OCCUPATIONAL HEALTHY AND

SAFETY SERVICES
 Learning Objectives
After you have studied this COURSE , you will be able to:

 (1) Understand why work organizations should be concerned with

health and safety.

 (2) Understand the role of the human resources department and

Procurement department in the maintenance of health and safety
programs.

 (3) Understand the types of industrial accidents, Hazards and their

effects on employees, the work organization, and society.
 (4) Learn the common causes of industrial accidents and their
remedies.

 (5) Discuss the measures that work organizations can take in order
to maintain a healthful work environment.

 (6) Discuss the measures that work organizations can take in order
to maintain a safe work environment.

 (7) Manage stresss from individual, managerial to Organizational

level.
 (8) Know ,Prepare ,Demonstrate and Applying Different types of
Employee Assistant and Fitness Programme.

 (9) Outline the main problems, which hinder the effective

implementation of health and safety programmes in work
organizations and Be able to give recommendations and solution.
 TAKE HOME ASSIGNMENT:(NOT MORE THAN 3 PAGES WITH 5
References, Submit on 5th February)

Occupational health and Safety is a multidisciplinary

field of healthcare concerned with enabling an
individual to undertake their occupation, in the way
that causes least harm to their health. The scope of
occupational safety and health has evolved gradually
and continuously in response to social, political,
technological and economic changes. What is
Occupation health and safety?
a)Accounts for the evolution of this discipline in the
human resources management discourse.(DHRM)
a)Account for the rationale of this discipline in
Procurement Management field.(DPLM)
 WORK ENVIRONMENT
• The efficiency of people at work depends to a great
extent, on the environment in which they work.
• Work environment(internal external) refers to the
conditions in which an individual or staff works,
including but not limited to such things as
amenities ,physicalenvironment,political,legal,techn
ological and social environment.
• It consist of all the factors which act and reacts on
the body and mind of an employee.( stress and
degree of safety or danger and the like)
 ELEMENTS OF WORK
ENVIRONMENT
PHYSICAL ENVIRONMENT
-Special amenities and physical facilities
-Lighting
-Ventilation and temperature
-Sounds/noise
MENTAL ENVIRONMENT
SOCIAL ENVIRONMENT
TECHNOLOGICAL ENVIRONMENT
POLITICAL ENVIRONMENT
ECONOMICAL ENVIRONMENT
 The Physical Element
• The physical element of the work environment
consists of such items as size of the office, lighting,
humidity, heating, cooling, noise, and other items that
affect the health, safety, and comfort of the employees
at their workplaces. A good physical environment
contributes to higher employee morale, productivity,
and reduces employee turnover.
• Managers must take deliberate measures to create and
maintain a conducive physical environment for their
employees. Consideration for a conducive physical
element should be made when managers are
designing organisational buildings, deciding on
location, and designing work processes and facilities.
 The Technological Element
• The technological element of the internal environment has a
close relationship with the physical element. It consists of the
processes by which the different kinds of work in the
organisation are performed. It also comprises the machines,
tools, and equipment that are used in performing work. These
items affect how the work must be designed.
• The type of technology employed directly influences
interaction and interpersonal relations among employees at
the workplace. It determines the formation of work groups,
and the degree of co-operation or destructive conflict among
the employees. Technology influences the levels of job
satisfaction among employees.
• The type of technology employed by an organisation also determines
how work is to be performed plus the requirements or description of
who does what and thus who earns what. It finally determines the
size of the manning levels in as much as it is a manning criterion in
its own right.
 The Technological Element
• Managers ought to take appropriate care in their choice
of the right technology to use in the performance
processes of their work organisations. Modern
technology increases work speed, accuracy, and output,
but in so doing, it also reduces the role of human labour
in many work processes: it is for this reason a sensitive
matter which labour unions and even government seek
to influence in work organisations.
• The human resources department must therefore
influence the organisation's choice or design of
technology to be used, due to its impact on human
resources utilisation and welfare.
 The Economic Element
• The economic element of the internal environment
refers to the financial situation of the organisation.
The greater the financial clout the organisation has,
the more capable it is to pay its employees well and
to create and maintain a favourable physical and
technological environment that attracts and retains
good employees.
• The diligent work of its employees and the skilful
management of its resources determine the
organisation’s financial strength.
 The Social Element

• The social element of the internal environment refers to the

general social climate obtaining in the organisation i.e. the
employees' personality and behaviour. The social climate in
an organisation's internal environment is determined by the
employees' educational qualifications, skills, experience, and
attitudes acquired during their interactional processes.
• An organisation's social climate is created by personalities of
their employees, but depends particularly on the interest and
initiatives of the management. An organisation's social
climate does not automatically become favourable to the
employees and thus suitable for organisational performance.
It must be created and maintained by management.
 The Social Element
• A favourable social climate is one that is fair,
objective, transparent, respectful, trustful, disciplined,
cheerful, loving, hardworking, progressive, and
results-oriented, to mention just a few characteristics.
A favourable social climate should be distinguished
from sheepish obedience, quietness, bootlicking
behaviour among employees.
• These attributes do not represent true peace and
tranquillity; they represent a deceptive social climate
that is divisive and destructive to the performance
and survival of the organisation.
 The Political Element
• Work organizations are political entities just as man;
their most important resource is naturally, a political
animal.
• The convergence of human beings in the work
organization, means a convergence of experiences,
interests, behaviors, and capabilities imported from
the variety of organizations to which employees have
belonged, and continue to belong alongside their
membership in the work organization.
• In any political situation, the need to maintain an
appropriate balance among people of differing
experiences, interests, behaviors' and capabilities
 The Political Element
• A work organisation whose work environment has a high
degree of organisational politics or "politicking", usually has
low productivity, a fragmented work force, intriguing, rumour
mongering, and a high rate of employee turnover, even if it
may be paying its employees highly.
• The encouragement of secret channels of communication and
secret and shorter ways of transacting official business mainly
fuel organisational politics. If not skilfully diminished to
minimum levels organisational politics are capable of
effectively displacing the official organisational structure, rules
and procedures, and destroying not only the organisation’s
internal environment, but also its productivity.
 The Political Element
• Organisational politics are a natural outcome of the coming
together of human beings: they cannot be completely
removed, they can only be diminished and held at minimum
levels.
• By their designs, work organisations are pyramid-shaped,
signifying fewer and fewer job positions that carry higher
salaries and benefits, more flexibly designed jobs, and greater
powers of decision making as an employee moves up the
career ladder.
• This situation causes competition among employees as they
struggle for the few job positions and the niceties/benefit that
these jobs carry. In the process of this struggle organisational
politics may emerge among employees Hence managers must
keep under strict control.
 Definition…….
• Occupational health and Safety is a multidisciplinary field of healthcare
concerned with enabling an individual to undertake their occupation, in the
way that causes least harm to their health.

• "occupational health deals with all aspects of health and safety in the
workplace and has a strong focus on primary prevention of hazards. "
 Occupational health and Safety
• According to WHO & ILO
• “The promotion and maintenance of the highest degree of physical, mental
and social well-being of workers in all occupations – total health of all at
work”

• The goals of occupational safety and health programs is to foster a safe and
healthy work environment and also protect co-workers, family members,
employers, customers, and many others who might be affected by the
workplace environment.
 Defn….
"The main focus in occupational health is on three MAJOR objectives:
(i) the maintenance and promotion of workers’ health and working capacity;
(ii) the improvement of working environment and work to become conducive
to safety and health and

(iii) development of work organizations and working cultures in a direction

which supports health and safety at work and in doing so also promotes a
positive social climate and smooth operation and may enhance productivity
of the undertakings. The concept of working culture is intended in this
context to mean a reflection of the essential value (ILO)
 Introduction to Occupational Safety and
Health
• Identification
– recognition
– assessment
• Control
– eliminate
– manage
– personal protection
• Prevention
 Intro…..
OHS Management -Seeks to safe guard the safety and healthy of Employees. It
involves designing and Implementing Programmes to ensure employee health and
safety, as well as providing welfare and assistance to employees with personal
Problems that may influence their work performance.

Employee health and safety is part of employee welfare. The welfare of employees
is their general state of well-being, for example their good health and comfort as well
as their stability and prosperity. Thus the function of maintaining employee health
and safety should be treated as being part of the important function of providing for
employee welfare.
Employee welfare was historically used to encompass the employees' physical
working conditions, e.g. facilities related to sanitation, canteens, bars, vending
machines, sports clubs, dispensaries, shortening of working hours,
counselling,Training,communications,family support ,career management and any
other initiatives of job satisfaction and improvement of quality of work life in places
of work.
 INTRODUCTION:
The terms health and safety are very closely related. Let us attempt to
differentiate them.
Health is broader and more vague and difficult to explain than safety.
A person is said to be healthy, if he or she is free from illness, injury, and
mental problems that can impair his or her performance capability. However,
the borderline between a healthy and unhealthy person is open to
interpretation. So, for purposes of this course we will define a person's health
to be his or her well-being.

Safety, on the other hand, is more specific and easier to understand. Safety is relative
freedom from or protection against hazards at the place of work. A person is said to be
safe, if he or she is free from physical and psychological harms. The main purposes of
employee safety programmes, is to prevent work-related injuries and accidents. The
main focus of employee health and safety programmes is to enable the safe interaction
between people and their work environment
 Intro…..
• ‘‘A hazard is a source or potential source of human
injury, ill health or disease. Anything, which might
cause injury or ill health to anyone at or near a
workplace, is an occupational hazard. While some
hazards are fairly obvious and easy to identify, others
are not’’
• Exposure to hazardous substances can affect the body
in many different ways. Skin contact, inhalation and
ingestion can cause damage.
 HARZADOUS SUBSTANCES
• Hazardous Substances are defined in a number of ways
for example, they are those substances classified as
Chemical hazards and are in form of toxic, very toxic,
corrosive, harmful or irritant. Biological agents and
dusts in substantial concentrations are also classified as
hazardous substances, Exposure to hazardous substances
can affect the body in many different ways. Skin
contact, inhalation and ingestion can cause damage.

