Employees belief

When excellence in safety is measured by zero failures, a self-limiting organizational viewpoint and very dangerous employee belief is created Ifsafety means no incidents, then anything that I do that doesn t result in an incident or get me hurt, must be safe. When this occurs, risk will be overlooked, complacency will set in, an important and healthy degree of vulnerability of risk will be lost, and organizations will be surprised by an incident that occurs out of nowhere. This will often sound like I can t believe that experienced, well-trained employee did that, or, How did we miss that . 

Eor the purposes of this book, when we refer to safety eulture we are referring to the big pieture of how employees perform work as it relates to safety and health. Safety eulture, simply stated, is a belief and a way of handling safety-related situations that is engrained in all... 

Where building employees are from mainly ethnic communities, consideration should be given to the positioning of toilet facilities so that religious beliefs are not compromised. 

The mission is the purpose of the company. The mission statement defines what the company does or is. It is a statement of the present going ahead into the near future. It is a document written to create a sense of purpose for customers and employees. The mission statement should be short—usually no more than two sentences. It focuses on the common purpose of the organization and may draw from the values or beliefs held by the organization. The mission statement should help to differentiate the company from others that provide the same products or services. Some organizations include in the mission statement not only what the company does but also how it does it— essentially the differentiating point. 

In addition to sexual harassment and accommodation of religious beliefs, equal treatment for individuals with disabilities is a significant issue for the treatment of both employees and customers. The Americans with Disabilities Act provides equal opportunity for persons who are disabled in the workplace. This act prohibits discrimination in all aspects of employment from hiring to firing, similar to practices that are covered by equal opportunity employment laws. Persons are considered disabled if they have either a physical or mental impairment that significantly limits one or more major life activities or have a record of impairment. Also, discrimination against a person who has a relationship with a disabled person is prohibited. 

Structural leaders do homework rethink the relationship of structure, strategy, and environment and focus on implementation. Whereas, human resources leaders believe in people and communicate their beliefs. They are visible, accessible, empower others, and refer to employees as partners or associates. Political leaders clarify what they want and what they can get. They persuade first, negotiate second, and coerce only if necessary. Symbolic leaders lead by example, offer plausible interpretations of experience, communicate a vision, tell stories, and respect and use history. Reframing leadership is a leadership style that will be valuable in assisting future leaders to create new opportunities within their environments. 

As noted, socialization processes are likely to be perceived in a similar way to prestart training. That is, if an organization has a socialization process where new employees are introduced to safety policy and procedures, it might be reasonable to assume that this will have a positive impact on the new employee s safety-related behavior on the job. A study by Mullen (2004) supported this proposition, finding that early socialization processes could have a positive influence on safety behavior. Of course, socialization processes may have no effect at all. A new employee, who is asked during socialization to learn the organization s safety policy and procedures, understand the organization s emphasis on safety (its safety culture in the form of norms, beliefs, roles, attitudes, and practices), and learn how to complete appropriate forms (such as hazard sheets, near miss reports), may simply not achieve these expected outcomes. To help increase the chances that socialization will have a positive impact on new employees safety, best practice should be adopted. 

Organizations vary considerably in terms of how they manage safety. Thus, the expectations of management safety behavior formed from one workplace may have little basis in reality in another workplace. At this point, it is also worth noting the vast literature on safety culture and safety climate. Safety culture stems from the organization and is the top-down safety values, beliefs, and norms, while safety climate is more accurately defined as the employee s perceptions of how various aspects of the working environment impact on their safety (see Bjerkan 2010, for a... 

The twenty-one day period for self-reporting begins to run when any employee, contractor, or agent has an objectively reasonable basis for believing that a violation has, or may have, occurred. An objectively reasonable basis for belief is measured by a prudent person standard, and is based on what a prudent person with the same information would have concluded. ... 

---