Transcript Human Resource Management, 8e (Byars, Rue)

MODULE :
HR PLANNING, MAINTENANCE
& DEVELOPMENT
DR. IR. SRI WIDODO SOEDARSO, DBA.
Fixed of Lecturer, Posgraduate Program, UNIKOM Bandung
081393241903 / 0226650603 ([email protected])
INTERESTS/EXPERTISE:
CHAPTER 7 :
EMPLOYEE ASSISTANT AND BENEFITS
(HEALTH-SAFETY-SECURITY, BENEFIT, AND
INCENTIVE PAY PROGRAM)
MODULE :
HR PLANNING, MAINTENANCE
& DEVELOPMENT
DR. IR. SRI WIDODO SOEDARSO, DBA.
Fixed of Lecturer, Posgraduate Program, UNIKOM Bandung
081393241903 / 0226650603 ([email protected])
INTERESTS/EXPERTISE:
CHAPTER 7-1 :
HEALTH – SAFETY - SECURITY
PROGRAM
Chapter Overview Safety, Health & Security
Program
• Occupational Safety and Health Act
• The Causes of Accidents
• How to Measure Safety
• Organizational Safety Programs
• Employee Health
• Violence in the Workplace
• Summary of Learning Objectives
7.1-3
Employee Safety and Health
• Employee safety and health are important
concerns in today’s organizations
• Indirect costs include employers’ costs for health
insurance and workers’ compensation
• Health costs have escalated dramatically in recent
decades
• Occupational injuries and illnesses have always
been common
• U.S. Congress passed Occupational Safety and
Health Act in 1970
7.1-4
Occupational Safety and Health Act
• Occupational Safety and Health Act
• Federal law enacted in 1970 to ensure safe and
healthful working conditions for every working
person
• Applies to all businesses with one or more
employees (except self-employed persons)
• General-duty clause
• Clause in the Occupational Safety and Health Act
covering those situations not addressed by
specific standards
• Requires employers to comply with the intent of
the act
7.1-5
Occupational Safety and Health
Administration (OSHA) Responsibilities
•
Encourage employers and employees to reduce workplace
hazards and to implement new safety and health management
systems or improve existing programs
•
Develop mandatory job safety and health standards and
enforce them through worksite inspections, employer
assistance, and, sometimes, by imposing citations, penalties,
or both
•
Promote safe and healthful work environments through
cooperative programs, partnerships, and alliances
•
Establish responsibilities and rights for employers and
employees to achieve better safety and health conditions
•
Support the development of innovative ways of dealing with
workplace hazards
7.1-6
Occupational Safety and Health
Administration (OSHA) Responsibilities
•
Support the development of innovative ways of dealing with
workplace hazards
•
Establish requirements for employers to keep records of injury
and illness and, monitor certain occupational illnesses
•
Establish training programs to increase the competence of
occupational safety and health personnel
•
Provide technical and compliance assistance and training and
education to help employers reduce worker accidents and
injuries
•
Work in partnership with states that operate their own
occupational safety and health programs
•
Support the Consultation Programs offered by all 50 states, the
District of Columbia, Puerto Rico, the Virgin Islands, Guam and
the Northern Mariana Islands
7.1-7
OSHA Standards
•
Establishes legally enforceable standards relating to employee health
and safety
•
Currently OSHA issues standards for a wide variety of workplace
hazards including
•
Toxic substances
•
Harmful physical agents
•
Electrical hazards
•
Fall hazards
•
Hazardous wastes
•
Infectious diseases
•
Fire and explosion hazards
•
Dangerous atmospheres
•
Machine hazards
7.1-8
OSHA Standards
• Most OSHA standards and forms can be
obtained online
• The Federal Register, regularly publishes all
OSHA standards and amendments
• Human resource department is
responsible for being familiar with these
standards and ensuring that organization
complies with them
7.1-9
Establishment of Standards
•
OSHA can initiate standards on its own or on petitions from
other parties, including
• U.S. Secretary of Health and Human Services (HHS)
• National Institute for Occupational Safety and Health
(NIOSH)
• State and local governments
• Nationally recognized standards-producing organizations,
employers, labor organizations, or any other interested
party
•
NIOSH, which was established by the act as an agency under
HHS,
• Conducts research on various safety and health problems
• Recommends most of the standards adopted by OSHA
7.1-10
Workplace Inspections
•
OSHA compliance officers (inspectors) are authorized under the
act to conduct workplace inspections
• It conducts inspections without advance notice
•
Employers do have the right to require that OSHA obtain a
search warrant before being admitted
