy an employee is higher will be his morale. The morale of the people who
are lower in the levels of hierarchy is generally low because they compare their own attainments
with those of others.

10. The Off the Job Activities of the Employee:

The relationship of an employer with his family and work group influences his behavior and
attitude while he is on the job. His off the job activities e.g. whether his family life is happy or
not, whether he has excessive drinking habits etc. The influences and pressures of a formal and
informal group have a significant effect on the morale of workers.

http://www.yourarticlelibrary.com/management/morale/morale-definitions-types-and-factors-
affecting-morale/53295
12.3 Motivation for Performance

Doing Business all over the world is very challenging. Corporate performance and revenue
growth are challenge by Internal and external operating environment factors. To survive in
profitable way in the highly challenging and competitive global market economy, all the factor
of Employee Retention &Production - machine, materials & men, – should be managed in a
impressive way Among the factors of production the human resource constitutes the biggest
challenge because unlike other inputs employee management calls for accomplished handling of
thoughts, feelings & emotions to protected highest productivity. High productivity is a long-term
benefits of Employee motivation Motivated employee is a valuable asset which delivers huge
value to the Organization in maintaining and strengthening its business and revenue growth.

Motivation: Motivation is the word derived from the word ‘motive’ which means needs, desires,
wants or drives within the persons. It is the process of inspiring people to actions to achieve the
goals. In the work goal background the psychological factors motivating the people’s behavior
can be-

Job-Satisfaction

Achievement

Term Work, etc

Need for Money

Respect

One of the most important functions of management is to create enthusiasm amongst the
employees to execute in the best of their abilities. Therefore the role of a leader is to arouse
interest in presentation of employees in their jobs. The process of motivation consists of 3
stages:-

1. A felt need or oblige

2. A incentive in which needs have to be aroused

3. When needs are satisfied, the satisfaction or achievement of goals.

Employee satisfaction: Whether employees are happy and satisfied and pleasing their desires &
need sat work. Many measures claim that employee satisfaction is a factor in employee
motivation, employee goal. Achievement and positive employee confidence in the workplace.
Employee satisfaction, while normally a positive in your organization, can also be a
disappointment if ordinary employees continue because they are satisfied with your work
environment.
Employee Performance: The activity of performance of doing something fruitfully by
knowledge as famous from simply possessing it. A performance Comprises an event in which
normally one group of people the performer or Performers act in a particular way for another
group of people.

Productivity: Productivity is that which people can produce with the smallest amount effort,
Productivity is a ratio to calculate how well an organization or individual, industry, country
converts input belongings, labor, materials, machines etc. into goods and services.

Working Environment: Stresses, influences, and competitive, situation, civilizing, demographic,

profitable, usual, political, regulatory, and environmental factors that effect the survival,
operations, and development of an organization.

An individual’s motivation is influenced by biological,intellectual, social & emotional factors.

Motivation is a multi faceted; we can not easily define to motivation, intrinsic driving force that
can also be influenced by external factors.

Every person has activities, events, people, and goals in his or her life that he or she finds
motivating. By using intrinsic satisfaction & extrinsic factor organization can inspire employee
motivation at work. Fulfilling the employee's needs and expectations from work and the
workplace factors that enable employee motivation - or not. These variables make motivating
employees challenging.

Some time employers fail to understand the importance of motivation in accomplishing their
mission and vision. Even when they understand the significance of motivation, they lack the skill
and knowledge to provide a work environment that fosters employee motivation.

Importance of Motivation

Motivation occupies an important place and position in the whole management process. This
technique can be used fruitfully for encouraging workers to make positive contribution for
achieving organizational objectives. Motivation is necessary as human nature needs some sort of
inducement, encouragement or incentive in order to get better performance. Motivation of
employee’s offers may benefits to the Organisation and also to the employees. This suggests the
importance of motivating employees. Motivation acts as a technique for improving the
performance of employees working at different levels.

Motivation of employees is one function which every manager has to perform along with other
managerial functions. A manager has to function as a friend and motivator of his subordinates.
Motivation is useful in all aspects of life and even our family life. The same is the case with
business. This dearly suggests that motivation is extremely important. It is an integral part of
management process itself.