• Exposure to harmful physical environment could harm

ones’ healthy. Poor balance between individual capacity
and physical facilities (Ergonomic aspects)also is one of
the healthy hazards in many working areas.
 What risks do Hazardous Substances
present?
 Hazardous Substances can cause short- and long-term health
problems.
 They can cause serious ill health including serious diseases like
cancers, dermatitis and asthma.
 A cleaner splashing bleach on their skin could cause a burn or
inflammation, which will have little long-term effect in most cases.
However, a splash in the eye could cause permanent damage to their
sight.
 A joiner suffering years of exposure to wood dust could have long-
term health problems – the dust could affect his lungs and cause
health problems for the rest of his life.
 There are legal obligations on employers to control exposure to
Hazardous Substances to preserve the health of their employees.
 Who is at risk from Hazardous Substances?
 Anyone who works with or is exposed to hazardous substances is at
risk. Those exposed to more hazardous substances for long periods
of time are more at risk than those exposed for short periods or to
less hazardous substances.
 The aim should be to prevent exposure to hazardous substances.
Where exposure cannot be avoided, then adequate controls should
be put in place. Examples of those who could be exposed to
hazardous substances includes and not limited to:
1. cleaners – common-cleaning materials can cause localized burns
and skin complaints
2. hairdressers – a number of hairdressing products can damage their
skin
3. welders – dangerous fumes from welding can damage their lungs
4. bakery workers – flour and bakery dust can
cause irritation of eyes, nose, skin problems and
asthma
5. garage workers – paints, solvents, oils and
grease, and exposure to exhaust fumes can all
damage their health
6.healthcare staff – exposure to biological
agents can cause infection.In reality, the list is
endless and most workers will be exposed to
hazardous substances at some time.
 CLASSIFICATION OF HAZARDS IN OHS

BIOLOGICAL CHEMICAL
HAZARDS HAZARDS
(mold, insects/pests, (cleaning products,
communicable diseases, etc.) pesticides, asbestos, etc.)
PHYSICAL
HAZARDS(noise,
extremes temperature,
radiation, slips, trips and falls,
faulty equipment,etc.)

WORK
ERGONOMIC
ORGANIZATION/PSYC
HOSOCIAL HAZARDS
HAZARDS
(repetition, lifting, awkward
Things that causes STRESS! postures, too much
sitting,too much
standing,bending etc.)
Chemical hazards, common chemical substances include:
Toxic substances from Dusts, Fumes, Gases, fuels,
Solvents, Metals, Acids and bases, Pesticides toxic
substances etc. Examples, Carbon monoxide, nitrogen
dioxide, hydrocarbons, tannic acid, fumes and metal dust
containing etc.
Enters the body through inhalation, ingestion, absorption
(eyes and skin)
General health impact: Respiratory diseases, Skin
diseases, Allergy, Heart diseases, Cancer, Neurological
disorder.
 Risk Factors
Risk of injury depends upon:
– Duration of exposure
– Frequency of exposure
– Intensity of exposure

– Combinations of risk factors

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 What is Ergonomics?
“The scientific discipline concerned with understanding of
interactions among humans and other elements of a work
systems, and the profession that applies theory, principles,
methods and data to design in order to optimize human well-
being and overall system performance”.
Derived from two Greek words:
Ergonomics means
“fitting the job to the worker”
From the Greek
Ergo = Work
Nomos = Laws
• Source : International Ergonomics Association (IEA) in 2000

30
 Ergonomic Hazard
WHAT DOES IT MEAN…..?
 Hence, ergonomists study human
capabilities in relationship to work demand.
There for we may define Ergonomics as the science and the art of
fitting the job and the workplace to workers’ needs. Ergonomic
hazards/stresses are work situations related, involving Poorly
designed tools and work practices.
 OBJECTIVES
• The objective is to improve the efficiency of operation by
taking into account a typical person's size, strength, speed,
visual acuity, and physiological Factors to avoid physical and
psychological strain and stress's such as fatigue, overload on
decision making, and demands on memory and perception.
• To maximize productivity while lowering the risk of
Musculoskeletal Disorders (MSDs). MSDs develop as a
result of long term exposure to a combination of ergonomic
risk factors such as repetition, high forces and awkward
postures. Examples of MSDs such as back disorders.
The study of ergonomics enables a person to know how to
provide safety for a worker and his environment.
 Types of ergonomics
• Physical ergonomics is the human body’s responses to physical and
physiological work loads. Repetitive strain injuries from repetition,
vibration, force, and awkward posture fall into this category.
• Cognitive ergonomics deals with the mental processes and capacities of
humans when at work. Mental strain from workload, decision making,
human error, and lack of skills fall into this category.
• Organizational ergonomics deals with the organizational structures and
designs of policies and processes in the work environment, such as shift
work, work scheduling, job satisfaction, motivation, supervision,
teamwork, telecommuting, and ethics.
ERGONOMIC RISK FACTORS?
– Working practice's and conditions includes: Heavy, Frequent, or
Awkward Lifting, Pushing, Pulling or Carrying Loads, Hand Intensive
Work, Contact Stress.

– Heavy physical loads or use of force, Repetitive tasks, Static loads postures,
Awkward postures, Continuous sitting/standing, vibrations, Heavy work
(lifting, handling, forceful exertions, twisting) Prolonged stooped position,
lack of task diversity, Working with Defective equipment, unguarded
machinery, breakdown of machines, hazardous arrangement of machines
and equipment , inadequate safety/control devices, overloading, poor
house-keeping, poor maintenance and supervision are common hazards that
causes accidents at work places.

34
 ERGONOMIC RISK FACTORS

Static
Loading
Repetition
ss t

Force
St ntac
re

Awkward
Co

Posture
Vibration

Risk of injury increases with:

 Prolonged exposure to any of these ergonomic risk factors
 Presence of multiple risk factors within a single job task
 Risk Factors
• Just because your job has risk factors, doesn’t mean
that you’re going to have a WMSD, though. In fact, a
little bit of exposure to some risk factors can actually
be good for you. Occasionally moving into awkward
postures like reaching or bending will help to stretch
and exercise your muscles.
• Also, if you occasionally do some lifting, especially if
you do it properly, it can help to strengthen your
muscles. This is the whole point behind exercising.
 Risk Factors
• Whether or not a risk factor will result in a WMSD depends on the
duration, or how long you are exposed to it; the frequency, or how
often you are exposed to it and how much rest you get in between;
and the intensity, or how much of the risk factor there is (for
example, how heavy is the object you lift, or how far over you have
to bend to pick it up), and combinations of risk factors, where you
are exposed to more than one risk factor at a time.
• The more risk factors you have at once, the more likely an injury
will occur.Next, we’ll take a look at each risk factor a little more
closely.
 Heavy lifting

There are only recommendations for maximum weight

a person can lift.
38
Frequent lifting
Lifting more than twice per minute

39
 Awkward lifting
Lifting above the shoulders, below the knees or at arms’ length

40
What are Work Related Musculo-Skeletal
Disorders (WMSDs)?

• WMSDs are also known as:

– Cumulative Trauma Disorders (CTDs)
– Repetitive Strain Injuries (RSIs)
– Overuse injuries
• They are soft tissue injuries which occur
gradually

41
 MSDs
Ergonomic injuries or MSDs can affect the muscles, nerves, tendons,
ligaments, joints, cartilage and spinal discs. They can be directly or
indirectly related to job duties or the work environment. Non-work activities
and environments can also impact MSDs. For example, the average
employee may spend 6-8 hours of the work day on the computer.

With features such as teleconferences, reading, work with web bill paying,
and email that employee will likely spend 2-4 additional hours per day on
his or her personal computer. As we spend more and more time on the
computer each day, it is imperative that we take the steps to be sure our
computer (both at work and at home) is set up to prevent these
Musculoskeletal Disorders.
• These injuries are called work-related musculoskeletal injuries, or WMSDs.
You may have heard of these injuries by another name, such as MSD’s
which are the same as WMSD’s, but they should happen as a result of work
related issues, cumulative trauma disorder, or CTD; repetitive strain injury,
or RSI; or overuse injuries.
• WMSDs affect the soft tissues of the body - the muscles, tendons that
connect muscles to bones, ligaments that connect bone to bone, nerves,
blood vessels, pretty much every part of your body that’s not a bone or
internal organ.
What are some of the symptoms
of WMSDs?
• Pain in the fingers, wrists, or other parts of the body: may include
a dull aching pain, a sharp stabbing pain, or even a burning
sensation
• Tingling or numbness, particularly in the hands or fingers
• Swelling, inflammation, or joint stiffness
• Loss of muscle function or weakness
• Discomfort or pain in the shoulders, neck, or upper or lower back
• Extremities turning white or feeling unusually cold
• General feeling of muscle tightness, cramping, or discomfort
• Clumsiness or loss of coordination
• Range of motion loss
• Discomfort when making certain movements
 WMSDs
• WMSDs have many different symptoms, many of which
you may have experienced at one time or another.

