Morale, employee

Let s consider some of the important cost factors of a JHA. These methods can help to improve job procedures and can help to reduce costs that result from absenteeism and workers compensation claims, as well as hidden costs that are usually overlooked. These hidden costs include management time for investigation lost time for other workers who experience some level of trauma hiring and training temporary workers bad publicity, poor product quality, employee morale OSHA citation/fines, court costs, and so on. Reduction of these costs can lead to increased productivity and improved cost to the bottom line. 

As the awareness of safety and health hazards inereases, so does the need to proteet workers from these hazards. This need has ereated an inerease in the proper use of PPE. Other faetors, sueh as governmental requirements, worker produetivity, and employee morale have stimulated the inereased use. 

Social Factors. The personalities of co-w orkers and supervisors arc also factors to be considered when evaluating Uie workplace. The liigher Uie employee morale, Uie lower Uie potcnUal for accidents. Another factor is Uie relationship of one job to another, and wheUier Uie job requires Uie coordinating of information, materials, and human effort. 

Negative employee moral may manifest itself in an aspect of direct damage to company equipment as retribution. These effects may be disguised as accidental events in order to avoid persecution by the individuals involved. Other incidents may be perpetrated by outright terrorist activities. Incidental effects may develop into catastrophic incidents unbeknown even to the saboteur. The design of facilities should account for periods when management and labor relations may not be optimum and opportunities for vandalization could easily avail themselves. Where terrorist activity is ongoing suitable preventive measures must be instituted (i.e., increased security measures, barricades, etc.). 

Ignorance of system and process performance leads to inefficiency, poor compliance, and low employee morale. It is good business practice to have regular review of process metrics to gauge the health and output of the system and processes that drive the organization. 

Scot Phinney s problems in the scenario revolve around HRM. There appear to be three related problems (1) There are three pharmacist position vacancies that need to be filled, (2) employee morale is low, and (3) current employee productivity and behavior are unacceptable. Scot has identified several specific employee behaviors that hinder the performance of the pharmacy, including frequent arguments, excessive complaints, pharmacists not supervising technicians, and rude behavior and poor service to nursing. He has decided to focus on these problems first. 

Exhibit 21.3 shows another example of Random Stimulus using an image to generate new ideas for minimize cost associated with activities, which is an outcome expectation for the JTBD of improve employee morale in operations. 

Process innovations occur behind the scenes and provide more value to the customer in the form of expedited service and higher quality. Wal-Mart s everyday low prices are really a conglomeration of behind-the-scenes business process innovations, as is Amazon s Buy Now with 1-Click feature. At the same time, such process innovations provide great value to businesses in the form of higher productivity, lower lead times, improved employee morale, and increased profitability. 

Going outside the company instead of promoting from within, which lowers employee morale and motivation. 

Finally, but by no means least, there is the human dimension to the problem of fouling. Severe fouling can lead to the loss of employee morale [Bott 1992]. The repeated and persistent need to shut down the plant to clean heat exchangers, or difficulties in maintaining the desired output due to the accumulation of deposits... 

There are also non-political motivations for voluntary corporate actions. Drivers of voluntary action described in the literature include (a) the desire to limit future regulatory risk (Margolick and Russell 2001) (b) the desire to reduce costs through practices that also have environmental benefits (Esty and Porter 1998) (c) desire to differentiate a company or its products on an environmental basis (Reinhardt 1998) and (d) the desire to enhance employee morale and motivation (Reinhardt 2000). 

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