Commitment and Involvement

A safety and health policy statement clarifies the policy, standardizes safety within the company, provides support for safety, and supports the enforcement of safety and health within the 

OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT A PRACTICAL APPROACH 

Clear worksite safety and health policy 5 We have a safety and health policy and all employees accept it, can explain it, and understand it 

Clear goals and desired objectives are set and communicated 5 All employees are involved in developing goals and can explain results and how results are measured 

Management leadership 5 All employees can give examples of management s commitment to safety and health 

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Executive management commitment and involvement Proactive QAunit... 

Senior management must show commitment and involvement at key steps. 

Management policies, organization, and commitment are shown together as one element in some causation models. One could aigue that management commitment and involvement deserve separate and distinct consideration since they are the reflection and extension of the organization s culture, from which all hazard prevention and control decisions derive. 

Commitment and involvement are complementary and essential elements of a sound safety and health program. Commitment by management provides the organizational resources and motivating force necessary to deal effectively with ergonomic hazards. 

Greater than average management commitment and involvement in the... 

Total Quality Management a management philosophy focusing on perpetual process enhancement through the prevention of problems and errors continual monitoring and control of processes, performance, and quality the placing of the customer at the hub of attention as well as a sense of awareness, commitment, and involvement on the part of management all the workers, the customers, and suppliers. 

Use knowledge is built up by using products from the product category in focus. Embedded lead users obtain this kind of knowledge by direct confrontation with the products, i.e. use experience. This knowledge is tadt in that it is deeply rooted in action, commitment, and involvement in a specific context (Nonaka 1994, p. 16), in my case use context. It cannot be transferred easily to other persons, as it is bound to individual employees. Embedded lead users feel, if a certain product is usefiil or not as one manager for gaming equipment points out ... 

The fact of the drawing up a safety policy document is not sufficient to ensure that the company will be a safe place to work or that the employees will not suffer injury. The successful implementation of the policy depends to a large extent for its success on the degree of the employer s commitment and on his attitude towards safety. Without the commitment and involvement of the employer the policy is not likely to be effective. 

When asked the difference between commitment and involvement, a world-renowned safety practitioner answered, The next time you have a plate of bacon and eggs for breakfast, remember that the chicken was involved in the process, but the pig was totally committed. ... 

The development and implementation of corrective actions forthose issues detected in the environmental audit program is critical to the success of corporate and facility environmental management programs. It is also a key indicator of a healthy corporate commitment and involvement. 

Health and safety is a management function and should be led and managed accordingly. This necessitates a high degree of management commitment and involvement. 

Whenever the results of a group decision come across as win-lose, some mistrust is going to develop. A majority might be pleased, but others will be discontent and might actively or passively resist involvement. And even the winners could feel lowered interpersonal trust. We won this decision, but what about next time And without solid backup support of the decision, the outcome will be less than desired. Without everyone s buy-in, commitment, and involvement, we can t trust the process to come off as expected. ... 

Chapter 2—Making a Commitment Management s Commitment and Involvement—This chapter focuses on the commitment that is needed from the company and its management before starting a safety and health initiative. It details the specifics that management mnst address to demonstrate that it is serions abont safety and health. Without this commitment the effort is doomed from the start. 

You cannot ejfectively put to use the principles in this book without ongoing support from both managers and employees. This chapter focuses on ways to initiate and maintain that support, including ways to promote leadership, build commitment and involvement, expand the scope of interventions, reduce active resistance, and sustain momentum. 

Three support processes were identified to maintain employees long-term commitment and involvement in a culture-change effort—leadership, communication, and recognition. Each of these processes were discussed in various forms throughout previous chapters. Aspects covered in this chapter were characteristics of effective leaders safety language that increases resistance and should be avoided levels of resistance that can be influenced by leadership, communication, and recognition the concept of generalization as a desired outcome of an intervention process that draws on leadership, commxmication. 

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