8

Safety, Health & Security at

Workplace
©
© 2010
2010 South-Western,
South-Western, aa part
part of
of Cengage
Cengage Learning
Learning PowerPoint
PowerPoint Presentation
Presentation by
by Charlie
Charlie Cook
Cook
All
All rights
rights reserved.
reserved. The
The University
University of
of West
West Alabama
Alabama
Chapter Objectives
After studying this chapter, you should be able to

Concept of health and safety.

Legal requirement for safety and health - OSHA
Act.
Promoting safety and health.
Security concerns at work.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–2

 Safety and Health: It’s the Law
• In 2006 there were 4.1 million injuries/illnesses
among private-sector firms.
• Back problems cost employers $50 billion
yearly in workers’ compensation costs and $50
billion in indirect costs
• In any year, approximately 75 million working
days are lost because of on-the-job injuries.
• In 2006, 5,840 employees died from work
accidents.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–3

 Enforcing OSHA Standards
• Workplace inspections
• Citations and penalties
• On-site consultations
• Voluntary protection programs
• Training and education

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–4

 OSHA’s System of Inspection Priorities

First
First Inspection
Inspectionof
ofimminent
imminentdanger
dangersituations
situations
Level
Level

Investigation
Investigationofofcatastrophes,
catastrophes,fatalities,
fatalities,and
and
Second
Second accidents
accidents that result in hospitalization offive
that result in hospitalization of fiveor
or
Level
Level more employees
more employees

Investigation
Investigationof
ofvalid
validemployee
employeecomplaints
complaintsof
of
Third
Third alleged
allegedviolations
violationsof
ofstandards
standardsororof
ofunsafe
unsafeor
or
Level
Level unhealthful
unhealthfulworking
workingconditions
conditions

Special-emphasis
Special-emphasisinspections
inspectionsaimed
aimedatatspecific
specific
Fourth
Fourth high-hazard industries, occupations, or
Level high-hazard industries, occupations, or
Level substances
substancesthat
thatare
areinjurious
injuriousto
tohealth
health

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–5

 What Are My Responsibilities under the OSH Act?

If you are an employer the OSH Act covers, you must:

• Meet your general duty responsibility to provide a workplace free from recognized hazards;
• Keep workers informed about OSHA and safety and health matters with which they are involved;
• Comply in a responsible manner with standards, rules, and regulations issued under the OSH
Act;
• Be familiar with mandatory OSHA standards;
• Make copies of standards available to employees for review upon request;
• Evaluate workplace conditions;
• Minimize or eliminate potential hazards;
• Make sure employees have and use safe, properly maintained tools and equipment (including
appropriate personal protective equipment);
• Warn employees of potential hazards;
• Establish or update operating procedures and communicate them to employees;
• Provide medical examinations when required;
• Provide training required by OSHA standards;
• Report within 8 hours any accident that results in a fatality or the hospitalization of three or more
employees;
• Keep OSHA-required records of work-related injuries and illnesses, unless otherwise specified;
• Post a copy of the OSHA 300—Log and Summary of Occupational Injuries and Illnesses for the
prior year each year during the entire month of February unless otherwise specified;
© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–6
 What Are My Responsibilities under the OSH Act? (cont’d)

If you are an employer the OSH Act covers, you must:

• Post, at a prominent location within the workplace, the OSHA poster (OSHA 2203) informing
employees of their rights and responsibilities;
• Provide employees, former employees, and their representatives access to the OSHA 300
form at a reasonable time and in a reasonable manner;
• Provide access to employee medical records and exposure records;
• Cooperate with OSHA compliance officers;
• Not discriminate against employees who properly exercise their rights under the OSH Act;
• Post OSHA citations and abatement verification notices at or near the worksite involved; and
• Abate cited violations within the prescribed period.

• If you are an employee the OSH Act covers, you should:

• Read the OSHA poster at the job site;
• Comply with all applicable OSHA standards;
• Follow all employer safety and health rules and regulations, and wear or use prescribed
protective equipment while engaged in work;
• Report hazardous conditions to the supervisor;
• Report any job-related injury or illness to the employer, and seek treatment promptly;
• Cooperate with the OSHA compliance officer conducting an inspection; and
• Exercise your rights under the • OSH Act in a responsible manner.
© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–7
 Promoting Safe Work Environment