Factors to Encourage Motivation.

 Management and leadership actions that allow employees,

Believe about your employees strengths!

Inquire employees what they want

Teach employees to measure their own success.

crystal clear &regular communication about factors important to employees,

Treating employees with respect,

Providing regular employee respect,

Feedback and training from managers and leaders,

Industry-average benefits and recompense,

Carry an idea notebook

Explain your reward systems.

Inquire employees for information about their performance.

Communicate!

Stop Distracting Employees

Motivation is a helpful instrument in the hands of management in exciting the workforce.

Motivation increases the willingness of the workers to work, thus increasing effectiveness of the
organization.

Best utilization of resources: -

Reduction in Labor Problems: -

 Size-able increase in production and productivity:

Basis of Cooperation.

Better Image: -.

The Effect of Motivation on Employee Productivity : Motivated employees are inclined to be

more productive than non-motivated employees. Most businesses make some pains to motivate
workers but this is normally easier said than done. Employees are all individuals with different
like’s dislikes and needs, and different things will motivate each.

1. Motivated Employees Are More Productive : If employee will satisfied and happy then he/she
will do his /her work in a very impressive way, and then the result will be good, on the other
hand motivated employee will motivate other employees in office.

2. Decision-making and practical Expectations : It is important to engage employees in the

decision-making process, but create realistic expectations in the process.

3. Job Description, Work Environment and Flexibility : Employee doing the right job for his
personality and skill set, and performing well at the job greatly increases employee motivation
and satisfaction. A safe and non-threatening work environment is necessary to maintain a high
level of employee motivation. Flexible human resource policies, flexible time, work from home,
childcare also be liable to have happier and more motivated workers.

4. Pay and Benefits : Keeping employees motivated with good benefits is easy. Where to draw
the line at generous benefits that motivate all employees, versus raises and larger salaries to
retain and attract the best workers and keep them happy and motivated to be working for you, are
more difficult.

5. Company Culture : Creating a positive and employee-friendly company culture is a great

motivational tool.

https://www.linkedin.com/pulse/impact-employee-motivation-performance-productivity-anar-
nesibov

12.4 Factors Influencing Motivation

Companies struggle with employee motivation on a daily basis. Unmotivated and uninterested
workers can decrease both productivity and profitability. Understanding the factors that motivate
employees can help business leaders to cultivate a corporate culture that is engaging and
enjoyable. It is important to understand that a one-size-fits-all mentality may not be appropriate,
as different people are motivated by different things.
Money
Money is an important motivator for many employees. While not everybody is motivated by
money, employers should consider using money to entice employees to be engaged while on the
clock. Companies should be cautious, however, not to use money as their sole means of
motivation. By using money as the primary motivational tool, employers can create an
environment where workers are performing their job duties solely out of a desire to gain money,
rather than to be a contributing member of the team.

Effective Leadership
A company that has ineffective leaders can be an emotionally draining environment for
employees, and such a situation can lead to a stagnate corporate culture. Employees who are not
led effectively by considerate supervisors may even begin to dread the thought of going to work
every day. Effective leaders, however, can stimulate employees to set and meet goals that will
provide a sense of pride, accomplishment and motivation.

Advancement Opportunities
The potential for career advancement is a powerful way to keep employees motivated. An
employee who knows that he is likely to be rewarded for his high job performance with a chance
to climb the corporate ladder is more likely to push himself to produce top results in his current
position. Supervisors within the company need to make it a priority to recognize the efforts of
these employers and create avenues of growth for these employees.

Stability
People have a general need for stability in their lives, whether it be at home or at work. Job
security contributes to this sense of stability. Employers can promote of sense of stability at work
by ensuring that productive employees feel that their positions are secure by showing
appreciation for their efforts and by conveying to them an image of stability themselves.

https://woman.thenest.com/factors-influencing-employee-motivation-10486.html

12.5 Suggestions to Motivate Employees

Employee motivation helps keep workers satisfied and not looking for other jobs. Employers
should not ignore the importance of motivation. Unmotivated employees who are unhappy can
lead to general work complaints from employees. This in turn can create company problems.
Employer solutions for employee motivation include both monetary and non-monetary solutions,
such as giving time off.

