Chapter 12 Safety, Health, Well-Being, and Security

Chapter 12 Safety, Health, Well-Being, and Security

Chapter 12 Safety, Health, Well-Being, and Security Prepared by Joseph Mosca Monmouth University Copyright 2012 by Cengage Learning. All rights reserved. 12- 1 Learning Objectives 1. 2. 3. 4.

Identify and discuss the central elements associated with employee safety and health. Discuss the basic issues involved in the physical work environment. Discus health- and stress-management in organizations. Identify and describe the most important HR-related security issues in organizations. Copyright 2012 by Cengage Learning. All rights reserved. 12- 2 Organizations and OSHA OSHA authorized the U.S. government to

create and enforce various standards regarding occupational safety and health. OSHA was assigned to the Department of Labor. The Department of Health was given the task of sponsoring research to establish criteria for various tasks and occupations and for training in employee compliance. Copyright 2012 by Cengage Learning. All rights reserved. 12- 3 Controlling Accidents at Work Copyright 2012 by Cengage Learning. All rights reserved.

Safety engineers are experts who carefully study the workplace, try to identify and isolate particularly dangerous situations, and recommend solutions for dealing with those situations. Employee training is an important part of attempts to control accidents at work. 12- 4

Controlling Occupational Diseases Organizations should be thoroughly familiar with all hazardous circumstances in the work environment that might cause occupational diseases. If these hazards can be eliminated or minimized, then the organization should attempt to do so. Copyright 2012 by Cengage Learning. All rights reserved. 12- 5

Illumination, Temperature, and Office and Work-Space Design Evidence shows that extremes of temperature (in either direction) can affect both attitudes and decision making on the job. Different tasks require different levels of optimal lighting, and employees who perceive their work environments as dark are less satisfied. Background music can improve attitudes and performance. Copyright 2012 by Cengage Learning. All rights reserved. 12- 6 Causes of Stress at Work

Stress is a persons adaptive response to a stimulus that places excessive psychological or physical demands on him or her. Copyright 2012 by Cengage Learning. All rights reserved. 12- 7 Stress and Personality Types Type A Personality:

characterized by being highly competitive and highly focused on work, with few interests outside of work. Type B Personality: characterized by being less aggressive, more patient and easy-going, and less prone to stress. Copyright 2012 by Cengage Learning. All rights reserved. 12- 8 Consequences of Stress at Work Burnout

is a general feeling of exhaustion that develops when an individual simultaneously experiences too much pressure and too few sources of satisfaction. Copyright 2012 by Cengage Learning. All rights reserved. 12- 9 Consequences of Stress at Work (cont) Turnover refers to people leaving their jobs, whether voluntarily or involuntarily (i.e., they are terminated). When turnover involves especially

productive people, it becomes a cost to the organization, for then those individuals need to be replaced and trained. Copyright 2012 by Cengage Learning. All rights reserved. 12- 10 Wellness Programs in Organizations Institutional programs for managing stress are undertaken through established organizational mechanisms. Collateral stress programs are

organizational programs created specifically to help employees deal with stress. Copyright 2012 by Cengage Learning. All rights reserved. 12- 11 Workplace Security A safe environment makes employees feel secure. Employees need to feel safe from: Bombings Kidnappings Terrorists

U.S. firms are engaging in high-level emergency preparedness. Copyright 2012 by Cengage Learning. All rights reserved. 12- 12

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