Safety Motivation Safety Awareness

and Knowledge Programs

Elements in Creating a Safe

Work Environment

Accident
Enforcement of
Investigations
Safety Rules
and Records

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–8

 Creating a Culture of Safety
• Promoting Safety Awareness
 The Key Role of the Supervisor
 Communicating the need to work safely.
 Proactive Safety Training Program
 First aid, defensive driving, accident
prevention techniques, hazardous
materials, and emergency procedures.
 Information Technology and Safety
Awareness and Training
 Enhanced delivery modes
 Customization of training needs
 Regulatory instruction
– OSHA’s Web-based eTools

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–9

 Creating a Culture of Safety (cont’d)
• Typical Safety Rules
 Using proper safety devices

 Using proper work procedures

 Following good housekeeping practices

 Complying with accident- and injury-reporting

procedures
 Wearing required safety clothing and equipment

 Avoiding carelessness and horseplay

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–10

 Enforcing Safety Rules
• Actively encourage employee participation in
the safety program by:
 Jointly setting safety standards with management

 Participation in safety training

 Involvement in designing and implementing special

safety training programs
 Involvement in establishing safety incentives and
rewards
 Inclusion in accident investigations.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–11

 Investigating and Recording Accidents
• Recordable Case
 Any occupational death, illness, or injury to be
recorded in the log.
 Recordable accidents include: death, days away
from work, restricted work or transfer to another
job, or medical treatment beyond first aid.
 Other problems include loss of consciousness or
diagnosis of a significant injury or illness by a
healthcare professional.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–12

 Guide to Recording Cases under the Occupational
Safety and Health Act

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–13

 Job Safety
and Health
Protection
Poster

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–14

 Health Hazards and Issues

Chemical Computer
Ergonomics
Hazards Workstations

Smoking and Cumulative

AIDS Trauma Disorders
Tobacco Smoke

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–15

 Creating a Healthy Work Environment
• Recognizing and Controlling Health Hazards
Related to Hazardous Materials and Processes
 Use substitutes for hazardous materials.

 Alter hazardous processes and engineering controls.

 Enclose or isolate hazardous processes.

 Issue clothing to protect against hazards.

 Improve ventilation.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–16

 Creating a Healthy Work Environment (cont’d)
• Problems with Video Display Terminals (VDT)
 Visual difficulties, muscular aches and pains, and
job stress
 Solutions:
 Place the screen four to nine inches below eye level.
 Keep the monitor directly in front of you.
 Sit in an adjustable-height chair and use a copyholder that
attaches to both the desk and the monitor.
 Use shades or blinds to reduce the computer-screen glare
created by window lighting.
 Elbows close to body and supported.
 Wrist and hands in-line with forearms.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–17

 Creating a Healthy Work Environment (cont’d)
• Cumulative Trauma Disorders (Repetitive
Motion Injuries)
 Injuries involving tendons of the fingers, hands, and
arms that become inflamed from repeated stresses
and strains resulting from jobs requiring repetitive
motion of the fingers, hands, or arms.
 Injuries lower employee productivity, increase
employer health costs, and incur workers’
compensation payments.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–18

 Key Elements for a Successful Ergonomics Program

Companies with award-winning ergonomics programs

list the following as common elements of success:
• Provide notice and training for employees. Implement a well-publicized ergonomics policy
or present ergonomic information in safety policies or training programs. Train employees,
supervisors, and managers in basic workplace ergonomics.
• Conduct preinjury hazard assessment. Survey the workplace and work processes for
potential hazards and adopt measures to lessen the exposure to ergonomic risk factors. Answer
the question: “Are certain work areas more prone to ergonomic hazards than others?”
• Involve employees. Include employees in risk assessment, recognition of MSD symptoms,
design of work-specific equipment or tools, and the setting of work performance rules and
guidelines.
• Plan and execute. Integrate ergonomic responsibilities into the performance plans for all
personnel. Demand accountability for program success.
• File injury reports. Encourage early reporting of MSD symptoms or injuries. Refer employees to
the company’s medical facilities or to the employee’s personal physician for treatment.
• Evaluate and assess the ergonomics program. Periodically review the effectiveness of
the ergonomics program. If the program appears to be ineffective, determine the underlying causes
for failure and propose corrective changes.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–19

 Workplace Violence
• Reducing Violence in the Workplace
 Management commitment to and employee
involvement in preventing acts of violence
 Analyzing the workplace to uncover areas of
potential violence
 Preventing and controlling violence by designing
safe workplaces and work practices
 Providing violence prevention training throughout
the organization
 Evaluating violence program effectiveness

