PowerPoint

Presentation for
Management of
Occupational Health
and Safety

Prepared by
Bernadette Gatien

Copyright © 2021 by Nelson Education Ltd.

 Chapter 10

Motivation and Safety

Management Systems

Copyright © 2021 by Nelson Education Ltd. 10-2

 Learning Objectives
• After reading this chapter, you should be able to:
– Discuss the importance of safety behaviour in the
workplace and identify the categories of safety
behaviour
– Explain the importance of individual motivation in
safety behaviour
– Describe behaviour modification approaches to
motivating safety
– Recognize how goal setting and feedback influence
safety behaviour

Copyright © 2021 by Nelson Education Ltd. 10-3

 Learning Objectives
• After reading this chapter, you should be able
to:
– Understand the facets of self-determination
theory of motivation and how they relate to safety
motivation
– Evaluate the role of organizational support for
safety in contributing to safety behaviour
– Discuss the role of the safety climate in the
performance of safety behaviours

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 Learning Objectives (cont’d)
• After reading this chapter, you should be able
to:
– Understand the role that safety leadership plays in
creating a safe work environment
– Describe OH&S management systems and
appreciate how they help organizations promote
workplace safety

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Poll

• Open the MindTap Mobile App and select your

course.

Which of the following has the greatest influence on an

organization’s safety culture?
a) worker’s compensation
b) leader/manager commitment
c) legislation
d) training

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 Opening Vignette:
Borger Group: Safety Comes First
• Borger Group is a leader in the construction industry.
• Borger’s safety values encompass the whole-person
view: physical, social, and emotional safety is
important.
• Safety is an integral part of the company’s success
thanks to diverse and innovative safety programming
which includes:
– The Borger app
– Performance-based bonus system—safety is rewarded
above other aspects of performance

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 Safety Behaviour
• Safety behaviours
– Behaviours leading to safe performance of a
particular job
• Examples include:
– Proper use of hazard control systems
– Safe work habits
– Increased awareness and recognition of workplace
hazards
– Acceptance and use of personal protective equipment

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 Safety Behaviour (cont’d)
• Safety programs can be classified as:
– Engineering Interventions
• Change physical environment to reduce hazard
exposure
– Administrative Interventions
• Modify procedures and exposure in work environment
– Behavioural Interventions
• Change employee attitudes, knowledge, or behaviour

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 Safety Behaviour (cont’d-b)
• All three types of interventions can be
successful
• Engineering controls are preferred because
they change the environment, but engineering
controls are not always possible
• It is important to understand safety behaviour
in workplaces

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Safety Behaviour (cont’d-c)

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 Safety Behaviour (cont’d-d)
• Safety behaviour can be distinguished as:
– Safety compliance
• The extent to which employees follow safety rules and
procedures
– Safety participation
• The extent to which employees go beyond compliance
and engage proactively and voluntarily to actively
improve safety

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Safety Behaviour (cont’d-e)

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 Safety Behaviour (cont’d-f)
• Safety Performance = Ability × Motivation × Opportunity
• Safety can be enhanced by increasing employees’
abilities, motivation, and opportunities to work safely
• All three model components must be implemented
– E.g., training (i.e., increasing ability) is insufficient to change
safety behaviours over long term
• Chapter 9 emphasized ability; this chapter emphasizes
motivation and opportunity

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 Motivating Safety Behaviour
• Safety motivation:
– An individual’s willingness to exert effort to enact
safety behaviour and the valence associated with
those behaviours
– Initiates, directs, and sustains safety behaviour

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 Motivating Safety Behaviour (cont’d)
• Three theories of motivation as they apply to
safety behaviour:
– Reinforcement theory (or behaviour modification)
– Goal-setting theory
– Self-determination theory

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Motivating Safety Behaviour (cont’d-b)

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 OH&S Today 10.1
A Risky Side of Behaviour-based Safety Programs
• Behaviour-based safety programs appear to be successful
but some stakeholders are wary of the approach.
• Safety incentives can be intimidating for employees
– Some workers feel pressure to not report an injury to avoid
costing workers a reward, others fear discipline if they are
injured
• In some cases actions that get rewarded are the avoidance
of negatives outside the worker’s control (e.g., reduction in
lost-time injuries) rather than achievement of positives
under individual’s control (e.g., wearing PPE)

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Motivating Safety Behaviour (cont’d-c)
• Reinforcement theory
– Power of external rewards and punishment
– Likelihood of an act being performed again is
determined by its current consequences:
• Increase when current performance of that behaviour
is followed by reinforcement (reward)
• Decrease when current performance of that behaviour
is followed by punishment

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Motivating Safety Behaviour (cont’d-d)
• Reinforcement theory
– ABC Model = Antecedent → Behaviour →
Consequence
• Any behaviour occurs because …
– Events trigger the behaviour (antecedents)
– Results follow the behaviour (consequences)

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Motivating Safety Behaviour (cont’d-e)
• Goal Setting
– Behaviour is motivated by internal intentions
– Goals serve as antecedents to behaviour in four
ways:
• Direct attention and action to the desired behaviour
• Mobilize effort toward actions to achieve the goal
• Increase persistence
• Motivate search for effective strategies to help
obtain them

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Motivating Safety Behaviour (cont’d-f)
• Goal Setting
– Five factors for effective goal setting:
• Goals must be difficult and challenging
• Goals must be achievable
• Goals must be specific
• Individuals must be committed to the goals
• Feedback on goal progress