Promote Employee Career Path Development

Employers who want to motivate an employee should promote career path development.
Schedule a meeting and find out the employee's career goals. Set up these employer-employee
meetings each month. You can keep the meetings short. Act as a coach and identify the
employee's strengths and weaknesses. An employee's weakness may require more job training,
which you can facilitate. Encourage and reward new ideas for work flow.
Give Employees Thank You Notes
Employees work hard for their employers. Some employers forget to appreciate their employees'
efforts. Employees should be thanked in some way. When an employee performs in a stellar
manner, offer different types of praise, maybe even an afternoon off. Praise does not require
much effort. For instance, offer a hand-written thank you note. After you give the note, keep a
copy in the employee's work file so no one forgets the employee's good work.

Offer an Employee Fun Event

As a employer, you need to provide sound management of your business and keep your
employees happy. Plan a fun event for employee motivation. The event does not need to last all
day. Choose a non-busy work period, possibly a Friday afternoon. Hold a contest and offer your
employees lunch. Keep the lunch menu simple with pizza, snacks and juice.

Give Employees Respect

Employees must feel respected by their employers. When employees experience disrespect, you
face employees who may not perform well. Listen to any employee-related concerns and address
them immediately. If an employee is overworked, figure out a solution. You can help prioritize
the worker's daily work load. Offering a solution shows employee respect and gains a motivated
employee.

Hold Quarterly Company Meetings

Employers should keep employees aware of company updates. Holding a quarterly company
meeting offers an opportunity. Draft an outline of company topics to cover before you hold the
meeting. The memo should be distributed days before the meeting. Do not forgot off-site
employees. Company topics might range from new product developments to employee
promotions. Use part of the meeting for questions and answers.

https://smallbusiness.chron.com/suggestions-motivate-employees-15581.html

Chapter 13: Safety and Health

13.1 Promoting Employees Health and Safety

Employees working in such industries are exposed to life-threatening hazards like

working at heights, exposure to chemicals, and exposure to various poisonous gases to name a
few. They are not only life threatening, but might also reduce the efficiency while on ground.
Any company’s major loss would be the loss of employees when they are not safe and secure
during their working hours. Managers should fully utilize all the resources to create and maintain
health and safety standards for an organization.

Below are the 5 strategies that can be implemented to encourage and sustain employee wellness
and safety.

1. Establish Open Communication

 A key component in maintaining the trust of the employees is to encourage open
communication on any health or safety related issues. No employee should fear in expressing
concern for safety goals in the company. An HR Personnel should hold one-on-one meetings
with the employees so that if any employee Is fearing to express safety concerns to the direct
managers, will feel more at ease while talking to an HR personnel.

2. Implement strict safety policy

Those employees, who are not designated to work in a certain high-risk position should be
discouraged to enter hazardous zones. By labeling unsafe environments, posting stringent
warning signs and mentioning the qualifications required for such jobs on worksites, the
candidates will get to know if they are suitable for such roles. For a corporate office that have
less physical risks, it is advisable to identify all potential hazards early on such as broken glass or
any kind of leaks.

3. Provide health and safety training

It is a must to provide required safety training programs for all employees who should
necessarily include emergency action plan training and how to treat yourself while injured and
alone. Make sure the employees are well efficient at the time of crisis by holding fire and
emergency drills from time to time.

Encourage employees to be responsible if they fall sick and take leaves without reprimand.

With safety standards in place, a company can identify all the potential risks and keep the
employees safe and sound while on the ground.

4. Coordinate with facility management

Facilities department play an important role in carrying out safety policies for business. By
harmonizing Occupational Health and Safety goals in the organization, facilities manager can
better protect employees. Encourage them to invest in safety tools and equipments, such as anti-
slip safety mats, Eye Protection, Ear Protection, masks etc. These simple yet effective products
will cultivate a general sense of wellbeing in the workplace.

5. Use positive consequences

The fear of discipline which drives under-reporting and stifles involvement must be driven
out of culture.

