C10_Kelloway_MOHS8e_final Motivation & Safety Man.pptx

3. Learning Objectives • After reading this chapter, you should be able to: – Discuss the importance of safety behaviour in the workplace and identify the categories of safety behaviour – Explain the importance of individual motivation in safety behaviour – Describe behaviour modification approaches to motivating safety – Recognize how goal setting and feedback influence safety behaviour Copyright © 2021 by Nelson Education Ltd. 10-3

4. Learning Objectives • After reading this chapter, you should be able to: – Understand the facets of self-determination theory of motivation and how they relate to safety motivation – Evaluate the role of organizational support for safety in contributing to safety behaviour – Discuss the role of the safety climate in the performance of safety behaviours Copyright © 2021 by Nelson Education Ltd. 10-4

5. Learning Objectives • After reading this chapter, you should be able to: – Understand the role that safety leadership plays in creating a safe work environment – Describe OH&S management systems and appreciate how they help organizations promote workplace safety Copyright © 2021 by Nelson Education Ltd. 10-5

6. Poll • Open the MindTap Mobile App and select your course. Which of the following has the greatest influence on an organization’s safety culture? a) worker’s compensation b) leader/manager commitment c) legislation d) training Copyright © 2021 by Nelson Education Ltd. 3-6

7. Opening Vignette: Borger Group: Safety Comes First • Borger Group is a leader in the construction industry. • Borger’s safety values encompass the whole-person view: physical, social, and emotional safety is important. • Safety is an integral part of the company’s success thanks to diverse and innovative safety programming which includes: – The Borger app – Performance-based bonus system—safety is rewarded above other aspects of performance Copyright © 2021 by Nelson Education Ltd. 3-7

8. Safety Behaviour • Safety behaviours – Behaviours leading to safe performance of a particular job • Examples include: – Proper use of hazard control systems – Safe work habits – Increased awareness and recognition of workplace hazards – Acceptance and use of personal protective equipment Copyright © 2021 by Nelson Education Ltd. 10-8

9. Safety Behaviour • Safety programs can be classified as: – Engineering Interventions • Change physical environment to reduce hazard exposure – Administrative Interventions • Modify procedures and exposure in work environment – Behavioural Interventions • Change employee attitudes, knowledge, or behaviour Copyright © 2021 by Nelson Education Ltd. 10-9

10. Safety Behaviour • All three types of interventions can be successful • Engineering controls are preferred because they change the environment, but engineering controls are not always possible • It is important to understand safety behaviour in workplaces Copyright © 2021 by Nelson Education Ltd. 10-10

12. Safety Behaviour • Safety behaviour can be distinguished as: – Safety compliance • The extent to which employees follow safety rules and procedures – Safety participation • The extent to which employees go beyond compliance and engage proactively and voluntarily to actively improve safety Copyright © 2021 by Nelson Education Ltd. 10-12

14. Safety Behaviour • Safety Performance = Ability × Motivation × Opportunity • Safety can be enhanced by increasing employees’ abilities, motivation, and opportunities to work safely • All three model components must be implemented – E.g., training (i.e., increasing ability) is insufficient to change safety behaviours over long term • Chapter 9 emphasized ability; this chapter emphasizes motivation and opportunity Copyright © 2021 by Nelson Education Ltd. 10-14

15. Motivating Safety Behaviour • Safety motivation: – An individual’s willingness to exert effort to enact safety behaviour and the valence associated with those behaviours – Initiates, directs, and sustains safety behaviour Copyright © 2021 by Nelson Education Ltd. 10-15

16. Motivating Safety Behaviour • Three theories of motivation as they apply to safety behaviour: – Reinforcement theory (or behaviour modification) – Goal-setting theory – Self-determination theory Copyright © 2021 by Nelson Education Ltd. 10-16

18. OH&S Today 10.1 A Risky Side of Behaviour-based Safety Programs • Behaviour-based safety programs appear to be successful but some stakeholders are wary of the approach. • Safety incentives can be intimidating for employees – Some workers feel pressure to not report an injury to avoid costing workers a reward, others fear discipline if they are injured • In some cases actions that get rewarded are the avoidance of negatives outside the worker’s control (e.g., reduction in lost-time injuries) rather than achievement of positives under individual’s control (e.g., wearing PPE) Copyright © 2021 by Nelson Education Ltd. 10-18

