Injuries claims manager

Managing Workers Compensation A Guide to Injury Reduction and Effective Claim Management, Keith R. Wertz and James J. Bryant... 

Habeck, Hunt, and VanTol (1998), Habeck et al. (1998), Hunt and Habeck (1993), and Hunt et al. (1993)—extending the earlier research of Habeck (1993), Habeck, Leahy, and Hunt (1988), and Habeck et al. (1991)—relate the disability outcomes of 220 Michigan firms to those firms HRM practices. This research is the first serious analysis of how management safety culture affects injury claims. In addition to collecting survey information for the 220 firms, Hunt et al. (1993) held extensive interviews with 32 of the 220 firms and find a qualitative difference in those firms that engage in what the researchers call a participative culture. In other words, they find a qualitative difference between firms that facilitate employee involvement in decision making and those where the employees do not participate in the firm s decision making. 

Park merges Minnesota workers compensation claims with survey data from the Minnesota Human Resource Management Practice file, developed at the Industrial Relations Center at the University of Minnesota. He finds that employee participation in decision making lowers the injury claim rate, as our model suggests, but that the reduction is not statistically significant. 

Like employee partieipation in deeision making, there is some evidence that improved management safety eulture lowers the injury claim rate, and that greater exeeutive involvement in the firm s safety processes lowers the rate of injuries. We expect the same to be true in our sample. Though this has not been examined in the earlier literature, we expect that as the management safety eulture improves (as our measures increase), the severity of injuries will fall as well. 

The LTI frequency rate is not a reliable indicator of the level of safety at Eastern, in part because of the extent to which it is influenced by claims management procedures which result in the conversion of LTIs into injuries without lost time. A further defect is that it fails to highlight major safety failures which need to be taken seriously, regardless of how many lost-time injuries may be occurring. For instance, fatalities are relatively rare, and most mines go for years without a death. However, when they occur they are usually indicative of serious safety deficiencies. Moreover, there are certain kinds of dangerous occurrences with the potential to lead to death or injury which must be reported to the inspectorate, regardless of whether injury has in fact occurred. Every such dangerous occurrence raises questions about standards of safety. 

In presenting supervisory JHA workshops and in coordination with the safety manager, actual jobs were selected for analysis based on their frequency of injury, cost of injury claims, or general concern about the potential for a loss-producing event. In just about every workshop session, a surprise was uncovered that was known by employees but not known to the organization s leadership team or the safety manager. 

In those jurisdictions where a formal workers compensation system is in effect, the compensation health records provide the most definitive information available because the medical, social, and work history of each employee who applies for workers compensation is investigated in comprehensive detail and is made available in large part to management. Currently, relatively few illnesses, as compared to injuries, are considered for workers compensation claims. However, if a cluster can be found with the same type of complaint, that information can be invaluable. Similar information can be obtained from private insurance companies who provide employee coverage in place of workers compensation. 

Establish the context. What are the goals of the risk management process What are potential vulnerabilities of the business Do employees or patients risk injuries How might the reputation of the pharmacy suffer if a patient was injured owing to a prescription error or if his or her health condition was inadvertently made public by an employee Could costly claims be avoided by not providing certain services or products ... 

The standard contract usually indicates that the Project Manager speaks and acts for the Owner. When the Owner s representative gives working instructions directly to a craftsman, a situation of co-employership is set up. The workers get their check from one party (the contractor) but their working instructions and directions from another (the Owner). Thus they, in effect, have two employers. The courts hold both employers responsible in case of accident or injury. In cases where co-employership is claimed, both the Owner and the Project Manager are open for legal action. 

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