Discipline has a place, but most safety issues can be effectively dealt without discipline,
which has side effects that work against building a culture of safety. When discipline is used
disproportionately in relation to positive consequences, it leads to lower morale, reduced trust,
lower productivity, less teamwork and lack of engagement. It also suppresses reporting incidents
which cripples the organization’s ability to learn from mistakes and become more proactive.

https://www.entrepreneur.com/article/276830

13.2 Reasonable Working Condition

 Working environment: an introduction

Your working environment is affected by factors including health and safety, security and
working hours. A poor working environment can damage your health and put your safety at risk.

Your employer is legally responsible for ensuring good working conditions, but you also
have a responsibility to work safely .

Health and safety

The Workplace Health, Safety and Welfare Regulations – which became law in 1993 –
lay down minimum standards for workplaces and work in or near buildings.

These regulations apply to most types of workplace except transport, construction sites
and domestic premises. Workplaces must be suitable for all who work in them, including
workers with any kind of disability.

You have the right to a safe and healthy workplace which is suitable for all who work in
or visit them. This means that your employer must look at issues such as space, cleanliness,
lighting and ventilation and adequate toilet, washing and changing facilities.

Workplace dangers are not always obvious but paying attention to these issues and those
related to areas such as emergency lighting, suitable floors, safe traffic routes, windows and
doors will help to achieve this.

Working practices and conditions that seem harmless can eventually lead to serious illness.

Employers’ duties and those of controllers of premises

Employers and controllers of non domestic premises have a general duty to make sure
that the workplace meets certain conditions.

 Maintenance: make sure the workplace, equipment, devices and systems are maintained, in
working order and in good repair.
 Ventilation: make sure enclosed workplaces are ventilated and have enough fresh and
purified air.
 Temperature: maintain a reasonable temperature inside building during working hours.
Enough thermometers must be provided.
 Lighting: must be suitable and efficient and natural so far is reasonably practical.
Emergency lighting must be provided where lighting failure would cause danger.
 Cleanliness: keep workplaces and furnishings clean. Waste materials must not accumulate,
except in suitable containers.
 Space: make sure workrooms have enough floor area, height and unoccupied space.
 Workstations: must be suitable for the worker and work. A suitable seat must be provided
where necessary.
 Floors: must be suitable and not uneven or slippery, presenting a safety risk. They must be
kept free from obstructions likely to cause a slip, trip or fall. Handrails must be provided on
staircases, except where they would obstruct traffic.
 Falls: take suitable and sufficient measures to prevent people falling or being struck by
falling objects. Tanks must be securely covered and fenced where there is a risk of a person
falling into a dangerous substance.
 Windows: make sure that windows, and transparent and translucent surfaces, consist of safe
material, are clearly marked, and safe when open.
 Traffic: organize workplaces to allow safe traffic circulation by pedestrians and vehicles.
 Doors: make sure doors and gates are suitably constructed and comply with certain
specifications.
 Escalators: make sure escalators function safely, are equipped with necessary safety devices
and are fitted with easily identifiable and readily accessible emergency stop controls.
 Toilets: provide suitable and sufficient sanitary conveniences at readily accessible places.
 Washing: provide suitable and sufficient washing facilities at readily accessible places
 Water: provide an adequate supply of wholesome drinking water and cups, readily
accessible and conspicuously marked.
 Clothing: provide suitable and sufficient accommodation for clothing, as well as changing
facilities where special clothing is worn.
 Restrooms: provide suitable and sufficient rest facilities at readily accessible places. Rest
rooms and areas must include suitable arrangements to protect non-smokers from
discomfort. Suitable facilities must be provided for pregnant or nursing workers to rest and
for workers to eat meals.

Under the law, employers must:

 decide what could harm you in your job and take precautions to stop it;
 explain how risks will be controlled and tell you who is responsible for this;
 give you the training and information you need to do your job safely;
 provide you with any equipment and protective clothing you need and ensure it is
maintained;
 provide toilets, washing facilities and drinking water;
 provide first aid facilities;
 record injuries, diseases and dangerous incidents at work and report these to the Health and
Safety Executive where relevant;
 have insurance that covers you in case you get hurt at work or ill through work;
 work with anyone sharing the workplace or anyone who is providing employees (such as
agency workers), so that everyone’s health and safety is protected.
Your health and safety responsibilities are to:

 follow any training you have received when using equipment or materials your employer has
given you;
 take reasonable care of your own and other people’s health and safety;
 co-operate with your employer on health and safety;
 tell someone if you think the work or inadequate precautions are putting anyone’s health and
safety at risk.

https://www.unison.org.uk/get-help/knowledge/health-and-safety/working-environment/

13.3 Causes of Work Related Accident and Illnesses

Accidents can happen any time—obviously they’re not intentional, and there are infinite
possibilities for something to go wrong. You can avoid many accidents, however, by taking
certain precautions to ensure that the most likely mishaps will not occur.