19. Motivating Safety Behaviour • Reinforcement theory – Power of external rewards and punishment – Likelihood of an act being performed again is determined by its current consequences: • Increase when current performance of that behaviour is followed by reinforcement (reward) • Decrease when current performance of that behaviour is followed by punishment Copyright © 2021 by Nelson Education Ltd. 10-19

20. Motivating Safety Behaviour • Reinforcement theory – ABC Model = Antecedent  Behaviour  Consequence • Any behaviour occurs because … – Events trigger the behaviour (antecedents) – Results follow the behaviour (consequences) Copyright © 2021 by Nelson Education Ltd. 10-20

21. Motivating Safety Behaviour • Goal Setting – Behaviour is motivated by internal intentions – Goals serve as antecedents to behaviour in four ways: • Direct attention and action to the desired behaviour • Mobilize effort toward actions to achieve the goal • Increase persistence • Motivate search for effective strategies to help obtain them Copyright © 2021 by Nelson Education Ltd. 10-21

22. Motivating Safety Behaviour • Goal Setting – Five factors for effective goal setting: • Goals must be difficult and challenging • Goals must be achievable • Goals must be specific • Individuals must be committed to the goals • Feedback on goal progress Copyright © 2021 by Nelson Education Ltd. 10-22

23. Motivating Safety Behaviour • Self-Determination Theory – People are motivated by a variety of things – Different categories of motivation reflecting people’s varied reasons for acting – Distinguishes amotivation from motivation Copyright © 2021 by Nelson Education Ltd. 10-23

24. Motivating Safety Behaviour • Amotivation – Complete lack of motivation • Intrinsic motivation – Motivation based on one’s interest and enjoyment • Extrinsic motivation – Motivation rooted in instrumental reasons for acting Copyright © 2021 by Nelson Education Ltd. 10-24

25. Motivating Safety Behaviour • Autonomous motivation – Self-directed motivation reflecting an individual’s free will • Controlled motivation – Motivation based in response to pressure Copyright © 2021 by Nelson Education Ltd. 10-25

26. Motivating Safety Behaviour Copyright © 2021 by Nelson Education Ltd. 10-26 Some Important Contrasts in Self-Determination Theory Amotivation: complete lack of motivation vs. Motivation: willingness to exert effort to enact a behaviour Extrinsic Motivation: when people act for instrumental reasons, such as rewards or avoiding a negative outcome vs. Intrinsic Motivation: when people engage in behaviour purely out of interest and because they enjoy it Controlled Motivation: when people act in response to various pressures vs. Autonomous Motivation: when people engage in an action of their own will and choice

28. Increasing Opportunity for Safety Behaviour • Opportunity – Resources and organizational support for safety behaviour must be in place in conjunction with ability and motivation • Management must demonstrate and communicate commitment to health and safety – Safety climate – Safety leadership Copyright © 2021 by Nelson Education Ltd. 10-28

29. Increasing Opportunity for Safety Behaviour • Safety Climate: – Shared perceptions among employees and organizational stakeholders of the importance of workplace safety • Possible ways to promote a positive safety climate – Provide safety training – Enact safety policies – Include safety information along with production goals Copyright © 2021 by Nelson Education Ltd. 10-29

30. Increasing Opportunity for Safety Behaviour • Safety Leadership – Organizational leadership that is actively focused on and promotes OH&S • Active safety leadership is associated with better safety records and positive safety outcomes Copyright © 2021 by Nelson Education Ltd. 10-30

31. Opportunity for Safety Behaviour Copyright © 2021 by Nelson Education Ltd. 10-31 Active Safety Leadership Active Transactional Leadership Transformational Leadership Articulate the tasks that are required to meet safety expectations Emphasizes employee well- being and championing safety Methods Used Methods Used Contingent Reward Idealized Influence Management by Exception Inspirational motivation Intellectual stimulation Individualized consideration