• Originally employers were not given advance notice of
inspections and could not refuse to admit OSHA inspectors
• Marshall v. Barlow’s Inc. – Court ruled that employers are not
required to admit OSHA inspectors onto their premises
without a search warrant
• At the same time, however, the court ruled that the probable
cause needed to obtain a search warrant would be much less
than what would be required in a criminal matter
7.1-11
Inspection Priorities
•
The agency inspects under the following conditions
• Imminent danger, or any condition where there is
reasonable certainty that a danger exists that can be
expected to cause death or serious physical harm
immediately or before danger can be eliminated through
normal enforcement procedures
• Catastrophes and fatal accidents resulting in the death of
any employee or the hospitalization of three or more
employees
• Employee complaints involving imminent danger or an
employee violation that threatens death or serious harm
• Referrals from other individuals, agencies, organizations,
or the media
• Planned, or programmed, inspections in industries with a
high number of hazards and associated injuries
• Follow-ups to previous inspections
7.1-12
Inspection Procedures
•
Representatives of employer should first ask to see the inspector’s
OSHA credentials
•
Inspector conducts a preliminary meeting with top management of
organization
•
Manager of human resource department is usually present
•
At this time, the inspector explains the
• Purpose of the visit
• Scope of the inspection
• Standards that apply
•
Inspector then usually requests an
•
Employer representative – Often someone from human resource
department
•
Employee representative – Usually selected directly by employees
or union if one is present
7.1-13
Inspection Procedures
• Under no circumstances may the employer select
the employee representative
• Inspector proceeds with inspection tour, which may
cover part or all of the facilities
• Inspector meets again with employer or the
employer representatives
• Inspector discusses what has been found and
indicates all apparent violations for which a
citation may be issued or recommended
7.1-14
Citations and Penalties
•
Citations
• In some cases, inspector has authority to issue citations at
the work site immediately following the closing conference
• Normally citations are issued by the OSHA area director and
sent by certified mail
• Once the citation is received, employer is required to post a
copy of the citation at or near the place where violation
occurred
• For three days
• Or until violation is corrected; whichever period is longer
•
Penalties
• Under certain conditions some proposed penalties can be
adjusted downward
• Additional penalties may be imposed
7.1-15
Types of OSHA Violations
7.1-16
Reporting/Record-Keeping
Requirements
•
All employers must report to OSHA within eight hours of
learning about
• The death of any employee from a work-related
incident or
• The in-patient hospitalization of three or more
employees as a result of a work-related incident
•
Employers must report all fatal heart attacks
•
Deaths/Accidents that do not need to be reported include
• Deaths from motor vehicle accidents on public streets
(except those in a construction work zone)
• Accidents on commercial airplanes, trains, subways, or
buses
7.1-17
Reporting/Record-Keeping
Requirements
•
Employers of 11 or more persons must meet certain recordkeeping requirements specified by OSHA. These include
• Maintaining records in each establishment of occupational
injuries and illnesses as they occur and making those
records accessible to employees
• Keeping injury and illness records and posting from February
1 through April 30 an annual summary of occupational
injuries and illnesses for each establishment
• A company executive must certify the accuracy of the
summary
• Complying with any additional record-keeping and reporting
requirements in specific OSHA standards
7.1-18
Reporting/Record-Keeping
Requirements
• Recording any fatality regardless of the
length of time between the injury and death
• Providing, upon request, pertinent injury
and illness records for inspection and
copying by
• Any representative of the Secretaries of
Labor or HHS, or
• State during any investigation, research,
or statistical compilation
7.1-19
Reporting/Record-Keeping
Requirements
• Many OSHA standards have special record-keeping
and reporting requirements
• All employers covered by the act must maintain
certain forms
• Currently, three record-keeping forms are required
• OSHA Form 300, Log of Work-Related Injuries
and Illnesses
• OSHA Form 300A, Summary of Work-Related
Injures and Illnesses
• OSHA Form 301, Injury and Illness Incident