Here we’ve gathered some information about the most common causes of workplace
accidents so you can be prepared to prevent injuries and other incidents:

1. Lifting

It is so easy to injure yourself while lifting heavy objects. Eliminate back injuries and
muscle strains by ensuring that everyone practices safe lifting procedures. It’s always best to
recruit a helping hand or to use machinery to move large objects.

2. Lighting

Poor lighting can be a major cause of trips, falls, and other workplace injuries. If you
can’t see the hazards, they’re much more likely to become serious problems. Every area in the
workplace should be well lit, including offices, warehouses, parking areas, and outside
entryways.

3. Violence
 Hundreds of people die each year from workplace violence. Employees in conflict with
one another tend to be especially unsafe when working together. OSHA has guidelines for
violence prevention if you need help resolving these issues in your workplace.

4. Trips/Falls

Consistently one of the leading causes of workplace injuries, trips and falls continue to
be a major problem. Slippery floors, improper footwear, rushing employees, and weather
conditions all contribute to trip and fall hazards. Make sure all employees are well trained on the
relevant safety information and verify that the physical conditions in the workplace are up to
standards to lower the number of injuries in this category.

5. Stress

Physical and mental stress are less commonly recognized workplace hazards, but they
can cause serious or even fatal accidents. Employees must be in the right mindset and physically
sound for the job. Communicate the importance of mental and physical health to all employees.
It’s important to take breaks and seek help with managing stressful situations.

6. Fatigue

As mentioned before, it is imperative that employees show up to work physically

prepared. A lack of adequate sleep can cause exhaustion, inattention, and accidents. Even a well-
rested employee can grow fatigued while on the job, so it’s necessary to take breaks at regular
intervals or when needed.

7. Shortcuts

Employees should never take shortcuts on the jobs, especially when dealing with
dangerous machinery or circumventing safety procedures. The regulations are in place to protect
employees and to make sure everything is done correctly.

8. Overconfidence
 Employees should be confident about what they’re doing, but overconfidence may
diminish carefulness or attention. Overconfident employees are likely to ignore safety
precautions and forego double checking their work. It’s important for them to understand that
accidents can occur any time to anyone, no matter how skilled or experienced.

9. Poor Housekeeping

A messy workplace is a dangerous workplace. Objects and debris on the floors pose
tripping hazards, wet or dirty floors can cause slips, cluttered surfaces can conceal sharp objects,
poorly contained chemicals are an obvious hazard… you get the picture. Besides the dangers,
good housekeeping sets a good example for other safety precautions as well.

10. Lack of Preparation

No one should ever be on the job without the proper knowledge, training, certifications,
tools, or PPE. Preparedness on the job is one of the absolute best ways for employees to stay
safe.

11. Mental Distractions

It’s easier said than done, but employees must try to leave personal matters at the door.
Being distracted on the job is similar to being fatigued, stressed, or overconfident. Workers
simply cannot perform their jobs to their full potential if their mind is elsewhere.

https://blog.vingapp.com/corporate/11-common-causes-of-workplace-accidents

Both employees and employers have a duty of care, as defined by the Common Law Duty
of Care, to ensure they are safe and operate safe practices at work to prevent illness and injury to
themselves or others, and to comply with the relevant legislation for their workplace or industry.

