OHS in the Workplace - MBA 423 Human Resource Management

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Case Studies (CS) – 10% marks …

Case Studies (CS) – 10% marks
There are many excellent long and short case studies found throughout Stone’s book relating to the various sections and chapters of the text. Students will be required to work on these case studies, with the view to better understand the various HR theories and concepts and also to prepare them for their final examination. The facilitator will chose and then allocate the case studies for each group during week 2 for class presentations from weeks 7/8 and 9. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CS. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the facilitator has the final say in terms of the final marks to be allocated to each group. The criteria to be used as a guide for evaluating the CS presentations is provided in the blank evaluation form.

MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423

Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake

Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397

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  • STUART

    Welcome!
  • We are Group 5

    Our Team tonight is:

    Amrish
    Stuart
    Chaminda
    Freda
  • We’ll quickly run through the Case Study and the important points then address the discussion questions individually
  • STUART
  • Doing nothing wrong
    Providing better service
    Do not deserve Warnings
    So disgruntled, saw their only solution was to they resigned
  • HR wrote warning letters.

    There is no evidence of any proactive measures taken by HR.

    HR was not involved in the planning process of the event.

    Staff were not aware of any potential risk in asking their customers (in this case, the elderly) to have this event.

    This shows that HR is not involved in planning for OHS with the staff.

    Head office could have engaged the same staff in doing risk assessment and mitigation for future. I therefore disagree.
  • This shows that HR is not involved in planning for OHS with the staff.

    Head office could have engaged the same staff in doing risk assessment and mitigation for future. I therefore disagree.
  • HRM is responsible for providing Coaching & Training

    In Fiji under the HASAW Act, this is in two part, avauibal;e from FNU (details from Amrish at FNU)

    OH&S Modules I and II for Safety Reps and Committee Members
  • OH&S Modules I and II for Safety Reps and Committee Members

    Occupational Health & Safety Programme A prime test for good management and leadership in any organisation is the recognition and identification of a problem before it escalates and becomes an emergency, thus adversely affecting its customers and business. Occupational health and safety shall promote proactive approaches to preventing workplace accidents rather that reacting when it occurs. When occupational health and safety becomes ingrained in the corporate culture of an organisation, there are great benefits that flow on such as improved quality in delivery of products and services, rise in employee productivity, better industrial relations atmosphere, improved corporate image of the organisation and better financial returns.  In the local context, the Health and Safety at Work Act of 1996, amended in 2004, has stressed the importance of “duty of care”. How well do we strive for its existence in providing a safe system of work is a question if doubt. Extending the concept of the duty of care to practical means in all workplaces is a great challenge and organisations need to acquire knowledge in exercising this mandatory activity. Therefore training in the field of OH&S is also mandatory in Fiji and employers and employees need to fully utilise this proactive approach.
  • Organizing outdoor events at such a place would be a common activity.

    I would therefore advise the elderly care centre staff to prepare and plan for all associate risks during such an event.
     
    Then come up with a, create awareness amonst all the residents and train them.
     
    Also, select potential roles taking into consideration the health status of the residents.
     
    I would also advise staff to closely supervise and monitor all such events.
  • FNU Nasese Campus Staff Dinner
    Safety of staff and students is part of the values of the university, and there are proactive policies to ensure safety for all events (graduation, parties, staff sports, open day etc)

    Seek Permit from Director and HQ-HR
    Seek assistance from one School of Catering staff
    Safety representative of our OHS committee briefs all new staff involved on the risks and mitigation plans
    Use already established commercial kitchen (Tiri Restaurant)
    Outdoors, fire extinguishers is made accessible with trained personnel around
  • obstructionist strategy (as per stone).

    Want to minimsie all OHS activities
    Do not want to spend money unnecessarily
    Do not want to go out of their way to enforce
    Totally reactive

  • Empowerment
    The staff at the Elderly Care Centre was not empowered
    There could be a safety committee formed and trained (e.g OHS Module I and II in Fiji)
    This team could then carry conduct risk assessment for the center, including all events organized.
    New staff, as well as the elderly residents of the center, needs proper safety induction for all new events they take part in.
  • We are Group 5

    Our Team tonight is:

    Amrish
    Stuart
    Chaminda
    Freda
  • STUART

    Welcome!

    We’re here today to review the important subject of Strategic Human Resource Management (SHRM)

    More specifically we’re going to examine the Roles and Activities of HR Management as they relate to Strategy...