• These include discomfort, pain, numbness, tingling or

burning sensations, swelling and inflammation, changes in
skin color, and tight muscles or loss of flexibility in a joint.
Having one or more of these symptoms doesn’t necessarily
mean you have an injury, though.
 WMSDs
• Everyone has had muscle aches or stiffness after working or
exercising hard, especially when you’re not used to it. Usually
these symptoms go away as you rest or as you get used to the
work. That’s different from symptoms of injury, which last
longer or include things like numbness and tingling that mean
something more serious might be going on.
• Sometimes these symptoms might make it difficult to do your
job or things around the house, or they might wake you up at
night and keep you from getting a good night’s sleep.
 CRITERIA FOR EXPOSURE TO ERGONOMIC
STRESSES
1. Repetition – High repetition rate for the same movements for at
least 2 mouse, ) fore more than 4 hours a day.
2. Force- any lift of more than 34 kilogram (75 pounds) any
pushing/pulling or more than 9 kilograms (20 pounds) of initial
force for more than 2 hours per day.
3. Posture – repeated working in a deviated body postures (e.g. bent
neck, back, arms above the head etc). For more than 2 hours per
days
4. Contact stress. Applying contact force with a body part more
than 10 times per hour for more than 2 hours per day (e.g. using
the hand or knee as a hammer)
5. Vibration – using hand tools with high vibration levels for more
than 30 minutes per day
 WHAT TO DO…..?
Prevent, prevent, prevent

a) Warm up & stretch before activities that are

repetitive, static or prolonged
b) Take frequent breaks from ANY sustained
posture every 20-30 minutes
c) Respect pain- positions or stop painful activity
d) Recognize early signs of inflammatory
process, Be aware of workstation
environment.
 HOW TO REDUCE MSD:
Maintain Neutral Posture
a) Maintain erect position of back
& neck w/ shoulders relaxed
b) Position equipment & work directly in front of and
close to your major tasks
c) Keep upper arms close to the body, elbows 90-100
degrees
d) Keep feet flat on floor, upper body weight resting on
“sits bones”
e) Wrists as neutral as possible; safe zone for wrist
movement is 15 degrees in all directions
f) Avoid bending neck forward for prolonged periods of
time
g) Avoid static positions for prolonged time; muscles
fatigue---MOVE to circulation!
 MODIFY TASKS:

a) Alternate activities frequently; rotate heavy &/or repetitive tasks

w/ lighter less repetitive ones.
b) Avoid repetitive or prolonged grip activities
c) Avoid pinching w/ wrist in flexion or wrist deviation (bending
to side)
d) Take frequent breaks to stretch & rest hands
 Summary
• Minimize ergonomic risk factors in your area

• Stretch throughout the shift especially before and after

activities that require awkward positions or lifting

• Pay attention to your body and know your physical

limitations

• Report ergonomics issues through appropriate channels.

• Ergonomic injuries are preventable, and you own your

own safety
Practice Wellness at Work and Home !

Exercise Relaxation
Nutrition

Spirit
Mind
Body
 ADVANTAGES
• A successful ergonomics program utilizes the skills of many
disciplines, including engineering, psychology, medical, safety in
management of employees or associates.
• Applications range from the design of work areas (including office
furniture, automobile interiors, and aircraft cockpits) to the
disposition of switches and gauges on the control panels of
machinery to determining the size, shape, and layout of keys on
computer terminals and character height, color, and clarity on video
displays.
 ADVANTAGES
• The benefits of applying ergonomic principles:
- Maximize productivity, efficiency and quality;
- Reduce MSD risk by eliminating or minimizing
ergonomic risk factors;
- Improve employee morale; and
- Cost savings associated with injury-related
absenteeism, treatment, new hire training and WCB
claims.
• It can help you do work safely
• It can make you more comfortable
• It can prevent injuries
Biological hazards.
These are hazards caused by Biological agents , living things, or
substances produces by living things, that can cause illness or disease
in humans. Biological agents have many uses in the workplace but
some of them can be hazardous. They include bacteria, viruses, and
fungi parasites and plants. Bacteria are microscopic single celled
organisms. They are found in the air, water and soil and in living or
dead animals and plaints. Viruses are microorganisms that can
reproduce only by coming into contact with living cells. They are found
only in living animal and plant matter.
Persons who are most at risk from biological hazards include
Those who work with animals or plains plants or their products.
Veterinary services agriculture and food industry workers handle
animals and plant products.
Child care laboratory and medical personnel also can be exposed to
biological hazards
Others who may be affected include those who work with ventilation
systems or work in municipal sanitation or sewerage operations.
Biological agents enter the body by inhalation, ingestion
or by absorption through the skin, eyes. The possible
routes of entry are limited by the characteristics of the
agent
Healthy Effects: . Infections through the skin can cause
boils or blood poisoning.
• Bacterial diseases include tuberculosis, tetanus and
anthrax.
• Common fungal disease are ringworm, which is a skin
infection, and thrush, which infects the skin and mucous
membranes
• Viral disease include hepatitis (A, B and C etc.), mumps,
German measles and rabies, the Human
Immunodeficiency Virus (HIV) which is believed to be
the principal cause of AIDS.
Physical Hazards.
Physical Hazards are source of energy that may cause injury
or diseases; they include Noise pollution(sound pressure is
measured in decibels(dB) normal conversation may reach to
60dB extended loud to 85-140 dB can permanently damage
hearing capacity, Vibration and shocks, Illumination,
Radiation, Heat and high temperatures, Air and water
pollution, improper illumination, insufficient ventilation,
Healthy effects: Chilblain, body vibration, hand vibration,
Immersion foot and Trench foot “wet cold disease” and
Frostbite, Hypothermia, Brain and skin cancer, eye damage,
loss in hearing etc.
Psychological/Psychosocial hazards
Mainly stress, as caused by various stressors like:
Too much and poorly designed Task and role
demands, Poor Organizational leadership, Work
overload, Family problems, personal conflicts, Career
and life changes etc.
General health impact
Heart diseases
High blood pressure
Digestive ailments
Insomnia /uneasiness, concern, worry,
Nervous or emotional disorders
Substance abuse and Interpersonal and family
 Risk Factors
Risk of injury depends upon:
– Duration of exposure
– Frequency of exposure
– Intensity of exposure

– Combinations of risk factors

60
 RISK…
• Legislation requires employers to reduce risks to a level that is as low
as is reasonably practicable (sometimes abbreviated as ALARP)
• To carry out a duty so far as is reasonably practicable means that the
degree of risk in a particular activity or environment can be balanced
against the time, trouble, cost and physical difficulty of taking measures
to avoid the risk.
• ALARP stands for "as low as reasonably practicable", and is a term
often used in the regulation and management of safety-critical and
safety-involved systems. Is one of the fundamental principles of risk
management. We neither need nor want to manage risk to the point
where we eliminate it, because doing so is simply not a good use of
resources. ie. The point where the costs exceed benefits.
 RISK…
Reasonable Practicable :Action is considered to be practicable when it is
capable of being done.
Reasonable usually takes into account:
•The severity of harm & degree of risk (or likelihood) of that injury or
harm occurring. Greater risk, reasonable to go to very considerable
expense & effort to reduce it
•How much is known about the hazard & the ways of eliminating,
reducing or controlling it. What are others practicing & what the
standards recommend?
•The ALARP principle is that the residual risk shall be reduced as far as
reasonably practicable. For a risk to be ALARP, it must be possible to
demonstrate that the cost involved in reducing the risk further would be
grossly disproportionate to the benefit gained.
•The ALARP principle arises from the fact that infinite time, effort and
money could be spent in the attempt of reducing a risk to zero. It should
not be understood as simply a quantitative measure of benefit against
detriment. It is more a best common practice of judgments of the balance
of risk and societal benefit
 Intro….
 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.
• 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.
 HEAT
• Causes
• stroke,
• cramps,
• burns,
• increased fatigue,
• decreased efficiency
 LIGHT
• Poor illumination leads to eye strain,
headache,congesion around cornea & minor’s
nystagmus.
• Excessive brightness leads to blurring of vision
& visual fatigue.
 COLD :

• Chilblains,frost bite,immersion foot,cutaneous

vasoconstricion,erythrocy anosis &
hypothermia.
 NOISE/SOUND
• Auditory effects:
Temporary or permanent hearing loss. Non-
auditory effects:
• Nervousness , fatigue & decreased efficiency
of the worker.
 VIBRATION
• Causes white fingers(spasm of fine blood
vessels of the hand),injuries of joints.
 RADIATIONS
• UV radiation exposure causes welder’s
flash(intense keratoconjuctivitis),eye pain and
lachrymation.
• Ionizing radiation causes skin cancers , genetic
changes and sterility .
 CHEMICAL

• Direct contacts:Causes dermatitis,ulcers and

eczema by primary irritant action.
• Absorption(dust): Enters through inhalation and
causes pneumoconiosis.
• Ingesion;Causes abdominal colic ,loss of
apetite,anemia and constipation.

•
 BIOLOGICAL
Fungi
Bacteria
Parasites
Virus
• Bacterial-
leptospirosis,anthrax,tuberculosis&
tetanus.
• Viral- encephalitis & hepatitis A & E
• Parasitic- schistosomiasis & hydatidosis.
 PSYCHOSOCIAL
• Stress , aggressiveness , lack of job satisfaction
, insecurity , poor human relations
undermines both physical and mental health
of the workers.
 OCC DESEASES
PNEUMOCONIOSIS

 SILICOSIS
 ANTHRACOSIS
 BYSSANOSIS
 BAGGASOSIS
 ASBESTOSIS
FARMER’S LUNG DISEASES
 SILCOSIS
• Occurrence – mining ,pottery ,ceramic , metal
grinding , iron & steel industry.
• Pathology-nodular fibrosis ranging from 3-4
mm mainly in the upper lobes.
• C/F-irritant cough ,dyspnea , chest pain &
decreased lung capacity.
 ANTHRACOSIS
• Occurrence – mining ,pottery ,ceramic , metal
grinding , iron & steel industry.
• Pathology-nodular fibrosis ranging from 3-4
mm mainly in the upper lobes.
• C/F-irritant cough , chest pain & decreased
lung capacity.
 BYSSANOSIS
• Occurrence-spinning mills and textile industry.
Pathology-chronic bronchitis and emphysema
• C/F- chronic cough and dyspnea
 BAGGASOSIS

• Occurrence-sugar cane industry .