Regulation 8 requires employers and self-employed people to report cases of diagnosed

reportable diseases that are linked with occupational exposure to specified hazards, including
those associated with exposure to carcinogens, mutagens or biological agents, as soon as the
responsible person receives a diagnosis. The reportable diseases and associated hazards include:
 o Carpal Tunnel Syndrome: where the person’s work involves regular use of percussive or
vibrating tools;
o Cramp of the hand or forearm: where the person’s work involves prolonged periods of
repetitive movement of the fingers, hand or arm;
o Occupational dermatitis: where the person’s work involves significant or regular
exposure to a known skin sensitiser or irritant;
o Hand Arm Vibration Syndrome: where the person’s work involves regular use of
percussive or vibrating tools, or holding materials subject to percussive processes, or
processes causing vibration;
o Occupational asthma: where the person’s work involves significant or regular exposure to
a known respiratory sensitiser;
o Tendonitis or tenosynovitis: in the hand or forearm, where the person’s work is physically
demanding and involves frequent, repetitive movements.
https://fitforwork.org/blog/illness-injury-and-impairments-caused-by-work/

13.4 Occupational Diseases

An occupational disease is a disease or disorder that is caused by the work or working
conditions.
This means that the disease must have developed due to exposures in the workplace and
that the correlation between the exposures and the disease is well known in medical research. Or
put in another way, it must not be likely, beyond reasonable doubt, that the disease was caused
by factors other than work.
Examples of occupational diseases:

 Tennis elbow
 Allergy
 Hearing loss
 Asthma

Exposures in the workplace that may cause some of the above diseases:

 Repetitive work movements

 Work with arms lifted above shoulder height
 Heavy lifting work
 Work in a very noisy environment
 Work with hazardous substances

When there is adequate medical documentation that a disease is caused by a certain exposure,
the disease is included on the list of occupational diseases.
The list of occupational diseases is a list of work-related diseases which are recognized as
industrial injuries if a person has had certain exposures in the workplace. The list is constantly
updated so that it covers the most recent research.
Recognition of an occupational disease
In order for you to get compensation and other benefits as a consequence of a disease, the
disease must be recognised as an industrial injury.
A disease can be recognised in two different ways:

 If the disease and the exposure causing the disease are on the list of occupational
diseases, we recognise the disease as an occupational disease
 If the disease is not on the list of occupational diseases, it is still possible to recognise it
as an occupational disease if the Occupational Diseases Committee, in their
recommendation, state that it is likely, beyond reasonable doubt, that the disease was
caused by special factors in the workplace

https://aes.dk/en/english/industrial-injuries/what-is-an-industrial-injury/what-is-an-occupational-
disease.aspx

13.5 Cost of Accident

The Hidden Cost of Accidents

Even a simple or minor accident can be expensive. Some of the costs associated with
accidents can be quickly identified such as medical treatment, lost wages and decreased
productivity. These easily-identified expenses are often known as the "direct" costs associated
with accidents. Less evident expenses associated with accidents are known as "indirect" or
"hidden" costs and can be several times greater than the value of the direct costs. Listed below
are just a few of the hidden costs associated with most accident.

1. The expense and time of finding a temporary replacement for the injured worker,
2. Time used by other employees to assist the injured worker,
3. Time used by supervision to investigate the mishap, preparation of accident reports and
adjustments made to work schedules,
4. Property damage to tools, materials and equipment,
5. Delays in accomplishment of work task by a group.

http://web.utk.edu/~jfwalker/cost.htm

13.6 Occupational Safety and Health Center

Occupational safety and health (OSH), also commonly referred to as occupational

health and safety (OHS), occupational health, or workplace health and safety (WHS), is a
multidisciplinary field concerned with the safety, health, and welfare of people at work. These
terms also refer to the goals of this field, so their use in the sense of this article was originally an
abbreviation of occupational safety and health program/department etc.
The goals of occupational safety and health programs include to foster a safe and healthy
work environment. OSH may also protect co-workers, family members, employers, customers,
and many others who might be affected by the workplace environment. In the United States, the
term occupational health and safety is referred to as occupational health and occupational and
non-occupational safety and includes safety for activities outside of work.
In common-law jurisdictions, employers have a common law duty to take reasonable care
of the safety of their employees.] Statute law may in addition impose other general duties,
introduce specific duties, and create government bodies with powers to regulate workplace safety
issues: details of this vary from jurisdiction to jurisdiction.

https://en.wikipedia.org/wiki/Occupational_safety_and_health