Employees motivating strategies

The leeway and motivations for substituting hazardous substances may indeed differ between small and medium-sized enterprises (SMEs) and large-scale enterprises. However, neither of the two types of enterprises appears to be more iimo-vative than the other per se. For example, the qualification of employees, the capital intensity of production, the availability of capital for research and development, the type of production and the competition strategy (mass or quality), the position on the supply chain as well as the corporate culture are at least just as decisive. 

The assessment of function across various dimensions of performance (i.e., strength, speed, endurance, and coordination) has provided the basis for a rational approach to clinical assessment, rehabilitation strategies, and determination of return-to-work potential for injured employees (Kondraske, 1990). To understand the complex problem of trunk performance evaluation of LBP patients, the terminology of muscle exertion must first be defined. However, it should be noted that several excellent reviews on trunk muscle function have been carried out (Andersson, 1991 Beimborn and Morrissey, 1988 Newton and Waddell, 1993 Pope, 1992). I do not intend to reproduce this extensive literature here because my motive is to provide a critical analysis that will lead the reader toward an understanding of the future of... 

Mills, P. K., Chase, R B, and Maigulies, N. (1983), Motivating the Client/Employee System as a Service Production Strategy, Academy of Management Review, 8 (2), 301-10. 

Several factors were discussed in this chapter that affect whether employees react to workplace hazards with alarm, apathy, or something in between. Taken together, these factors shape personal perceptions of risk and illustrate why the job of improving safety is so daunting. This justifies more resources for safety and health programs, as well as intervention plans to motivate continual employee involvement. I discuss various intervention approaches in Section 4. But before discussing strategies to fix the problem, we need to understand how stress, distress, and personal attributions contribute to the problem. That is our topic for the next chapter. 

Throughout Section 3, suggestions for monitoring achievements are offered as I explain particular intervention strategies for teaching and motivating safe behavior. It is also possible to use surveys periodically and estimate successes from employee reactions to certain questions. A distress survey was presented in Chapter 6, for example, and a lower score on this survey would suggest improvement. In Section 4,1 show you how to measure an individual s propensity to "actively care" or go beyond the call of duty for another person s safety. Increases in these measures indicate safety success. 

Let us next look at a major European truck manufacturer. It has 20 000 employees and delivers 80 000 heavy trucks a year with a weight above 16 tonnes. The company has the ambition to be a world leader in terms of active and passive safety in vehicles. The company management s motives are commercial as well as ethical. Safety is a cornerstone in the company s marketing strategy. It is claimed that the safety features of the company s trucks reduce accident risk and increase driver efficiency. 

One of the most important enablers for a proactive risk management strategy is the presence of a culture and attitude that provides resources and motivates employees to develop risk contingency plans. Smeltzer and Siferd (1998) suggested that the formation of a risk management culture to encompass proactive risk management is extremely necessary as ... 

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