Report
7.1-20
Reporting/Record-Keeping
Requirements
•
Form 300 – Requires employers to log each recordable
occupational injury and illness within six working days from time
employer learns of it
•
Form 300 includes
• All occupational illnesses, regardless of severity
• All occupational injuries resulting in
• Death
• One or more lost workdays
• Restriction of work or motion
• Loss of consciousness
• Transfer to another job
• Medical treatment other than first-aid
7.1-21
Reporting/Record-Keeping
Requirements
•
Form 300A – Designed to make it easier to post and calculate
incident rates
• Employers must post copies of the previous year’s records
no later than February 1 and keep them up at least through
April 30
•
Form 301 – Includes more data about how injury or illness
occurred
• Must be completed within seven calendar days from time
employer learns of work-related injury or illness
• These forms must be retained for five years by the
organization and must be available for inspection
7.1-22
The Causes of Accidents – Personal Acts
•
Estimated that unsafe personal acts cause as much as 80 percent of
organizational accidents
•
Unsafe personal acts include
•
•
Taking unnecessary risks
•
Horseplay
•
Failing to wear protective equipment
•
Using improper tools and equipment
•
Taking unsafe shortcuts
Difficult to determine why employees commit unsafe personal acts. Potential
reasons include
•
Fatigue
•
Haste
•
Boredom
•
Stress
•
Poor eyesight
•
Daydreaming
7.1-23
The Causes of Accidents – Personal Acts
•
These reasons do not totally explain why employees intentionally
neglect to wear prescribed equipment or do not follow procedures
•
Most employees think of accidents as always happening to
someone else
• Such an attitude can easily lead to carelessness or a lack of
respect for what can happen
•
Some people get a kick out of taking chances and showing off
• Research studies have also shown that employees with
positive attitudes have fewer accidents than employees with
negative attitudes
• This is not surprising when one considers that negative
attitudes are likely to be related to employee carelessness
7.1-24
The Causes of Accidents – Physical
Environment and Accident Proneness
•
•
Physical environment
•
Accidents can and do happen in all types of environments, such as
offices, parking lots, and factories
•
Certain work conditions, however, seem to result in more accidents
Accident proneness
•
Certain people are accident prone
•
Some employees, due to their physical and mental makeup, are
more susceptible to accidents
•
This condition may result from inborn traits, but it often develops as
a result of an individual’s environment
•
However, this tendency should not be used to justify an accident
•
Given the right set of circumstances, anyone can have an accident
7.1-25
Unsafe Conditions in the
Work Environment
7.1-26
How to Measure Safety
•
Two most widely accepted methods for measuring an
organization’s safety record include
• Accident frequency
• Accident severity
•
Frequency rate – Used to indicate how often disabling injuries
occur
•
Disabling injuries – Cause an employee to miss one or more
days of work following an accident
• Also known as lost-time injuries
•
Severity rate – Indicates how severe the accidents were by
calculating the length of time injured employees were out of
work
• Only disabling injuries are used in determining frequency
and severity rates
7.1-27
How to Measure Safety
• Neither frequency rate nor severity rate
means much until they are compared with
similar figures
• For other departments or divisions within
the organization
• For the previous year
• For other organizations
• It is through these comparisons that an
organization’s safety record can be objectively
evaluated
7.1-28
Formulas for Computing Accident
Frequency Rate and Severity Rate
7.1-29
Organizational Safety Programs
•
Major objective of any safety program is to get the employees to
“think safety”
• Accident prevention
• Designed to keep safety and accident prevention on
employees’ minds
•
Four basic elements are present in most successful safety
programs
• It must have the genuine (rather than casual) support of top
and middle management
• It must be clearly established that safety is a responsibility of
operating managers
• A positive attitude toward safety must exist and be
maintained
• One person or department should be in charge of safety
program and responsible for its operation
7.1-30
Promoting Safety – Suggestions
•
Make the work interesting
• Attempts to make jobs interesting usually successful if they
add responsibility, challenge, and other similar factors that
increase employees’ job satisfaction
•