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–20

 Violence Indicators: Know the Warning Signs

Most people leave a trail of indicators before they become violent. Similarly, disgruntled
former employees who commit acts of violence leave warning signs of their intent before
and after termination. The following behaviors should be taken seriously when assessing
situations of potential violence:
• Direct or veiled threatening statements
• Recent performance declines, including concentration problems and excessive excuses
• Prominent mood or behavior changes; despondence
• Preoccupation with guns, knives, or other weapons
• Deliberate destruction of workplace equipment; sabotage
• Fascination with stories of violence
• Reckless or antisocial behavior; evidence of prior assaultive behavior
• Aggressive behavior or intimidating statements
• Written messages of violent intent; exaggerated perceptions of injustice
• Serious stress in personal life
• Obsessive desire to harm a specific group or person
• Violence against a family member
• Substance abuse
© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–21
 Terrorism
• To deter terrorist attacks:
 Heighten ID checks and baggage screening
 Increase video monitoring with threat-recognition
software to back up human surveillance
 Install blast-resistant glass to reduce casualties
 Have offsite emergency offices
 Tighten garage security with stepped-up inspections
 Stagger deliveries to reduce truck traffic
 Develop emergency evacuation procedures,
including escape routes, emergency equipment, and
gathering locations

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–22

 Crisis Management Teams
• Teams, composed of both hourly and
managerial employees, conduct:
 Initial risk assessment surveys
 Develop action plans to respond to violent situations
 Perform crisis intervention during violent, or
potentially violent, encounters

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–23

 Calming an Angry Employee

If you try to defuse a tense situation, remember that anger results from a person’s feeling of
being wronged, misunderstood, or unheard. Keep the following tips in mind to guide you.
• Strive to save the employee’s dignity during an angry confrontation. Do not attack a person’s rash
statements or continue a muddled line of thinking.
• Hold all conversations in private. Do not allow the employee to create an embarrassing public situation
for himself or herself, yourself, or other employees.
• Always remain calm. Anger or aggressiveness on your part will trigger a similar response in the
employee.
• Listen to the employee with an open mind and nonjudgmental behavior. Give the employee the benefit
of hearing him or her out.
• Recognize the employee’s legitimate concerns or feelings. Agree that the employee has a valid point
and that you will work to correct the problem.
• If the employee is very emotional or if the engagement seems out of control, schedule a delayed
meeting so people can calm down.
• Keep the discussion as objective as possible. Focus on the problem at hand, not the personalities of
individuals. A cornerstone of conflict resolution is to “attack the problem, not the personality.”
• If the employee appears overly aggressive, withdraw immediately and seek professional help before
any further discussion with the employee.
• If your efforts fail to calm the employee, report the incident to your manager, security, or human
resource personnel.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–24

 Promoting Workplace Fitness and Health
• Provide a fitness facility on site and encourage
employees to use it.
• Emphasize ergonomic design.
• Educate employees about fitness and health.
• Reward employees for healthy behavior.
• Make sure employees are not being asked to do
too much.
• Create an employee assistance program.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–25

 Building Better Health

Alternative
Wellness Programs
Approaches

Health Services Focus on Nutrition

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–26

 Employee Assistance Programs

Alcoholism
Depression Abuse of Illegal
Drugs

Personal Abuse of
Crises Legal Drugs

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–27

 What Is Stress?
• Stress
 Any adjustive demand caused by physical, mental,
or emotional factors that requires coping behavior.
• Eustress
 Positive stress that accompanies achievement and
exhilaration.
• Distress
 Harmful stress characterized by a loss of feelings of
security and adequacy.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–28

 Job-Related Stress
• Sources of Job-Related Stress
 High demand
 High effort
 Low control
 Low reward
• Burnout
 Most severe stage of distress, manifesting itself in
depression, frustration, and loss of productivity.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–29

 Tips for Reducing Job-Related Stress

• Build rewarding relationships with coworkers.

• Talk openly with managers or employees about job or personal concerns.
• Prepare for the future by keeping abreast of likely changes in job demands.
• Do not greatly exceed your skills and abilities.
• Set realistic deadlines; negotiate reasonable deadlines with managers.
• Act now on problems or concerns of importance.
• Designate dedicated work periods during which time interruptions are avoided.
• When feeling stressed, find time for detachment or relaxation.
• Do not let trivial items take on importance; handle them quickly or assign them
to others.
• Take short breaks from your work area as a change of pace.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–30

 Thank you for your attention…

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 8–31