32. Organizational Health and Safety Management Systems • Occupational health and safety management system (OHSMS) – Reflects an interactive collection of strategic organizational approaches and programs focused on identifying, achieving, and maintaining desires occupational health and safety targets Copyright © 2021 by Nelson Education Ltd. 10-32

33. Organizational Health and Safety Management Systems • Ability, motivation, and opportunity for safety behaviour are all reflected in an occupational health and safety management system (OHSMS) • Leaders from all levels and areas of an organization play a very important role in prioritizing, integrating, and communicating safety Copyright © 2021 by Nelson Education Ltd. 10-33

34. Organizational Health and Safety Management Systems • OHSMS include elements such as: Copyright © 2021 by Nelson Education Ltd. 10-34 • Management commitment • Leader and employee participation • OHS policy • Goals and objectives • Performance measures • System planning and development • OHSMS manual and procedures • Training system • Hazard control system • Preventive and corrective action system • Procurement and contracting • Communication systems • Evaluation system • Continual improvement • Integration See OH&S Notebook 10.2 for a more complete list and discussion of these OHSMS elements

35. Organizational Health and Safety Management Systems (OHSMS) • Standards available for OHSMS: – ILO, BSI, ANSI, CSA • CSA-Z1000-14 is the Canadian Standards Association Standard for OHSMS – Based on the Plan-Do-Check-Act continuous improvement model Copyright © 2021 by Nelson Education Ltd. 10-35

37. Organizational Health and Safety Management Systems (OHSMS) • Plan: – Consider hazards and risks, legal requirements, and OH&S goals • Do: – Ongoing safety activities such as emergency preparedness, safety training, and preventive measures • Check – Incident investigation, monitoring, and auditing • Act: – Managerial review and continuous improvement Copyright © 2021 by Nelson Education Ltd. 10-37

38. Organizational Health and Safety Management Systems (OHSMS) • Effective OH&S policies have a core role in OHSMS • OH&S policy should: – Be written and signed by CEO or president of organization – Be publicized and made available to all employees – Outline purpose of program and define involvement and responsibilities of all employees – Be developed in consultation with employee groups Copyright © 2021 by Nelson Education Ltd. 10-38

39. Organizational Health and Safety Management Systems (OHSMS) • Standards such as CSA-Z1000-14 guide organizations toward effective OHSMS • In Canada, OHSMS are mandatory in some industries, voluntary in others • Compliance with an OHSMS standard can help establish due diligence Copyright © 2021 by Nelson Education Ltd. 10-39

40. OH&S Notebook 10.3 Health and Safety Policy Checklist • OH&S policy checklist must be comprehensive and effective. • Examples of questions that should be asked when evaluating a OH&S policy: – Is a clear commitment to health and safety evident in the policy statement? – Is the senior officer responsible for implementing and reviewing the policy identified? – Is the policy signed by the president or CEO? • For a complete list of questions refer to OH&S Notebook 10.3 Copyright © 2021 by Nelson Education Ltd. 10-40

41. Video Links • Small Business Talking Safety (WorkSafeBC) – Small business leaders and employers from across British Columbia discuss OH&S as a core business value (6min, 42sec) • Rod Stickman Safety videos (Workers’ Compensation Board of Nova Scotia) – Designed to motivate young employees to work safely (6 clips, each ~2min) Copyright © 2021 by Nelson Education Ltd. 10-41

42. End-of-Chapter Activities • Use the discussion questions at the end of the chapter to help you understand: – The various approaches to behaviour-based safety programs – How focusing on behaviours rather than incidents is a better approach – How goal setting influences behaviour – What role leaders play in creating a safe workforce – The benefits of OH&S management systems Copyright © 2021 by Nelson Education Ltd. 10-42

C10_Kelloway_MOHS8e_final Motivation & Safety Man.pptx

Estás leyendo una previsualización.

Eche un vistazo a continuación

C10_Kelloway_MOHS8e_final Motivation & Safety Man.pptx

Más Contenido Relacionado

Similares a C10_Kelloway_MOHS8e_final Motivation & Safety Man.pptx (20)

Más de RuthPialan (20)

Más reciente (20)