Establish a safety committee composed of operative employees
and representatives of management
• A rotating membership of 5 to 12 members is desirable
• Normal duties include inspecting, observing work practices,
investigating accidents, and making recommendations
• Committee meetings should be held at least once a month on
company time, and attendance should be mandatory
•
Feature employee safety contests
• Reward for having best safety record for a given time period,
safety knowledge, for submitting good accident prevention
ideas
7.1-31
Promoting Safety – Suggestions
•
•
•
Publicize safety statistics
•
Monthly accident reports should be posted
•
Ideas as to how accidents can be avoided should be solicited
Use bulletin boards throughout the organization
•
Pictures, sketches, and cartoons can be used
•
Change bulletin boards frequently
Encourage employees, including supervisors and managers, to have
high expectations for safety
•
•
Recognize positive safety actions, and acknowledge those who
contribute to safety improvements
Periodically hold safety training programs and meetings
•
Have employees attend and participate in these meetings as role
players or instructors
7.1-32
Establishing a Safety Training Program
•
Assess training needs by examining accident and injury records and
talking to department heads about their perceived needs
•
Regardless of severity, try to find out
• Where problems are located
• What the potential causes might be
• What has been done in the past to correct them
•
Gauge level of employees’ safety skills
•
•
Use written tests, employee interviews, and general observations to
determine level of employee knowledge about their job
Design a program to solve the program
•
Outside resources such as consultants, equipment vendors, and
even OSHA can be helpful
•
Use a variety of teaching methods and involve employees as much
as possible
7.1-33
Establishing a Safety Training Program
•
•
Get line managers on board
•
Once top management has embraced a safety philosophy, inform
line managers about safety problems throughout the organization
•
Emphasize that they can help set the proper tone through example
and instruction
Evaluate the program’s effectiveness
•
Try to answer two basic questions
• Did the program change employees’ behavior?
• Did the program impact business results in a positive manner?
•
Fine-tune the safety process
•
Periodically review training program and make adjustments
• To incorporate new safety standards
• To account for business and industry changes
7.1-34
Employee Health
•
Recently, there has been a lot of attention on employee health
• Statistics show occupational diseases may cost industry as
much or more than occupational accidents
• Although total number of nonfatal job-related injuries and
illnesses in the U.S. has dropped in certain recent years, the
total number of illnesses has risen over the same periods
• There are many diseases and health-related problems that
are not necessarily job related but that may affect job
performance
•
Many organizations now attempt to
• Remove health hazards from the workplace
• Investigate programs to improve health
7.1-35
Occupational Health Hazards
•
•
•
Defined as any abnormal condition or disorder (other than that resulting
from an occupational injury) caused by exposure to environmental
factors associated with employment
•
Approximately 242,500 new cases of occupational illnesses were
reported among U.S. employees in private industry during 2005
•
In 2005, the overall incidence rate of nonfatal occupational illnesses
was 26.7 per 10,000 full-time employees in private industry
U.S. Department of Labor currently uses four major categories to
classify occupational illnesses
•
Occupational skin diseases or disorders
•
Respiratory conditions due to toxic agents
•
Poisoning (systemic effects of toxic materials)
•
All other occupational illnesses
Increased awareness of occupational diseases contributed to passage
of OSHA
7.1-36
Occupational Health Hazards
•
Toxic Substance Control Act of 1976
•
•
•
•
Requires pretesting of certain new chemicals marketed each year
A 1980 OSHA rule requires organizations to
•
Measure for safety
•
Record employee exposure to, certain potentially harmful
substances
Medical records must be made available to
•
Employees
•
Their designated representatives
•
OSHA
These records must be maintained for 30 years, even if the employee
leaves the job
•
Additional rules have been issued related to specific hazards
7.1-37
Hazard Communications
•
Right-to-know rule
•
Purpose is to ensure employers and employees know
• What chemical hazards exist in their workplace
• How to protect themselves against those hazards
•
Goal
•
•