Copyright © 2021 by Nelson Education Ltd. 10-22

Motivating Safety Behaviour (cont’d-g)
• Self-Determination Theory
– People are motivated by a variety of things
– Different categories of motivation reflecting
people’s varied reasons for acting
– Distinguishes amotivation from motivation

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Motivating Safety Behaviour (cont’d-h)
• Amotivation
– Complete lack of motivation
• Intrinsic motivation
– Motivation based on one’s interest and enjoyment
• Extrinsic motivation
– Motivation rooted in instrumental reasons for
acting

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Motivating Safety Behaviour (cont’d-i)
• Autonomous motivation
– Self-directed motivation reflecting an individual’s
free will
• Controlled motivation
– Motivation based in response to pressure

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Motivating Safety Behaviour (cont’d-j)

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Motivating Safety Behaviour (cont’d-k)

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 Increasing Opportunity for
Safety Behaviour
• Opportunity
– Resources and organizational support for safety
behaviour must be in place in conjunction with
ability and motivation
• Management must demonstrate and
communicate commitment to health and
safety
– Safety climate
– Safety leadership

Copyright © 2021 by Nelson Education Ltd. 10-28

 Increasing Opportunity for
Safety Behaviour
• Safety Climate:
– Shared perceptions among employees and
organizational stakeholders of the importance of
workplace safety
• Possible ways to promote a positive safety
climate
– Provide safety training
– Enact safety policies
– Include safety information along with production
goals

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 Increasing Opportunity for
Safety Behaviour
• Safety Leadership
– Organizational
leadership that is
actively focused on and
promotes OH&S
• Active safety leadership
is associated with better
safety records and
positive safety
outcomes

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Opportunity for Safety Behaviour

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 Organizational Health and Safety
Management Systems
• Occupational health and safety management
system (OHSMS)
– Reflects an interactive collection of strategic
organizational approaches and programs focused
on identifying, achieving, and maintaining desires
occupational health and safety targets

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 Organizational Health and Safety
Management Systems (cont’d)
• Ability, motivation, and opportunity for safety
behaviour are all reflected in an occupational
health and safety management system
(OHSMS)
• Leaders from all levels and areas of an
organization play a very important role in
prioritizing, integrating, and communicating
safety
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 Organizational Health and Safety
Management Systems (cont’d-b)
• OHSMS include elements such as:
• Management commitment • Training system
• Leader and employee • Hazard control system
participation • Preventive and corrective
• OHS policy action system
• Goals and objectives • Procurement and contracting
• Performance measures • Communication systems
• System planning and • Evaluation system
development • Continual improvement
• OHSMS manual and procedures • Integration
See OH&S Notebook 10.2 for a more complete list and discussion of these OHSMS
elements
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 Organizational Health and Safety
Management Systems (OHSMS)
• Standards available for OHSMS:
– ILO, BSI, ANSI, CSA

• CSA-Z1000-14 is the Canadian Standards

Association Standard for OHSMS
– Based on the Plan-Do-Check-Act continuous
improvement model

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OHSMS

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 Organizational Health and Safety
Management Systems (OHSMS)
(cont’d)
• Plan:
– Consider hazards and risks, legal requirements, and
OH&S goals
• Do:
– Ongoing safety activities such as emergency
preparedness, safety training, and preventive
measures
• Check
– Incident investigation, monitoring, and auditing
• Act:
– Managerial review and continuous improvement

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 Organizational Health and Safety
Management Systems (OHSMS) (cont’d-b)
• Effective OH&S policies have a core role in
OHSMS
• OH&S policy should:
– Be written and signed by CEO or president of
organization
– Be publicized and made available to all employees
– Outline purpose of program and define involvement
and responsibilities of all employees
– Be developed in consultation with employee groups

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 Organizational Health and Safety
Management Systems (OHSMS) (cont’d-c)
• Standards such as CSA-Z1000-14 guide
organizations toward effective OHSMS
• In Canada, OHSMS are mandatory in some
industries, voluntary in others
• Compliance with an OHSMS standard can help
establish due diligence

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 OH&S Notebook 10.3
Health and Safety Policy Checklist
• OH&S policy checklist must be comprehensive and
effective.
• Examples of questions that should be asked when
evaluating a OH&S policy:
– Is a clear commitment to health and safety evident in the policy
statement?
– Is the senior officer responsible for implementing and reviewing
the policy identified?
– Is the policy signed by the president or CEO?
• For a complete list of questions refer to OH&S Notebook
10.3

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 Video Links
• Small Business Talking Safety (WorkSafeBC)
– Small business leaders and employers from across
British Columbia discuss OH&S as a core business
value (6min, 42sec)
• Rod Stickman Safety videos (Workers’
Compensation Board of Nova Scotia)
– Designed to motivate young employees to work
safely (6 clips, each ~2min)

Copyright © 2021 by Nelson Education Ltd. 10-41

 End-of-Chapter Activities
• Use the discussion questions at the end of the
chapter to help you understand:
– The various approaches to behaviour-based safety
programs
– How focusing on behaviours rather than incidents
is a better approach
– How goal setting influences behaviour
– What role leaders play in creating a safe workforce
– The benefits of OH&S management systems
Copyright © 2021 by Nelson Education Ltd. 10-42