Objectives employees

In selecting measuring devices, a firm should use only activity measures at the lower managerial or unit levels, primarily activity measures (with some results measures) at the middle-upper management levels, and pure results measures for the executive level (Peterson, p. 40). The safety performance measures should be geared toward the employee s responsibilities and objectives. Employees at the supervisory and middle management level are focused on motivating employees to perform. Safety perfor-... 

This standard applies to such items as crawler, locomotive, truck, overhead, gantry, and tower cranes helicopter operations material and personnel hoists, elevators and conveyors. Loads on the overhead cranes must be labeled and legible from the ground floor. The proper clearance must be maintained between moving and rotating structures on the crane and fixed objects. Employees on these cranes shall be protected from falling by guardrails or safety belts. 

External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. Employees will exercise self-direction and self-control in the service of objectives they are committed to. 

An additional responsibility is to make sure that any training program has achieved its objectives employees must understand the hazards that they work with and know how to protect themselves [3]. Just presenting training may not be sufficient. 

Conditions = Objects/employees in the workplace. Hie states of being in the physical and psychosocial workplace environment... 

Many techniques have been developed for management of the safety and environmental impact of operations, and much science is applied to these areas. The objective of this section is to demonstrate how the practising engineer can have a significant impact on these aspects of a field development, and that safety and the environment should be the concerns of all employees. 

Monitoring or clearing employee activities which involve removing any business-related information or objects from the faciHty. 

The analysis phase of the instructional systems design (ISD) model, as referred to in Chapter 4, consists of a job task analysis based upon the equipment, operations, tools, and materials to be used as well as the knowledge and skills required for each position. Most important in this phase is the selection of the performance and learning objectives each employee must master to be successful in their job as related to the toll. 

Requirement for a process for motivation of employees to achieve quality objectives... 

Are processes employed that motivate employees in achieving quality objectives and continuous improvement ... 

The standard requires a process for measurement of employee satisfaction and employee understanding of appropriate quality objectives. 

Measuring employee understanding of appropriate quality objectives is again a subjective process. Through the data analysis carried out to meet the requirements of clause 4.1.5 and 4.2.8 you will have produced metrics that indicate whether your quality objectives are being achieved. If they are being achieved you could either assume your employees understand the quality objectives or you could conclude that it doesn t matter. However, it does matter as the standard requires a measurement. Results alone are insufficient evidence. The results may have been achieved by pure chance and in six months time your performance may have declined significantly. The only way to test... 

What measures are taken to provide conditions in which employees will feel motivated to achieve your quality objectives ... 

Make sure your company s short-term objectives (e.g., updating aii P IDs) are consistent with broader PSM goais (e.g., accurate process safety information), sind communicate them in ways that clearly encourage work habits and procedures that support PSM performance. For exampie, your employees need to understand that the company will achieve its goal of reducing reportable incidents by changing its PSM procedures, not its reporting processes. 

Identifying and addressing deficits in employee knowledge, skills and abilities to enhance performance and to attain business objectives. 

At this stage the objectives of the scheme were to contribute to the community, provide development for BT people and build local relationships (which had suffered when BT moved from regional units to national). Later we realized that the novelty of the schemes as part of a change program was helping to make better life more attractive to employees. 

Familiarize employees with the corporate culture and corporate objectives, and ensure that they work in line with these. 

By virtue of being facilitated and regulated, formal mentoring schemes promote the attainment of objectives much better than informal programs can. Formal programs can also help to avoid many of the pitfalls associated with informal mentoring relationships, such as the exclusion of employees who find it difficult to network. 

Provide you with a framework for the design and implementation of the scheme. For example, by researching the needs of your employees, you will find it easier to set effective program objectives and to identify your mentee target group. 

The main objective of stage 3 is to establish whether your employee target group already possesses the competencies and experience required for business goal achievement. Even if you are fairly sure that it does not, you should conduct a thorough analysis in order to identify the exact elements on which it requires development and the extent of the support needed. 

Objectives of the scheme Socialization in a graduate/induc-tion scheme or career advancement/ competency development in a system geared towards developing high-potential employees (Chapter 3)... 

If line managers become mentors, this can also reduce the clarity of roles. In fact, most mentoring schemes that tried this approach to providing mentors had to pull back because the line boss was imable to cope with the ambiguity of roles. Being an objective coididante on the one hand and having to appraise the employee on the other proves too difficult to reconcile. 

Communication is also an essential feature of achieving employee buy-in. It is important to ensure that mechanisms are in place for two-way communication, i.e. that employees also get an opportunity to comment, provide feedback and make suggestions to senior management. In addition to top-down communication it is also essential that procedures are in place for communication to the wider population, which includes stakeholders and the public, regarding the organization s environmental policy and performance against stated objectives. 

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