Hazard Communication Standard ensures uniform requirements
•
•
Reduce incidence of illness and injuries caused by chemicals
To ensure hazards of all chemicals imported into, produced in, or
used in workplace are evaluated and evaluated results are
transmitted to affected employers and exposed employees
OSHA has developed a variety of materials to help employers and
employees implement effective hazard communication programs
•
www.eduwhere.com
7.1-38
Stress in the Workplace
•
Mental and physical condition that results from a perceived
threat of danger (physical or emotional) and the pressure to
remove it
• Potential exists when an environmental situation presents a
demand threatening to exceed a person’s capabilities and
resources for meeting it
•
Stress manifests itself among employees in several ways,
including
• Increased absenteeism
• Job turnover
• Lower productivity
• Mistakes on the job
• Excessive stress can result in both physical and emotional
problems
7.1-39
Stress in the Workplace
•
•
Some common stress-related disorders include
•
Tension and migraine headaches
•
Coronary heart disease
•
High blood pressure
•
Muscle tightness in chest, neck, and lower back
•
Gastritis, indigestion, ulcers, diarrhea, constipation
•
Bronchial asthma
•
Rheumatoid arthritis
•
Some menstrual and sexual dysfunctions
From a psychological perspective, inordinate or prolonged stress can adversely
affect personal factors such as
•
Concentration, memory
•
Sleep, appetite
•
Motivation, mood
•
Ability to relate to others
7.1-40
Stress in the Workplace
•
Recent reports by the National Institute for Occupational Safety
and Health (NIOSH) cites the following
• 40 percent of employees reported their job was very or
extremely stressful
• 25 percent view their jobs as the number one stressor in
their lives
• 75 percent of employees believe that employees have more
on-the-job stress than a generation ago
• 29 percent of employees felt quite a bit or extremely
stressed at work
• 26 percent of employees said they were “often or very often
burned out or stressed by their work”
7.1-41
Stress in the Workplace
•
•
American Institute of Stress states that cost of stress for employers is
currently estimated at over $300 billion annually as assessed by
•
Accidents
•
Absenteeism
•
Employee turnover
•
Diminished productivity
•
Direct medical and insurance costs
•
Workers’ compensation
•
Other legal costs
•
60 to 80 percent of accidents on job are stress related
Many organizations conduct training programs designed to help reduce
employee stress
•
Most attempt to teach employees self-help techniques for
individually reducing their own stress
7.1-42
Common Sources and Suggested Causes
of Job-Related Stress
7.1-43
Burnout
•
Occurs when work is no longer meaningful to a person
• Can result from stress or a variety of other work-related or
personal factors
•
Certain related myths have surfaced
• Myth 1: Burnout is just a new-fangled notion that gives lazy
people an excuse not to work
• Myth 2: As long as people really enjoy their work they can
work as long and hard as they want and never experience
burnout
• Myth 3: Individuals know when they are burning out and,
when they do, all they need to do is take off for a few days or
weeks and then they’ll be as good as new
• Myth 4: Individuals who are physically and psychologically
strong are unlikely to experience burnout
• Myth 5: Job burnout is always job-related
7.1-44
Burnout
•
From organization’s viewpoint, to reduce burnout
• Identify those jobs with highest potential for burnout
• Air traffic controller
• Certain computer- related jobs
• Several actions are possible, once those have been
identified
• Redesigning jobs
• Clarifying expectations
• Changing work schedules
• Improving physical working conditions
• Training jobholders
7.1-45
The Path to Professional Burnout
7.1-46
Alcoholism and Drug Abuse
•
•
Substance Abuse and Mental Health Services Administration estimated
for year 2005
•
Nearly 19.7 million people in the U.S. used illicit drugs
•
55 million people were alcohol binge drinkers
•
16 million people were heavy drinkers
National Council on Alcoholism and Drug Dependence estimates
alcohol and drug abuse costs American economy $276 billion per year
in
•
Lost productivity
•
Health care expenditures
•
Crime
•
Motor vehicle crashes
•
Other conditions
7.1-47
Alcoholism and Drug Abuse
•
•
Compared to most employees, substance abusers
•
Are late 3 times more often
•
Request time off 2.2 times more often
•
Have 2.5 times as many absences of eight days or more
•
Use 3 times the normal level of sick benefits
•
Are 5 times more likely to file a workers’ compensation claim
•
Are involved in accidents 3.6 times more often
