Leadership & Management 2.docx

Leadership & Management Aspects of OHS: Part 2 Class 10 – Nov 14th Why and how do we motivate safety behaviour? What are the roles of leaders and management in promoting safe behavior? Learning objectives for today Discuss the importance of safety behaviour in the workplace and the difference b...

Leadership & Management Aspects of OHS: Part 2 Class 10 – Nov 14th Why and how do we motivate safety behaviour? What are the roles of leaders and management in promoting safe behavior? Learning objectives for today Discuss the importance of safety behaviour in the workplace and the difference between safety compliance and participation Describe key theories of motivation for safety behaviour Explain the role of safety climate and full range safety leadership in enhancing safety at work Describe OHS management systems and how they help organizations promote workplace safety SAFETY BEHAVIOR Safety interventions Striving to make work safer and healthier 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 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 Safety behaviours Behavioural interventions 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 Compliance & participation 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 Safety performance 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 MOTIVATING SAFETY BEHAVIOR Motivating safety behavior Eliciting and sustaining initiation 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 Three theories of motivation as they apply to safety behaviour: Reinforcement theory Goal-setting theory Self-determination theory Motivation theories Reinforcement theory Reinforcement theory Power of external rewards and punishment Likelihood of an act being performed again is determined by its consequences: Increase when current performance of that behaviour is followed by reinforcement (reward) Decrease when current performance of that behaviour is followed by punishment ABC Model = Antecedent Behaviour Consequence To change behaviour, one has to change either the… Events that trigger the behaviour (antecedents) or Results that follow the behaviour (consequences) Reinforcement theory Consequences (reward/punishments) vary along several dimensions: Positive—Negative Immediate—delayed Certain—uncertain Key take-aways: Behaviour followed by immediate, positive, and certain consequences are more likely to occur again Consequences that are delayed, negative, or uncertain have either minimal or adverse effect on safety behaviour Motivation theories Goal-setting theory 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 Goal Setting Factors for effective goal setting: Goals must be challenging but achievable Goals should be specific (e.g., which behaviours? How often?) Individuals must be committed to the goals Feedback on goal progress is helpful in goal achievement Motivation theories Self-determination theory Self-Determination Theory (SDT) People are motivated by a variety of things and have varied reasons for acting. Different categories of motivation reflecting people’s varied reasons for acting Amotivation Complete lack of motivation Intrinsic motivation Motivation based on one’s interest and enjoyment Extrinsic motivation Motivation rooted in instrumental reasons for acting Autonomous motivation Self-directed motivation reflecting an individual’s agency Controlled motivation Motivation based in response to pressure 4 types of extrinsic motivation External regulation: when pressures outside the individual (e.g., boss, law, reward) prompt a person to behave in a particular way Introjected regulation: a person acts in a particular way because of pressure originating within themselves Identified regulation: people choose to act in a manner that is in line with their own goals Integrated regulation: engaging in actions that reflect one’s sense of identity INCREASING OPPORTUNITY FOR SAFETY BEHAVIOUR Leading & managing opportunity 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 Active safety leadership Safety climate Shared perceptions among employees and organizational stakeholders of the importance of workplace safety Positive safety climate is associated with better safety outcomes across industries and countries: improved safety motivation, reduced injuries, lower rates of underreporting of workplace injuries. Shared perceptions among employees and organizational stakeholders of the importance of workplace safety Possible ways to promote a positive safety climate Provide safety training (like we talked about last class) Enact safety policies (i.e., walk the talk) Include safety information along with production goals Avoid pitting production against safety, but instead promote both Active 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 Involves leadership along the full range “Full range” leadership theory Transactional leadership Def’n: Motivates employees by establishing goals and clarifying roles/tasks Contingent reward Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments Management by exception (active) Watches and searches for deviations from rules and standards, takes corrective action Management by exception (passive) Intervenes only if standards are not met Laissez-faire leader Abdicates responsibilities, avoids making decisions. Not really leadership, but a lack of… Transformational leadership Def’n: Inspire followers to transcend their own self-interests for the good of the organization Idealized influence Provides vision and sense of mission, instills pride, gains respect and trust Inspirational motivation Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways Intellectual stimulation Promotes intelligence, rationality, and careful problem-solving Individualized consideration Gives personal attention, treats each employee individually, coaches, advises OCCUPATIONAL HEALTH & SAFETY MANAGEMENT SYSTEMS OHS management system OHS management system (OHSMS) An interactive collection of strategic organizational approaches and programs focused on identifying, achieving, and maintaining desired OHS targets Ability, motivation, and opportunity for safety behaviour are all reflected in an OHSMS Leaders from all levels and areas of an organization play a very important role in prioritizing, integrating, and communicating safety and commitment to safety OHSMS include elements such as: 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 Where do we start with OHSMS? Standards! CSA-Z1000-14 is based on the plan-do-check-act continuous quality improvement model 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 OHS policies in 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 OHSMS standards Standards such as CSA-Z1000-14 guide organizations toward effective OHSMS In Canada, OHSMS are mandatory in some industries (e.g., aviation industry), voluntary in others Compliance with an OHSMS standard can help establish due diligence