• Organism-themoactinomycetes sachari
• Pathology-acute bronchiolitis& fibrosis of the
lung.
• C/F-hemoptysis, cough and breathlessness.
 ASBESTOSIS

• Occurence-cement factories, fireproofs, break

lining and roof tiling.
• Pathology-pulmonary fibrosis, carcinoma of
bronchus and mesothelioma of lung.
• C/F-cough and dyspnea, sputum shows
asbestos bodies.
 FARMER’S LUNG DISEASES
• Occurred due to inhalation of hay or grain
dust.
• Organism-micropolyspora faeni
• C/F-pulmonary fibrosis and corpulmonale.
 LEAD POISONING
• Occurrence-battery industries, ship building,
printing& potteries, rubber industry &
automobiles.
• Mode of absorption-inhalation ingestion
• absorption through skin
• C/F-abdominal colic,anemia,basophilic stipulation,
blue line on gums, mental confusion and delirium.
• Diagnosis-coproporphyrin& aminolevulinic acid in
urine and lead level in blood& urine.
 OCCUPATIONAL CANCERS
SKIN CANCER
LUNG CANCER
BLADDER CANCER
LEUKEMIA
Other Examples of occupational diseases:
1. Tennis elbow
2. Allergy
3. Hearing loss
4. Asthma
5. Silicosis
6. Early spondyliosis, tenosynovitis
7. Occupation deafness

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
 Role ambiguity, too much work and un flexible
schedules.
 OBJECTIVES OF H&SS
 Occupational Health and safety Services are essential for the
following reasons:-
i. To maintain and improve productivity and quality of work
ii. To minimize absenteeism and labor turnover
iii. To improve employee motivation and morale
iv. To reduce spoilage/waste of time and cost of operation
v. To preserve the physical and mental health of employees
vi. Meet legal requirements(ensure compliance with regulations)
Why health and safety Management…..
• Meeting legal and social obligations thus All employers are legally obliged
to have health and safety programmes.
• The losses incurred by employers from workplace accidents.
• An effective health and safety programme produces employees who are
more productive, who derive greater satisfaction from their jobs, and who
are more loyal to their employer. On the contrary, the absence or
poor management of an effective health and safety programme causes
insecurity, and dissatisfaction among employees.
• Public image. An employer with an attractive health and safety
programme has a positive image in society. This image enhances the
employer's ability to attract and retain good employees.
• To safeguard property and people. An employer with an attractive health
and safety programme safeguards his or her plant, equipment, and human
resources and is in this way guaranteed of stability and survival.
• To save costs. An employer who manages an effective health and safety
programme saves costs, e.g. insurance, accidents, hospitalisation, retraining
to replace injuries, compensation to injured employees, court proceedings,
and general loss of man hours for injured employees as well as those
following up insurance compensation and court proceedings.
 MANAGEMENT’S ROLE IN EMPLOYEE
SAFETY

• Employers must safeguards as is reasonably practicable, the healthy, safety

and welfare of their employees and other people affected by what the
company produces and does against the hazards arising from their
employment or their links with the company.
• All employers are required by law to provide safe working conditions for
their Employees and support/sponsor healthy and safety programs.
 THE ROLE OF EMPLOYER IN HEALTHY AND
SAFETY TO (EMPLOYEES AND NON
EMPLOYEES)
• The employer has two main general duties in the Health and Safety as stipulated in the
occupation healthy and safety Act 2003. The employer must:
• ensure, so far as is reasonably practicable, the health, safety and welfare at work of his
employees;
• conduct his undertakings in such a way as to ensure, so far as is reasonably practicable, that
persons NOT in his employment who may be affected thereby are not thereby exposed to risks
to their health or safety.
• ” For employees, the law says “It shall be the duty of every employer to ensure, so far as is
reasonably practicable, the health, safety and welfare at work of all his employees”. For non-
employees (for example, agency workers, visitors to business premises and members of the
public generally) on the other hand, the law says “It shall be the duty of every employer to
conduct his undertaking in such a way as to ensure, so far as reasonably practicable, that
persons not in his employment who may be affected thereby are not thereby exposed to risks
to their health and safety.
 ALARP PRINCIPLE
• Legislation requires employers to reduce risks to a level that is as
low as is reasonably practicable (sometimes abbreviated as
ALARP)
• To carry out a duty so far as is reasonably practicable means that
the degree of risk in a particular activity or environment can be
balanced against the time, trouble, cost and physical difficulty of
taking measures to avoid the risk.
• ALARP stands for "as low as reasonably practicable", and is a
term often used in the regulation and management of
safety-critical and safety-involved systems. Is one of the
fundamental principles of risk management. We neither need nor
want to manage risk to the point where we eliminate it, because
doing so is simply not a good use of resources. ie. The point
where the costs exceed benefits.
 RISK…
Reasonable Practicable :Action is considered to be practicable when it is
capable of being done.
Reasonable usually takes into account:
•The severity of harm & degree of risk (or likelihood) of that injury or
harm occurring. Greater risk, reasonable to go to very considerable
expense & effort to reduce it
•How much is known about the hazard & the ways of eliminating,
reducing or controlling it. What are others practicing & what the
standards recommend?
•The ALARP principle is that the residual risk shall be reduced as far as
reasonably practicable. For a risk to be ALARP, it must be possible to
demonstrate that the cost involved in reducing the risk further would be
grossly disproportionate to the benefit gained.
•The ALARP principle arises from the fact that infinite time, effort and
money could be spent in the attempt of reducing a risk to zero. It should
not be understood as simply a quantitative measure of benefit against
detriment. It is more a best common practice of judgments of the balance
of risk and societal benefit
 THE ROLE OF EMPLOYER IN HEALTHY AND
SAFETY TO (EMPLOYEES AND NON EMPLOYEES)

• The employer has particular general duties in the Health and Safety at Work
Act where he makes non-domestic premises available for people not in his
employment to use those premises as:
• a place of work (for example, office or workshop space rented out to tenants);
or
• a place for using plant or substances provided there for their use (for
example, a self-service launderette).
• In such circumstances, the employer who has or shares responsibilities as a
controller of those premises must take reasonable measures to ensure, so far
as is reasonably practicable, the absence of risks to health or safety to non-
employees visiting the premises as regards:
• the premises themselves;
• the means of access and entrances;
• any plant or substance in the premises.
 MANAGEMENT’S ROLE IN EMPLOYEE SAFETY

There are a number of strategies that can be used by organizations to ensure a healthy and safe
workplace and ensure compliance with legal requirements. Some are:

• Safe and healthy systems of works(Involving

Design all concerned parties)

Exhibit • Strong management commitment

Inspect • Workplace for health and safety problems

• Procedures and controls for dealing with

Establish health and safety issues
 THE ROLE OF LINE MANAGERS IN
H&S
Regardless of the organization's source of initiative or the nature of concern for
employee health and safety, the human resources Department is the main focus of
whatever action that has to be taken.
 To ensure proper use of working tools/equipment with a proper procuring process,
timely services/ maintenance of equipment's used.
 Ensure safe handling and transport of articles and substances with a well training on
usage of such equipment.
 To provide Periodic maintenances of equipment and safe systems of work.
 Provide information, instruction and supervision.
 Provide healthy and safety policies and regulations.
 Roles….
 It ensures that the Human Resources department is staffed with people who
are qualified in the healthy and safety management. In this way the Department
guarantees that the relevant experts in healthy and safety are available to make
the necessary decision.
 Helps to Analyze all incidents of hazards and Accidents and maintains accurate
record to enable the work organization to learn from these incidents. It Ensures
that all the preventive measures e.g. fire fighting tools and equipment,
protective gear ectara. In place and not denied top priority by management
under excuse of cost-cutting and pressure for work.
 It ensures that all employees strictly observe rules and procedures related to
healthy and safety .In many work organizations the culprits of healthy and
safety rules are punished. Violation of rules most of the times carries a
summary dismissal.
 Roles…
 It Ensures that all the preventive measures e.g. fire fighting tools and
equipment, protective gear etc,are in place and not denied top priority by
management under excuse of cost-cutting and pressure for work.
 It ensures that all employees strictly observe rules and procedures related
to healthy and safety .In many work organizations the culprits of healthy
and safety rules are punished. Violation of rules most of the times carries a
summary dismissal.
 Role…
 Carry out risk assessments and Enforce occupation
healthy and safety laws and regulations.
 To ensure wellness of the Employees, ensure safe
work place with safe entrance and Exit.
 Ensure treatment and rehabilitation of injured
employees with provision of every necessary
support and advice.
 Ensure proper and a rightful compensations to
injured and affected employee's/victims.
Ensure treatment and rehabilitation of
injured employees with provision of
every necessary support and advice.
Ensure proper and a rightful
compensations to injured and affected
employee's/victims.
LINE MANAGERS’ ROLE IN EMPLOYEE SAFETY(cont)

Develop • Training programs

Set up • Health and safety committees

Monitor • Safety policies

Draw up • Action plan and checklist

ROLES OF SUPERVISORS IN MAINTAING
(OHS)

The term “supervisor” can be used to describe the

position of the individual in charge of a work site or
directing the activities of workers.
The following are the supervisor’s roles:
Making sure workers know and follow all of the
organization’s health and safety policies and procedures.
Inform workers about any known workplace hazards,
existing controls for those hazards and/or safe work
practices.
 Carry out risk assessments and Enforce occupation healthy and
safety laws and regulations in support with management team,
Involve workers in the process of hazard identification and controls.
 Ensure workers acquire the skills to use the tools and do their work
safely. To ensure safe work place with safe entrance and Exit.
 Ensure workers know where to access the occupational health and
safety informations,guidelines and legislations available for
reference.
 To ensure proper use of working tools/equipment with a proper
procuring process, timely services/ maintenance of equipment's used.
 Establish ,Provide a healthy and safety policies and regulations.
 Helps to Analyze all incidents of hazards and Accidents and
maintains accurate record to enable the work organization to learn
from these incidents.
 EMPLOYEE’S HEALTH AND SAFETY
RESPONSIBILITIES

• An employee is responsible for working without undue risk to

your/himself or others. Therefore, to keep safe on the job an
employee has to do the following:
 Should take responsible care for the health and safety of
himself and of any others person who may be affected by his
actions or omissions at work.
 Cont..