Substance abuse results in
•
Reduced productivity
•
Reduced work quality
•
Damage to property and equipment
•
Theft
•
Lower morale
•
Safety violations
•
Poor decision making
7.1-48
Alcoholism
•
Historically, people viewed alcoholics as people lacking selfcontrol and morals
•
Alcoholism is recognized as a disease with no single cause
• Does not strike any particular group
• Approximately 80 percent of all adult binge and heavy
drinkers are employed
• Estimated that economic loss to employer of an alcoholic
employee amounts to 25 percent of the employee’s wages
• Compared to nonalcoholic employees, alcoholics incur twice
the rate of absenteeism caused by illness
• Alcoholics are also two to three time more likely to be
involved in a work-related accident
• Some estimate that as many as 50 percent of all problem
employees in industry are actually alcoholics
7.1-49
Alcoholism
• Organizations have only recently undertaken
widespread efforts to reduce employee alcoholism
• Many have established in-house alcoholic treatment
programs
• Indicated that in-house alcoholic treatment programs
achieve a high rate of success, based on
• Recovery rates
• Cost-effectiveness measures
• Programs normally administered as part of an
employee assistance program (EAP)
7.1-50
Other Drugs
•
Relatively new phenomenon
•
Other drug usage usually falls into one of three categories
•
•
Marijuana abuse
•
Prescription drug abuse
•
Hard-drug abuse
Estimated that approximately 75 percent of all drug users are currently
employed
•
•
•
Most employees using drugs are young, but not all blue-collar
employees
Employees on drugs are often much more difficult to detect than are
drinking employees
•
Alcohol can usually be smelled, whereas drugs cannot
•
Relatively easy to pop a pill at lunch or on a break undetected
Current estimates are that 10 percent of fulltime employees in the U.S.
currently use illicit drugs
7.1-51
Drug Testing
• Many companies use some form of drug testing for
both job applicants and existing employees
• While many, if not most, large companies do utilize
drug testing, the practice is less prevalent in small
businesses
• Certain legal risks are involved in drug testing, and
therefore extreme caution should be exercised
• An employer can be exposed to substantial liability
for defamation for making a false accusation of drug
or alcohol use
7.1-52
Drug Testing
•
Criticism of drug-testing programs is that they tend to focus on
off-duty conduct
• Many view this as an invasion of privacy, which has led to
morale problems and numerous lawsuits
•
Performance or impairment testing – New form of testing
• Instead of testing for byproducts that may or may not cause
impairment, performance testing measures physical
variables such as coordination and response time to certain
tasks
• Person’s score can then be compared to a standard or to a
previous score
• Commercial performance tests are relatively new in most
areas of the country
7.1-53
Drug Testing – Guidelines for
Implementation
•
Establish a routine, uniform, organizationwide policy for
substance abuse and adhere to it in a consistent and
nondisciplinary manner
•
Assume employees are drug-free until proven otherwise
•
Make negative test scores a bona fide occupational qualification
whenever possible
•
Include testing in uniform preemployment agreements and have
them signed by new employees
• For existing employees, establish drug tests as a prerequisite
to recalls, promotions, and transfers
•
Train supervisors to detect and refer problem employees for
testing
•
Use a high-quality type of urinalysis, not just the cheapest
method
7.1-54
Drug Testing – Guidelines for
Implementation
•
Use monitored laboratories that employ blind testing to
ensure the integrity of the testing procedures
• Blind testing requires that those performing the tests
do not know the identity of those being tested
•
Use appropriate supervision and custody arrangements
to ensure that the samples tested are valid
•
Require tested employees to list all legal over-the-counter
drugs they are taking at the time of testing
•
Develop and maintain profiles of well-employee urinalysis
results that can later be used for comparative purposes
•
Keep all results confidential
7.1-55
AIDS
•
Defined as “a reliably diagnosed disease that is at least
moderately indicative of an underlying cellular
immunodeficiency in a person who has had no known
underlying cause of cellular immunodeficiency nor any
other cause of reduced resistance reported to be
associated with that disease”
• U.S. Centers for Disease Control (CDC) estimated that
through December 2005, 956,666 adult and adolescent
cases of AIDS had been diagnosed in the U.S.
