Employees involvement/commitment

Commitments and Employee involvement, Commitment of continual improvement... 

From a psychological perspective, empowerment is not holding people accountable to do more. It is feeling empowered or responsible to do more. Employees need to be asked, What will it take to make you feel more empowered or personally responsible for safety around here Seeking frank answers to this question and then actively working toward the changes requested will probably do more to increase employee involvement, commitment, and responsibiUty for safety than an)rthing else. 

Development procedures, instructions, guidelines, and registration forms. These items are mentioned separately because specific procedures, insfructions, handbooks, and guidelines must be developed for different CQP principles or steps. However, it is important that all people who work with these tools comply with stated procedures. Therefore it is important to consider whether the procedures and other tools are easily available, understandable, sufficiently detailed, and feasible whether employees are committed to the procedures and whether the procedures should be prepared by the parties involved and/or by an external organization. 

A procedure mana ment system guides procedure development and revisions. The product of this system is effective, consistent procedures which are easily maintained and controlled. Management and employee involvement is critical. Everyone s commitment to the procedure management system is essential to keeping the procedures up-to-date and effective. 

The 1999 KPMG Survey found that environmental policy statements were included in 84% of the CERs analysed. A total of 59% of the policy statements mentioned employee involvement, compared with 33% three years earlier. Mention of local community issues occurred in 32% of the policy statements, compared with just 7% three years before. This increase in commitment to social issues indicates a move towards greater broad-band stakeholder involvement. 

Management commitment and employee involvement are complementary. Management commitment provides the motivating force and... 

Employee involvement provides the means through which workers develop and/or express their own commitment to safety and health protection, for themselves and for their fellow workers. 

Ensuring that managers understand their safety and health responsibilities as described under Management Commitment and Employee Involvement, so that the managers will effectively carry out those responsibilities. 

This commitment, however, involves more than a cursory statement to promote safety at all costs. It involves committing the organization, its board of directors, managers, and employees to a long-term, ongoing, structured process aligned to the constant identification and elimination of workplace risks, which can only be achieved by the implementation and maintenance of a world s best-practice safety management system (SMS). 

The degree of integration of safety principles and standards, and employee involvement in the system, is directly proportional to the amount of management leadership and commitment. The more encouragement and support management gives employees, the more positive their attitude will become and the more they will partake in the safety system. 

The Company is committed to hiring only the best, safest, and most qualified drivers. To achieve the objectives of this policy. The Company has implemented the following driver qualification standards and procedures. All company employees involved in the driver qualification and hiring process will be expected to conform to this policy and its procedures. 

In order for your safety management program to be most effective, it needs both management commitment and employee involvement. These two elements are absolutely essential to the success of your safety effort, and therefore, your company. 

Employee involvement —Your employees have the most to gain or lose from your safety program, so their involvement is critical to your program s success. Get your employees actively involved in — and even excited about — the safety process. Seek their input, encourage safe behaviors, and reward those who report safety problems. Their commitment to personal safety will beneflt the entire company. 

The referring employee participates in the screening and hiring of the referred driver — increasing employee involvement and commitment in the process. 

Although OSHA does not require a written safety and health program, they strongly encourage it. In fact, they demonstrate a model program that emphasizes management commitment and employee involvement. 

Management s commitment and employee involvement may include simply clear goals for worker security in smaller sites or a written program for larger organizations. 

Management commits to operating an effective occupational safety and health management system characterized by four basic elements management leadership and employee involvement, worksite analysis, hazard prevention and control, and safety and health training. 

Management leadership and employee involvement are tied together because one is not effective without the other. Management can be totally committed, but if employees follow blindly or are not involved, problems will be solved only temporarily. 

Management sets the tone. Refer to Chapter 6 on management commitment and leadership. If management is not supportive of getting employees involved, and unless your employees believe you want their participation, getting them to participate will be difficult and may not be successful [4]. 

The principles of continuous quality improvement include innovation and improvement of services, products, and processes integration of suppliers and customers into the quality process use of quality tools audit and evaluation provision of continuous quality improvement training to all employees, unrelenting commitment to quality and involvement of all levels in the organization and documentation. 

Feedback of the results of the opinion survey, to all personnel, provides an opportunity to sow the seed of commitment to a behaviour-based approach to quality improvement. It also signals management commitment to the importance placed on quality and the need for quality improvement, and provides a forum in which to exchange suggestions and ideas. In essence, it can facilitate the process of employee involvement and empowerment (McAfee and Wirm, 1989). 

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