 Cary out any lawful order given to him, and obey the health
and safety rules and procedures laid down by his employer or
by any other person authorized by his employer in the interest
of health or safety.
 Report any situation to the employer or to the health and
safety representative which is unsafe or unhealthy comes into
his attention.
 Cont..

 Must report if involved in any incident which may affect his

health or which has caused an injury to the employer or to the
health and safety representative as soon as possible but not
later than the end of the particular shift during which the
incident occurred.
 Use all safety gear and protective clothing when and where
required.
 Cont..

 Know how to handle any hazardous materials or tools

they/you use on the job.
 If you have any doubts about your safety, talk to your
supervisor.
 EMPLOYEE’S HEALTH AND SAFETY RIGHTS

• Employees have the rights to a safe and healthful working

conditions. It is a duty of an employer to provide workplaces
that are free of All known dangers that could harm their
employees.
• For that reason, an employee has the following health and
safety rights:
 Cont..

 Right to file a Complaint to request an on-site Occupational

Health and Safety inspection.
 Receive information and Training about hazards, methods to
prevent harm and the Occupational Health and Safety
standards that apply to their work place. The training must be
done to the language and vocabulary workers can understand
 Cont..

 Review records of work-related injuries and illness that occur

in their work place
 Receive copies of the results from tests and assessment done
to find and measure hazards in the work place
 Get copies of their work place medical records
 Participate in Occupational Health and Safety inspection and
speak in private with the inspector.
 Right to be provided protective equipment free of charge
 Right to know about law and their rights.
 Right to their own medical records
IMPORTANCE OF OCCUPATIONAL HEALTH AND SAFETY
SERVICES

 Workers spend a great deal of their time in the work place. In

many organizations workers are exposed to various types of
health hazards .
 Unless the working conditions are proper, workers can not
concentrate on work. They do not feel working hard
continuously.
 As a result productivity will be low, increase in absenteeism
and labor turnover.
 IMPORTANCE OF MANAGEMENT OF
HEALTH AND SAFETY
 Reduces cost
If a worker is injured on the job, it costs the company in lost work
hours, increased insurance rates, workers’ compensation premiums
and possible litigation. Effective management of employees healthy
and safety Reduces compensation associated with injuries, accidents
and long life diseases.

• Productivity is lost when other workers have to stop work to deal

with the injury. Even after the injured employee has been sent home
or taken to the hospital, other employees may be distracted or need
to take time off from work in the aftermath of the incident. Even a
single injury can have far-reaching and debilitating/devastating
effects on your business.
 Create loyal workers
Safe workers are loyal workers. Any business knows that
employee attrition and absenteeism can be major obstacles.
When you create a healthy and safe workplace, you reduce
those issues in several ways. By budgeting for safety
improvements and making safety part of your operational
plan, you create trust.
By involving employees in safety decisions—through
reporting, committees, walk-throughs and meetings—you
show that their opinion matters to you. By following
through on their input and improving safety, you prove
quite tangibly that you care about their well-being.
Workers typically respond by working harder, showing
more pride in their jobs and remaining loyal.
 Safety improves quality
Companies that put safety first turn out higher quality
products. In some cases, that’s because a safe workplace
tends to be a more efficient one, free of debris and tangles
of cords. In other cases, it’s a matter of focus. By working
in a clean, efficient environment, workers are able to
reduce distractions and truly focus on the quality of what
they do. The results? Better products that create customer
loyalty, bigger margins and increased sales.
In these ways and others ,workplace safety is about much
more than legislation. It’s about creating the kind of
productive, efficient, happy and inspiring workplace we all
want to be part of. It’s about creating a highly profitable
company.
 Summary……

• Management of Health and safety is essential for the following reasons:-

• Maintain and improve productivity and quality of work
• Minimize absenteeism and labor turnover
• Improve employee motivation and morale, productivity
• Reduce spoilage/waste of time and cost of operation
• Preserve the physical and mental health of employees
• Create good image to the public
• Meet legal requirements(ensure compliance with regulations)

• Minimize unnecessary accidents, create a safe working environment and

promote healthy behavior/culture
• Accountability
The organization needs to hold every employee liable to their health and
Disadvantage of poorly managed employee
H&S
• The importance of employee H&S bases on the
effects of poorly managed H&S as follows:
 Industrial unrest and disputes
 Low and poor production
 More accidents
 Costly
 Poor organizational reputation
 Insecurity and Dissatisfaction among employees.
OTHER HEALTHY PROBLEMS CAUSED BY POOR WORK
ENVIRONMENT DESIGN/CONDITIONS
 Management of Stress and Emotional Welfare

Stress: What is it?

• Although we all talk about stress, it often isn’t clear

what stress is really about.

• Many people consider stress to be something that

happens to them, as a negative event such as an
injury or a job loss. Others think that stress is what
happens to our body, mind, and behavior in
response to an event (E.g. heart thumping, anxiety,
or nail biting).
2.3 THE STRESS
What is stress
it is an adaptive response, mediated by individual
characteristics and or psychological processes, that is a
consequence of any external action,situation,or event
that places special physical and/or psychological
demands upon a person.
• The common expression for stress is “tension, pressure
and strain.” One is said to be tense when there is some
anxiety/worry, some fear of whether the desirable things
may happen or whether something may go wrong. It is a
state of discomfort felt in the mind and experienced by
the body. When there is tension, body may become
weak. 116
116
• In management literature, “stress” is defined as
a response of the human body to a felt need. In
this definition stress is a desirable condition, that
makes one move toward fulfillment of needs.
• But Stress also occurs when a need arises out
of fear and the urge is to run and escape. If
there is no movement and the need remains
unfulfilled, the stress condition does not
disappear.
• Job stress
• Job stress is a condition arising from the
interaction of people and their jobs and
characterized by changes within people that
force them to deviate from their normal
functioning.(physical/psychological and or
behavioural deviations in an individual)
117
117
Sources of Stress
 Causes of stress
Individual stressors
Life and career changes
Personality type
Role characteristics

Organization stressors Extraorganization stressors

Organization policies Individual stress
Organization structure Social changes
Organization process Technologies changes

Group stressors
Group cohesiveness
Social support
Conflict
 Factors for Individual differences to stress

• Perception
• Experience
• Social support
• Locus of control
• Personality type
Kinds of Stress
There are two kinds of stress:
• Eustress
• Distress

a) Eustress
It is the “good” kind of stress. It is the condition in which
there is drive and effort to fulfill the needs. Motivation
is high because achievement is seen as possible.
The situation is challenging. Stress disappears when the
need is fulfilled and there is success. For example, job
promotion, marriage or birth of a baby, holidays etc.

122
122
 Kinds of Stress

b) Distress
It is the “bad” kind of stress. It is the
condition when there is a sense of
helplessness in being able to achieve. The
feeling is of frustration. There is no
success. May be, there is even no attempt
because success is seen as impossible.
• The stress condition remains. For
example, death of a friend or family
member, car troubles, financial issues etc.
123
Stress is Physical
• When a person experiences eustress, there are
changes in the physical system. E.g. the
muscles become tense, the eyes become
sharper. When one is under severe distress, the
person sweats, the body becomes weak and
hence, loses strength. A study of stress shows
that the response is the same whether it is
eustress or distress except the degree that
varies.

124
124
Stress is Psychological
Stress is experienced when one perceives a threat
and may either get frightened/fear or remain calm.
Both fright and calmness are psychological
reactions. Thus, stress is a psychological
response depending upon one’s level of fear,
confidence, anxiety, anger, hurt, etc. The physical
response is an automatic outcome to one’s
psychological condition. The physical changes
depend on the extent of fear or confidence etc.

125
125
The body is programmed to reverse these
changes and revert to normal when the threat
disappears. If however, one remains in a
continuous state of tension without becoming
normal, the changed conditions tend to remain
permanent. These abnormal conditions manifest
as diseases like high blood pressure.
Behaviorally, they lead to absenteeism,
alcoholism, use of drugs, marital disharmony
and so on which are both organizationally and
socially undesirable.

126
126
 Stress & Stressor

“Its not stress that kills us, it is our reaction

to it.”
Hans Selye
 Stress & Stressor

• Stress : A person’s response to events that

are threatening or challenging.

• Stressor : A stimulus that causes stress

Stressors
Stressor can therefore be defined as an agent,
condition, or other stimulus that causes stress to
an organism.
At work, the following may be stressors:
• Unmet needs (These could be needs for power,
for fulfillment and for use of knowledge).
• Not being included by others as a part of the
group you wanted to belong to.