•
Vocational Rehabilitation Act of 1973 and numerous state
laws offer certain protection to employees infected with
AIDS
• Under these laws, AIDS-infected employees may file
discrimination suits if employment opportunities are
denied solely on the basis of their having AIDS
7.1-56
AIDS
•
Vocational Rehabilitation Act of 1973 prohibited
discrimination against otherwise qualified handicapped
individuals solely on the basis of their disability
•
The act applies only to
• Federal contractors who hold a contract of $2,500 or
more
• Subcontractors to such an employer
• Recipients of federal financial aid
• Federal agencies
•
Companies that do not meet previously stated
requirements of the act are subject only to applicable state
and local statutes, which may vary considerably from state
to state
7.1-57
AIDS
•
If an individual with AIDS is covered by the Act, certain other issues must be
addressed
•
These issues include
•
•
•
Determining if individual meets definition of handicapped individual
•
If the handicapped individual is otherwise qualified to do the job
•
If the employee’s contagiousness poses a threat to others
Infected employee is not protected by the act when
•
He or she does not meet provision for being handicapped
•
Is not otherwise qualified
•
Does pose a threat to others
Act does not prevent employers from terminating an employee who can no
longer perform duties of his or her job
•
Provided employer made reasonable accommodations
•
Reasonable accommodations – Defined as those that do not pose undue
financial or administrative burdens on employer
7.1-58
AIDS
•
Since no cure or vaccine for AIDS presently exists, many
organizations are turning to education as most viable
means of combating
• Medical and social dilemmas posed by AIDS
•
Other than developing formal policies for dealing with
AIDS, companies are developing in-depth training
programs to educate their workforces
• Surveys report that 65 percent of survey respondents
indicated they would like HIV/AIDS education in the
workplace
• Only 22 percent of the respondents reported that they
were currently receiving HIV/AIDS education
7.1-59
Potential Benefit of AIDS Education
in the Workplace
7.1-60
Employee Assistance Programs (EAPs)
•
Company-sponsored programs designed to help employees with
personal problems such as
• Alcohol and drug abuse
• Depression
• Anxiety
• Domestic trauma
• Financial problems
• Other psychiatric/medical problems
•
Many large organizations and a growing number of smaller ones
are attempting to help employees with personal problems
•
This help is not purely altruistic; it is largely based on cost
savings
7.1-61
Cost of Personal Problems
•
•
Primary and potential results of personal problems include
•
Reduced productivity
•
Absenteeism and tardiness
•
Increased costs of insurance programs, including sickness and accident
benefits
•
Lower morale
•
More friction among employees
•
More friction between supervisors and employees
•
More grievances
•
Permanent loss of trained employees due to disability, retirement, and death
Difficult to measure, but a very real cost associated with troubled employees is
•
Loss of business
•
Damaged public image
7.1-62
Organization Involvement
•
Until recently, organizations attempted to avoid employees’
problems that were not job related
• Although aware of existence of problems, most managers
believed they should not interfere with employees’ personal
lives
• In the past, organizations tended to get rid of troubled
employees
•
Factors that have altered this approach include
• Cost considerations
• Unions
• Government legislation
•
Accepted viewpoint now is that employees’ personal problems
are private until they begin affecting their job performance
• When and if that happens, personal problems become a
matter of concern for the organization
7.1-63
Organization Involvement
• Studies show that EAPs help in combating
• Absenteeism
• On-the-job accidents and grievances
• Increased workers’ compensation premiums
• Increased sickness and accident benefits
• Increased trips to infirmary
• Surveys found that 70 percent of the responding
companies offered an EAP
7.1-64
Types of EAPs
•
Employs a coordinator to evaluate employee’s problem
sufficiently to make a referral to proper agency or clinic for
diagnosis
• Sometimes coordinator serves only as a consultant to
organization and is not a full-time employee
• Especially popular with smaller employers and branch
operations of large employers
•
Organization hires a qualified person to diagnose employee’s
problem
• Employee is referred to proper agency or clinic for treatment
•
Diagnosis and treatment are provided in-house directly by
organization
• Not very cost-effective because of
• Complexities of maintaining a full-service facility
• Hiring appropriate professional staff
7.1-65
Features of a Successful EAP
•
It must first be accepted by employees; they must not be afraid
to use it
•
Experience has shown that certain elements are critical to
success of an EAP
• Studies report that for every dollar an employer invests in an
EAP, it saves $14
•
