35

Process evaluation:
· internal audits;
· external audits;
· customer satisfaction;
· Are the tasks and processes relevant to achieve the objectives?
· Is the performance of service efficient?

Output evaluation:
· Statistics (distribution of diagnoses, percent of work-related
symptoms and disorders, absenteeism, type of rehabilitation,
type and number of advice to patient, type and number of
recommendations to work place).

Effectiveness evaluation:
· changes in personal health parameters;
· changes in work, working conditions and work community
towards better health and safety.

4. Management of Occupational Health Services

(OHS)
4.1 Planning and management of OHS

An effective OHS needs good planning of time, resources, contents

and activities of the service. Management of OHS is a process in
which each of the above components is continuously and interactively
balanced with the needs and priorities of a client or several clients. A
formal expression of this process is the OHS plan. The plan should be
based on appropriate analysis and prioritization of both immediate and
long-term health risks and needs of the personnel and company. Risk
assessment means considering the probability of risks and severity of
consequences. This is best done in a dialogue between OHS experts
and the work place. Some sort of prioritization is always needed, and
entails cost-benefit and cost-effectiveness calculations. It is a process
in which also attitudes and values are important. When the health of
human beings is at stake, cost-effectiveness cannot be the only basis