129
129
• Not being recognized or valued for one’s
competence.
• Feeling that one is not adequate for the task,
particularly when compared.
• Being denied what is due (rewards, work).
• Monotony, too little work or boredom.
• Not having enough freedom at work.
• Inequity in rewards, assignments.
• Very little opportunity for growth.
• Too much of work, overload.
• Inadequate resources to do the assigned work,
creating possibilities of failures. 130
130
• Conflict in values at work, being required to do what
one does not like to do.
• Too many and conflicting demands at work from the
role set.
• Responsibilities not clear, ambiguity on what is
expected.
• Un understanding, unpredictable, temperamental
boss.
• New unfamiliar work.
• Being blamed.

131
131
Note
In all of the above situations are, in some way or
other, causing perceptions of possible failure at
work or non-recognition and consequent loss of
self-esteem.

132
132
 Symptoms Levels of Stress

There are four basic levels of stress

symptoms which are as follows:
1. Normal initial response ,characterized by
increased heart beat rates, increased
blood pressure, sweat in palms and
reduced activity in the stomach.

133
2. At the second level, there is more irritability,
stuttering and stammering, difficulty in
concentrating, restlessness, lack of appetite,
sexual disorders, and tendency to increased
smoking or drinking for those so habituated.
3. At the third level, there would be more
headache, stomachache, diarrhea, sweating,
insomnia, depression etc.
4. At the fourth level, there would be ulcers, stroke,
alcoholism, drug addiction, psychosis etc.

134
134
BEHAVIORAL STRESS SYMPTOMS
Yawning
Talking too fast
Talking too loud
Over reacting
Emotional
Defensive
Irritable
Hostile/unfriendly
Critical
Aggressive 135
 Managing Stress
Stress cannot be avoided and it should not be so. Without stress,
there will be no attempt to try the difficult. One will give up
too easily. One will not succeed in doing even what one is
easily capable of.
As a Manager
As a boss, one can ensure that subordinates are not put to
undue stress and also that they are helped to get out of stress
situations as quickly as possible. This can be done by:
• Recognize the stress levels
• Show concern
• Encourage talking
• Listen
• Empathize
• Explain and show how it can be done 136
136
• Reassure
•Discuss and involve them in decisions.
• Show respect to the individuals.
• Avoid insulting, abuse, reprimand, particularly in
public.
• Avoid manipulation, coercion, blaming.
• Avoid pressurizing too much.
• Provide work and social support.
• Render support and help to reduce anxieties.

137
137
 Managing stress: organizational
approaches
 Proper employee selection and placement
 Training
 Goal setting (clear tasks and provide feedback)
 Job redesigning
 Communication clarity
 Clarity of authority and responsibility relationships
138
Steps to be Followed in Stress
Management/individual level
Step 1; Become aware of your stressors and your
emotional and physical reactions
a. Notice your distress.
b. Do not ignore it.
c. Do not gloss over your problems.
d. Determine what events distress you.
e. What are you telling yourself about meaning of
these events?
f. Determine how your body responds to the stress.
g. Do you become nervous or physically upset? (if so,
in what specific ways) 139
139
Step 2; Recognize what you can change
a. Can you change your stressors by avoiding or
eliminating them completely?
b. Can you reduce their intensity by managing
them over a period of time instead of on a daily
or weekly basis?
c. Can you shorten your exposure to stress by
taking a break or leaving the physical premises?
d. Can you devote the time and energy necessary
to make a change? (Goal setting, time
management techniques and delayed
gratification/pleasures strategies may be helpful
here).
140
140
Step 3; Reduce the intensity of your emotional
reactions to stress
a. The stress reaction is triggered by your perception
of danger, i.e. physical danger and/or emotional
danger. Are you viewing your stressors in
exaggerated terms and/or taking a difficult situation
and making it a disaster?
b. Are you expecting to please everyone? Are you
overreacting and viewing things as absolutely
critical and urgent? Do you feel you should always
prevail in every situation?

141
141
c. Work at adopting more moderate views. Try to
see the stress as something you can cope with
rather than something that overpowers you.
d. Try to temper your excess emotions. Put the
situation in perspective. Do not labor on the
negative aspects and the “what it’s.”
Step 4; Learn to moderate your physical
reactions to stress.
a. Slow and deep breathing brings heartbeat and
respiration back to normal.
b. Relaxation techniques reduce muscle tension.

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142
c. Medications, when prescribed by a physician, can
help for a short-term in moderating your physical
reactions. However, they alone are not the answer.
Learning to moderate these reactions on your own is
a preferable long-term solution.
Step 5; Build your physical reserves.
a. Exercise for cardiovascular fitness three to four
times a week. Moderate, prolonged rhythmic
exercise is best such as walking, swimming, cycling
or jogging.
b. Eat well-balanced and nutritious meals.
c. Maintain your ideal weight.
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143
d. Avoid nicotine, excessive caffeine and other
stimulants.
e. Mix leisure with work. Take breaks and get away
when you can.
f. Get enough sleep. Be as consistent with your
sleep schedule as possible.
Step 6; Maintain your emotional reserves
a. Develop some mutually supportive friendships
and relationships.
b. Pursue realistic goals which are meaningful to
you rather than the goals others have.

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144
c. Expect some frustrations, failures and sorrows.
d. Always be kind and gentle with yourself ,be a
friend to yourself.

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145
SUMMARY

• Managing Stress
• Individual level
• Organizational level
1. Individual Level
Primary prevention
• Learned optimism
• Time management
• Leisure time activity

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146
SUMMARY
Secondary prevention
• Physical exercise
• Relaxation training
• Diet
Tertiary prevention
• Opening up
• Professional help

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147
 Organizational Level

• Job redesign(job enrichment,

• Goal setting
• Role negotiation, role clarity
• Career planning and counseling
• Social support systems(EAP and other
welfare supports e.g. stress control
workshop, education support, family
support,recreation,etc.)
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148
 Emotional Welfare

Harassment at work
• It is any conduct which is unreasonable, unwelcome,
and offensive, and which creates an intimidating, hostile
or humiliating environment
• There is no fixed list of what is or is not harassment
because it is defined by the recipient of the behavior
 Management of Stress and Emotional Welfare
• However, the following are good examples:
 Offensive jokes
 Sexual suggestions
 Offensive gestures
 Offensive physical contact
 Sexual favors
 Bullying
 Social isolation
 Display of sexual oriented materials etc
 Management of Stress and Emotional Welfare

Dignity at work policy

• Dignity at work policy is a policy designed to cover all
types of harassment in work places
• Reasons of having a dignity policy:
 To set boundaries of employee behaviour
 To create an environment in which employees feel safe
 Management of Stress and Emotional Welfare

 To create an open and transparent environment

 To encourage employees to report incidents and
potential harassers
 To provide the procedures to be followed in cases of
harassment
 FATIGUE
• FATIGUE
• It is defined as a state of being tired. It
can be caused by lone hours of work, long
hours of physical or mental activity,
inadequate rest, excessive stress, and
combination of these factors.
• Fatigue is defined as a decrease in the
capacity of a person to carry out the work
because of previous work
 TYPES OF FATIGUE
Muscular/Physical fatigue
Physical tiredness due to continuous work for a certain
period, it reduces capacity of the body and muscles to
exert.
Mental Fatigue
It is a mental tiredness and irritation, it reduces control
over thoughts and causes restlessness.
Nervous Fatigue
It occurs when the nerve ending in muscles fail to keep
the muscles active. It is caused mainly by emotional
conflict and REPRESSION OF NEGATIVE FEELINGS
 Causes of Fatigue
1. Medical cause
2.Lifestyle related causes
Lack of sleep- typically adults need about eight hours of sleep a day.
Too much sleep –
Alcohol and drugs
Sleep disturbances
Lack of regular exercise and sedentary behavior
Poor diet
3.Work-place related causes
Shift work
Poor workplace practices
Workplace stress, overworking and role ambiguity
Burnout
4.Emotional concerns and stress
 Symptoms of Fatigue
Appetite loss and Digestive Problems
Muscle weakness
Lack of concentration
Lack of memory and inability to recollect simple
things
Tiredness
Sleepiness, including falling asleep against your
will ("micro" sleeps)
Irritability
Depression
Giddiness
Increased susceptibility to illness
 Monotony and Boredom
MONOTONY
It is defined as a varying uniformity’ means dislike of work mainly
due to repetition of work. One becomes uninterested or bored and it
manifests as a lessening desire to perform optimally to the best of their
capabilities.
Monotony means dull. Monotonous means dry, unvarying, tedious
and uninteresting. The terms monotony and boredom are usually used
to indicate the undesirable effects of repetitive work.
BOREDOM
The term boredom is more inclusive and refers to unfavorable
attitude and feeling the worker may have for the task he is performing.
Monotony can be one of the causes of boredom.
Monotony and boredom are subjective phenomena in the sense they
are caused by the way a person views his task from time to time,
causing the output to fluctuate and to decline progressively.
 FATIGUE vs. Boredom
• Fatigue means reduced capacity for work while boredom
implies reduced interest in work.
• A Fatigue worker desires rest for regaining energy
whereas a bored worker desires change nature of work.
• All individuals feel tired and suffer from fatigue but all
workers are not bored by repetitive task.
• Fatigue generally refers to physical tiredness and
psychological depletion where as boredom reflects mental
dullness.
 FATIGUE
Class work:
Discuss effects of fatigue to employees and organization
productivity.