Because of obvious benefits to both employees and employers,
EAPs are expected to continue to grow in popularity
•
Evidence indicates that EAPs are also growing in popularity in
other countries and specifically in
• Canada
• England
• China
7.1-66
Ten Critical Elements of an EAP
7.1-67
Work/Life Programs
•
A work/life program is any employer-sponsored benefit or
working situation that helps employees balance work and
nonwork demands
•
These programs include
• Flexible work schedules
• Job sharing
• Telecommuting
• Flexible benefits
• Wellness programs
• Child-care and elder-care assistance
• Sick-leave policies
•
Prevalence of single-parent families and dual-career couples
with children has had a significant impact on need for these
programs
7.1-68
Work/Life Programs
• Substantial evidence in both “hard” numbers and “soft”
benefits exists that these programs pay off
• Survey report that almost 50 percent of responding
companies had increased number of work/life
programs they offer
• Evidence exists that growing number of employers
are integrating work/life and employee assistance
programs
• Many people believe that retention, morale, and
productivity can be improved from work/life programs
• Employers, consultants, and providers say that by
combining these programs, companies can offer a
“one-stop” option that effectively helps employees
while at the same time cutting costs and eliminating
administrative duplication
7.1-69
Wellness Programs
•
Designed to prevent illness and enhance employee wellness
•
Include
•
Periodic medical exams
•
Stop-smoking clinics
•
Improved dietary practices
•
Hypertension detection and control
•
Weight control
•
Exercise and fitness
•
Stress management
•
Accident-risk reduction
•
Immunization
•
Cardiopulmonary resuscitation training (CPR)
7.1-70
Wellness Programs
•
Some of the documented results of wellness programs include
• Fewer sick days
• Reduced coronary heart disease
• Lower major medical costs
• Increased employee productivity
•
Experts in wellness field report that even small companies can
offer wellness programs and that they do not have to be
expensive
•
In light of continual rise in health care costs, it is predicted that
company-sponsored wellness programs will continue to grow in
future
7.1-71
Specific Company Benefits of
Wellness Programs
7.1-72
Violence In the Workplace
•
•
Workplace violence includes
•
Homicides
•
Physical attacks
•
Rapes
•
Aggravated and other assaults
•
All forms of harassment
•
Any other act that creates a hostile work environment
Surveys indicate that nearly 5 percent of U.S. private businesses
experienced a violent incident within 12 months prior to completing the
survey
•
Others report that 5,500 incidents of workplace violence occur every
day with an average of 17 workplace homicides per week in U.S.
workplaces
•
21 percent of the organizations reported that the incident affected
their employees’ fear level and an equal percentage said employee
morale was affected by the incident
7.1-73
Violence In the Workplace
• Surveys found that only 1 percent of responding
companies have written policies on workplace
violence
• Companies must concentrate on avoiding or
heading off violence rather than simply dealing with
it after it occurs
• Best protection may lie in developing a corporate
culture that makes violence all but unthinkable
• Violence is much less likely to take place in an
environment where employees feel appreciated and
believe they are treated with respect
7.1-74
Violence In the Workplace
•
Factors that prevent becoming a victim to violent incidents
•
Hire carefully, but realistically
• Screen out potential employees whose histories show a
propensity to violence
•
Draw up a plan and involve employees in it
• Reporting requirements for both violence and threats of violence
should be an integral part
• Plan should also be shaped by employee participation
•
As part of the plan, adopt a “zero tolerance” policy
• Does not necessarily mean dismissal – Perpetrator of violence
will face consequences of some kind
• Discipline to teach, not punish
•
Enlist the aid of professionals – with an eye on the cost
• External resources when necessary can help if a problem or a
potential problem reveals itself
7.1-75
Summary of Learning Objectives
•
State the purpose of the Occupational Safety and Health Act
(OSHA) and discuss its major provisions
•
List the three major causes of accidents in the workplace
•
Define frequency rate and severity rate
•
Offer several suggestions for promoting safety in the
workplace
•
Discuss the Hazard Communication rule
•
Differentiate between stress and burnout
•
Name several work-related consequences of alcohol and drug
abuse
7.1-76
Summary of Learning Objectives
• Offer several guidelines for implementing a drug-
testing program
• Discuss the legal requirements for terminating an
employee with acquired immunodeficiency
syndrome (AIDS)
• Explain the three basic types of employee
assistance programs (EAPs)
• Explain what work/life programs and wellness
programs are
• List several specific things an organization can do
to help reduce violence in its workplace
7.1-77