METHODS OF REDUSING MONOTONY,FATIGUE

AND BOREDOME
-Rest period
-Job redesign
-Medical check up
-Proper lighting,ventilation,temperatures and other
comfortable work facilities.
-Counseling to help employee manage and solve
personal problems ect.
• Burnout is a psychological term for the experience
of long-term exhaustion and diminished interest.
• "a general wearing out from the pressures of
work”It is a syndrome wherein a person breaks
down physically and emotionally due to continuous
overwork over a long period of time.(work addits or
work aholics are suspectible to burn out
BURNOUT
 Burnout is a term
which is frequently
used to describe the
emotional and
physical
exhaustion
experienced by
people as a direct
result of excessive
study or work related
stress. Burnout can
cause significant
physical, emotional,
psychological, and
spiritual
damage to people.
 What is burnout?

Burnout is a state of emotional, mental, and physical

exhaustion caused by excessive and prolonged stress.
It occurs when you feel overwhelmed and unable to
meet constant demands. As the stress continues, you
begin to lose the interest or motivation.
Burnout reduces your productivity and finish your
energy, leaving you feeling increasingly helpless,
hopeless, cynical (pessimistic), and resentful (angry).
Eventually, you may feel like you have nothing more
to give.
 Burn out
Burnout, on the other hand, is about not enough. Being
burned out means feeling empty, devoid of
motivation, and beyond caring. People experiencing
burnout often don’t see any hope of positive change
in their situations. burnout is being all dried up. One
other difference between stress and burnout: While
you’re usually aware of being under a lot of stress,
you don’t always notice burnout when it happens.

Refers to an overworked employee who has ceased to

feel the joy and challenges over his or her job,
RUSTOUT a syndrome occurs to people whose skills
are so under-used that they begin to atrophy, feels
like they are not valued, don’t fit in the structure …..
.
You may be on the road to burnout if:
Caring about your work or home life seems like
a total waste of energy.
Every day is a bad day
You’re exhausted all the time.
The majority of your day is spent on tasks you
find either dull or overwhelming.
You feel like nothing you do makes a difference
or is appreciated.
The negative effects of burnout spill over into
every area of life – including your home and
social life. Burnout can also cause long-term
 Stress Burnout
• Emotions are over reactive • Emotions are blunted

• Produces urgency and • Produces helplessness and

hyperactivity hopelessness

• Loss of energy • Loss of motivation, ideals, and

hope

• Leads to anxiety disorders • Leads to detachment and

depression

• Primary damage is physical • Primary damage is emotional

• May kill you prematurely • May make life seem not worth
living
 Causes of burnout
There are many causes of burnout. In many cases, burnout
stems from the job. But anyone who feels overworked and
undervalued is at risk for burnout – from the hardworking office
worker who hasn’t had a vacation or a raise in two years to the
frazzled stay-at-home mom struggling with the heavy
responsibility of taking care of three kids, the housework, and
her aging father.
But burnout is not caused solely by stressful work or too many
responsibilities. Other factors contribute to burnout, including
your lifestyle and certain personality traits. What you do in your
downtime and how you look at the world can play just as big of
a role in causing burnout as work or home demands.
 Causes of Burnout

Work-related
causes of
burnout

Lifestyle causes
of burnout

Personality traits
can contribute
to burnout
Work-related causes of burnout

Feeling like you have little or no control over your work

Lack of recognition or rewards for good work

Unclear or overly demanding job expectations

Doing work that’s monotonous or unchallenging

Working in a unorganized or high-pressure environment

 Lifestyle causes of burnout
Working too much, without enough time for relaxing and
socializing

Being expected to be too many things to too many

people

Taking on too many responsibilities, without enough help

from others

Not getting enough sleep

Lack of close, supportive relationships

Personality traits can contribute to burnout

Perfectionist tendencies; nothing is ever good

enough

Pessimistic view of yourself and the world

The need to be in control;

reluctance(unwillingness) to delegate to others

High-achieving, Type A personality

 Warning signs and symptoms of burnout

Burnout is a gradual process that occurs over an extended period of time. It doesn’t
happen overnight, but it can creep up on you if you’re not paying attention to the
warning signals. The signs and symptoms of burnout are subtle(slight) at first, but
they get worse and worse as time goes on.

Physical signs and symptoms of burnout

Emotional signs and symptoms of burnout

Behavioral signs and symptoms of burnout

 Warning signs and symptoms of burnout

Physical signs and symptoms of burnout

Feeling tired and drained (exhausted) most of the time

Lowered immunity, feeling sick a lot
Frequent headaches, back pain, muscle aches
Change in appetite or sleep habits

Emotional signs and symptoms of burnout

Sense of failure and self-doubt

Feeling helpless, trapped, and defeated
Detachment, feeling alone in the world
Loss of motivation
Increasingly cynical(pessimistic) and negative outlook
 Behavioral signs and
symptoms of burnout

Withdrawing from responsibilities

Isolating yourself from others

Taking longer to get things done

Using food, drugs, or alcohol to cope

Taking out your frustrations on others

Skipping work or coming in late and leaving early

 Dealing with Burnout: The "Three R"
Approach
Recognize – Watch for the warning signs of burnout
Reverse – Undo the damage by managing stress
and seeking support
Resilience – Build your resilience(hardness) to
stress by taking care of your physical and emotional
health
Redesigning of roles
Developing self-obligation orientation(change from
compulsive obligation to deobligations and self
obligation-as one is seen as a burden while the other
as a commitment)
 Burnout
• Increasing self acceptance
• Training on stress management
• Supportive organization climate (good
leadership, intervening in non-work life
and other employee assistant
programmes.
 Burnout prevention tips
Start the day with a relaxing ritual. Rather jumping out of bed as soon as you wake
up, spend at least fifteen minutes meditating, writing in your journal, doing gentle
stretches, or reading something that inspires you.

Adopt healthy eating, exercising, and sleeping habits. When you eat right,
engage in regular physical activity, and get plenty of rest, you have the energy and
resilience to deal with life’s hassles and demands.

Set boundaries. Don’t overextend yourself. Learn how to say “no” to requests on your
time. If you find this difficult, remind yourself that saying “no” allows you to say “yes” to
the things that you truly want to do.

Take a daily break from technology. Set a time each day when you completely
disconnect. Put away your laptop, turn off your phone, and stop checking email.

Nourish your creative side. Creativity is a powerful antidote to burnout. Try

something new, start a fun project, or resume a favorite hobby. Choose activities that
have nothing to do with work.

Learn how to manage stress. When you’re on the road to burnout, you may feel
helpless. But you have a lot more control over stress than you may think. Learning how
to manage stress can help you regain your balance.
 Coping with job burnout

 Dealing with Job Stress

In order to avoid job burnout, it’s important to reduce and manage stress at work.
Start by identifying what factors are stressful. Then you can take steps to deal with
the problem, either by changing your work environment or changing the way you
deal with the stressor.
 Actively address problems. Take a proactive approach – rather than a passive one –
to issues in your workplace. You’ll feel less helpless if you assert yourself and express
your needs. If you don’t have the authority or resources to solve the problem, talk to
a superior.
 Clarify your job description. Ask your boss for an updated description of your job
duties and responsibilities. Point out things you’re expected to do that are not part of
your job description and gain a little leverage by showing that you’ve been putting in
work over and above the parameters of your job.
 Ask for new duties. If you’ve been doing the exact same work for a long time, ask to
try something new: a different grade level, a different sales territory, a different
machine.
 Take time off. If burnout seems inevitable, take a complete break from work. Go on
vacation, use up your sick days, ask for a temporary leave-of-absence—anything to
remove yourself from the situation. Use the time away to recharge your batteries and
take perspective.
 Related Articles
CAUSES OF INDUSTRIAL
ACCIDENTS
 An Accident is:
• An unexpected and undesirable event, especially
one resulting in damage or harm:
• An accident is any unplanned, uncontrolled?
Event that could result in personal injury or
property damage. For example, if a person slips
and falls, an injury may or may not result, but an
accident has taken place.
• What is an occupational accident?
Accident Causation
Why Do We Have Accidents?
 Causation History
• Early man – Accidents were the
result of Bad Spirits

• Early Civilized man - Injured

person was at fault due to
stupidity
 Industrial Revolution
Natural
“Acts of gods” Side Effect of
Production

ACCIDENTS

Poor safety information People Errors

Carelessness

Employers Rationale for Accidents

 Causation History
 Public opinion
– Rose against the "worker alone-is-to-blame"
theory.
– Courts became more responsive to workers' claims.

– By 1908 State legislatures implemented an

employer's liability law.
 The court system
– Upheld the view of individual responsibility
– Injured worker had to sue
– Employer had to be found completely to blame
 Causation History
• Employers take notice
– Financial responsibility for an injured worker
– More cost effective to prevent accidents.
– Only theory remained -personal carelessness
 ACCIDENT CAUSATION THEORIES
• The most widely known theories of accident
causation are:
• The domino theory.
• The accident/incident theory.
• Human factor theory
• The epidemiological theory.
• The systems theory.
• The combination theory.
 Heinrich’s Theory
• Scientific Approach
Heinrich’s model to accident causation has
been the basic approach in accident
prevention and has been used mostly by
safety societies and professional people since
its publication in 1932. This was the first
scientific approach.
 Heinrich’s Theory
• Herbert Heinrich, an early pioneer of accident
prevention and industrial safety.
• He studied 75,000 accidents, his observations
was:88% of IA (industrial accidents, are caused
by unsafe acts committed by employees/fellows
• 10%of industrial accidents are caused by unsafe
conditions.
• 2% of industrial accidents are unavoidable.
 Heinrich’s Dominos – The Process
• According to Heinrich, an "accident" is one factor in a sequence that may lead to an injury.

• The factors can be visualized as a series of dominoes standing on

edge; when one falls, the linkage required for a chain reaction is
completed.
• Each of the factors is dependent on the preceding factor.
1.A personal injury (the final domino) occurs only as a result of an
accident.
2. An accident occurs only as a result of a personal or mechanical
hazard.
3. Personal and mechanical hazards exist only through the fault of
careless persons or poorly designed or improperly maintained
equipment.
4. Faults of persons are inherited or acquired as a result of their social
environment or acquired by ancestry.
5. The environment is where and how a person was raised and educated.
 Domino Theory
1932 First Scientific Approach to
Accident/Prevention - H.W. Heinrich
“Industrial Accident Prevention”

Social Environment
and Inherited Fault of the
Behavior (e.g., Person Unsafe Act
(Carelessnessbad or Accident Injury
alcoholism) temper, Condition
recklessness, etc
)
MISTAKES OF PEOPLE
 Heinrich’s 10 Axioms of Industrial Safety

• Injuries result from a series of factors.

• Accidents only occur as a result of an unsafe act
by a person and/or a physical or mechanical
hazard.
• Most accidents are the results of unsafe
behaviors by people.
• Unsafe acts or conditions do not always
immediately result in an accident.
• Reasons people act safely can serve as
guidelines for accident prevention.
 Heinrich’s Axioms of Industrial Safety

• Accidents are preventable.

• Accident prevention techniques are analogous
with best quality and production techniques.
• Management should be responsible for safety.
• Supervisor is the key person.
• Accidents have both direct costs and hidden
costs.
Heinrich’s Domino Theory – Corrective Action Sequence (The three “E”s)

Engineering

– Control hazards through product design or process change

• Education

– Train workers regarding all facets of safety

– Impose on management that attention to safety pays off

• Enforcement

– Insure that internal and external rules, regulations, and standard operating

procedures are followed by workers as well as management.

Three Es' of Safety
 Human Factors Theory

Overload Inappropriate Inappropriate

Response Activities
• Environmental
• Detecting a
Factors (noise, • Performing tasks
distractions hazard but not
correcting it without the
• Internal Factors requisite training
• Removing
(personal problems, • Misjudging the
emotional stress) safeguards from
machines and degree of risk
• Situational Factors involved with a
equipment
(unclear given task
• Ignoring safety
instructions, risk
level)
 Petersen’s Accident/Incident
Theory

Overload Ergonomic Traps Decision to Err

• Pressure • Misjudgment of
• Incompatible
• Fatigue the risk
workstation (i.e.
• Motivation size, force, reach, • Unconscious
• Drugs feel) desire to err
• Alcohol • Incompatible • Logical decision
• Worry expectations based on the
situation

Human Error
Systems Failure
Policy Inspection Accident
Responsibility Correction
Training Standards Injury/Damage
 COMBINATION THEORY

•
Outgrowth of the domino theory

Accidents may/may not fall under any one model

• Result from factors in several models.

• One model cannot be applied to all accidents

For a single accident there may be many contributory factors,

causes and sub-causes
 Multiple Causation Theory
• Contributory factors can be grouped into the
following two categories:

– Behavioral: pertaining to the worker, such as

improper attitude, lack of knowledge, lack of skills,
and inadequate physical and mental condition

– Environmental: includes improper guarding of other

hazardous work elements, degradation of equipment
through use, and unsafe work procedures
 Combination theory
• Often the cause of an accident cannot be
adequately explained by one model or theory.
• According to the Combination theory; the
actual cause may combine parts of several
different models.

• Safety personnel should avoid the tendency to

try to apply one model to all accidents.
 SUMMARY..
• Industrial accidents take place due to several
reasons arising from people working
conditions and other factors. These causes may
be classified as follows;

1. UNSAFE CONDITIONS
This refers to work related or technical causes.
These are the biggest cause of accident in the
industry. Work related causes are as follows;
a) The job itself/Nature of the job
Some jobs are inherently more dangerous than others. For example
the job of a crane man is more risky as compared to that of a
supervisor. A Laboratory attendant is in high risk compared to a
teacher. Safety experts point out that there are some high danger
zones like hand lift trucks, wheel barrow, gear and pulleys, saws and
hand rails, chisels and screw drivers, electric drop light kind of
activities etc.
b) Work schedule
Night shift is more accident prone than day shift due to fatigue and
sleepiness.

c) Psychological conditions
Emotional disturbance and mental pre occupation often cause
accidents. Over-work, monotony, boredom, anxiety, fatigue and
frustration disturb concentration and mental alertness leading to
accidents.
d) machinery and equipment
Working with Defective equipment, unguarded machinery,
breakdown of machines, hazardous arrangement of
machines and equipment , inadequate safety/control devices,
overloading, improper illumination, insufficient ventilation,
poor house-keeping, poor maintenance and supervision are
common causes of accidents in industry.
Safety experts point out that there are some high danger
zones like hand lift trucks, wheel barrow, gear and pulleys,
saws and hand rails, chisels and screw drivers, electric drop
light etc.
 2. UNSAFE ACTS

These arise due to lack of knowledge and skills, bodily

defects and faulty attitudes. Some examples are given
below;
a) Operating without authority.
b) Failure to use safety devices.
c) Failure to listen to warnings.
d) Careless throwing of materials on the floor.
e) Operating at unsafe speeds.
f) Using unsafe equipment's.
g) Removing o disconnecting safety devices.
h) Lifting things improperly.
i)Taking unsafe positions under suspended
loads.
j) Using unsafe procedures in loading and
unloading.
k) cleaning, oiling, repairing or adjusting
moving machines.
l) Teasing, quarreling, day dreaming or
horseplay.
m) Personality and behavior which makes
some people more accident prone.
 3. MISCELLANEOUS CAUSES
Young, untrained and inexperienced workers
cause more accidents than old, trained and
experienced workers. Alcoholic and drug
addicted workers are more accident prone.
Workers having disturbed family are likely to
cause more accidents due to stress.
Unsatisfactory behavior of supervisors may also
cause accidents on the part of workers.
 OTHER CAUSES OF WORK RELATED
ACCIDENTS
Shortcuts
Humans are notoriously lazy, so taking shortcuts is a
rather common practice in all walks of life, not
necessarily work alone. However, when workers take
shortcuts at work, especially when they are working
around dangerous machinery ,they are only exposing
themselves to a potential catastrophe. Simply put,
shortcuts that are taken on the job are not actually
shortcuts. They are simply increasing your risk of
injury, or worse, death.
Overconfidence
Confidence is always a great thing to have, but
there is also such a thing as too much
confidence. When workers walk into work
everyday with the attitude that, “It will never
happen to me”, they are setting an attitude
that leads to incorrect procedures, methods,
and tools while working. Be confident, but
remember that you are not invincible.
• Starting a Task Before Getting All Necessary Information
The quickest way to get a job done is to do it right the first time. To
do it right the first time, you need to make sure that you have any
and all pertinent information relating to the task you will be
performing. Workers who begin a job with just half the
information, or half the instructions, are essentially doing the job
while blind. Remember this; it’s not stupid to ask questions, it is
stupid not to.
• Neglecting Safety Procedures
This is probably the worst thing that any employee at any level in the
organization can do. Deliberately neglecting set safety procedures
in the workplace doesn’t just endanger yourself, but it endangers
the workers around you as well as the company as a whole.
Casually following safety procedures doesn’t work either. You are
paid to follow workplace safety procedures, not your own.
 MEASURES OF MAINTAING A SAFE
WORK ENVIRONMENT
• In the process of ensuring ways to maintain a
safe environment, you must work through the
hierarchy of control in order ,where possible
and implement it.
• controlling risks are ranked from the highest
level of protection and reliability to the
lowest. This is known as the hierarchy of risk
control.it is as follows:
Engineering controls
 These are physical control measures

Eliminate
 remove the hazard completely from the workplace e.g.
removing trip hazards on the floor or disposing of unwanted
chemicals. This is the most effective control measure and must
always be considered before anything else.
Substitute
 substitute or replace the hazard with a less hazardous work
practice e.g. replace solvent-based paints with water-based
paints. e.g. use a trolley to lift heavy loads.
Isolate
 as much as possible, separate the hazard or hazardous work
practice from people by distance or using barriers e.g. placing
Administrative controls
These are work methods or procedures that are designed to
minimize the exposure to a hazard e.g. developing a
procedure on how to operate machinery safely or use signs
to warn people of a hazard
Personal protective equipment (PPE)
 This should be insisted. PPE, such as ear muffs, hard hats,
gloves and protective eyewear, relies on the proper fit and
use of the PPE, but does nothing to change the hazard itself.
In some cases a combination of control measures may need
to be implemented to provide the highest level of protection
that is reasonably practicable
• Consult with employees about health and
safety in the workplace.
• Monitor the workplace regularly and keep a
record of what is found during the checks.
• Policies should be developed in consultation
with all employees. In some instances it may
be necessary to organize support persons or
interpreters for employees with disability so
that all employees may participate in the
consultation process.
 Conclusion:
• All accidents whether major or minor are caused, there is no
such thing as an incidental accident!!

• Very few accidents, particularly in large organisations and

complex technologies are associated with a single cause.

• The causes of accidents are usually complex and interactive.

 Conclusion;
• Accident causation is very complex and must
be understood adequately in order to improve
accident prevention

• No single theory generally or universally

accepted

• Multiple causation is widely applied

 Effects of industrial Accidents.
• The monetary losses cost associated with an accident or
incident.
– Direct cost
• Medical cost
• Compensation cost
• Cost of hiring and/or training replacements
• Legal expenses
• Expenditure on Emergency supplies
• Interim equipment rental/outsourcing of people and
facilities to replace damaged ones
• Building Damage hence replacement cost
• Overtime
 Indirect costs.

• Production delays and interruptions

• Investigation time
• Wages paid for lost time
• Extra supervisory time
• Decreased output of injured worker
• Loss of business and goodwill
 Thanks for
your attention!