Transcript

  • 1. Ch. 13 Employee Health and Safety Case Study MBA-423 HRM Group 5 November 2013
  • 2. Amrish Narayan S11005566 Chaminda Wanninayake S11105205 Freda Wickham S11082416 Stuart Gow s11100919
  • 3. Scope Case Study Outline Discussion Questions Local Examples References
  • 4. CHAPTER 13 Employee health and safety
  • 5. The Case Staff organised BBQ Seemed simple to them Elders to cook a BBQ Then have a sing-song HQ HRM stopped the entire event Simple Event?
  • 6. The Case cont. The Staff Coffee discussion Despondent staff Multiple Depts Anti-Company sentiment
  • 7. The Case cont. Ladder use Unhygienic food preparation Possible harm to Elders OHS Safety Issues
  • 8. The Case cont. Disciplinary Action Head office disciplined staff 2 nurses given Warnings New Aid req’d OHS Ladder training Very knee-jerk/reactive
  • 9. Result Two Nurses resigned Unhappy Elder Residents No solution for future events
  • 10. What are their likely viewpoints?
  • 11. Who are the stakeholders in this case? Human Capital HR Manager in the Head Office The Nursing Staff Bernadette Morgan Isabel Grey Jenny Costa (new First Aid) Chief Chef George Markou
  • 12. The Customers/Clients The elders living in the Home Old Fred Mary Freda The visiting relatives of elders Any visitors to the Home
  • 13. Who are the stakeholders in this case? Organisation Apple Valley Home for the Elderly Owners/Board External OHS department & regulatory agencies Equipment makers Kitchen equipment related tools
  • 14. Everyone in the Facility! In reality EVERYONE in the Apple Valley Home for the Elderly is a stakeholder!
  • 15. What are their likely viewpoints? The Nursing Staff Doing nothing wrong Providing better service Did not deserve Warnings Saw their only solution was to resign
  • 16. What are their likely viewpoints? HR Manager in the Head Office Looking after SAFETY FIRST Interested in APPEARING to be acting Trying to cover failure of not being PROACTIVE
  • 17. What are their likely viewpoints? The Elders themselves Feel let down Feel insulted at being treated without empathy Feel something has been ‘taken away’
  • 18. The Nurses? Head office?
  • 19. Do we agree or disagree with the actions of the nurses? Nurses acted in what they thought was Good Faith No knowledge to understand the OHS issues No malice involved
  • 20. Do we agree or disagree with the actions of the nurses? Disagree with way Staff handled situation No Proactive engagement with HRM/OHS Resigning did not solve Organization's problem
  • 21. Do we agree or disagree with the actions of Head Office? Disagree with way HRM handled situation! First warning Discipline ill advised Reactive OHS, not Proactive Not involved in planning of event
  • 22. Do we agree or disagree with the actions of Head Office? HR not involved in planning OHS with staff No involvement in Risk Assessments No attempt at Risk Mitigation for future
  • 23. How would we deal with this situation?
  • 24. Identify the Real Problems No staff awareness of Safety Issues No Staff Training in OHS Lack of Empathy and Soft HRM Skills in HR Manager
  • 25. Real Problem Organisation’s Problem! Not Staff
  • 26. HRM must be a Change Agent Need to Change the behavior in regards to OHS in staff Lead by example Be empathetic
  • 27. Coaching & Training OHS Awareness Proactive Learning Education Training Learning Education Training
  • 28. Fiji OH&S Modules I and II For Safety Reps and Committee Members Key Benefits legally required under the HASAW (Training) Regulations 1997 guidance in workplace arrangements: hazard identification risk assessment risk control Stresses a consultative arrangement Create an awareness and understanding of: HASAW Act (1996), its associated legislations and codes of practice Understand the legal provisions of stakeholders in the Act. Workplace arrangements (Solving OSH issues in-house) Competent in applying the Risk Management Concept in workplaces.
  • 29. Implementation Process Instigate OHS Risk Awareness workshops Form a OHS Safety Committee in this Dept Develop a safety management plan for BBQ Select potential roles for staff members Develop a safety monitoring plan
  • 30. Use simple training Use video training Show all Staff so they understand https://ww w.youtube. com/watc h?v=qj1- XqHPJ60
  • 31. Show how to do properly Organise a BBQ within OHS Policy Use Chef to cook, Elders to assist Ensure all staff are trained for jobs to be done
  • 32. Strategic Partner Safety is good for Business HRM responsible for ensuring Board (upstream) & Staff (downstream) knows this
  • 33. FNU Nasese Campus Staff Dinner
  • 34. FNU Nasese Campus Staff Dinner Safety part of the values Simply get a Permit Seek assistance from School of Catering Briefing from OHS Committee Use official commercial kitchen Fire extinguishers available
  • 35. What does this case reveal about the company’s polices and practices?
  • 36. Accommodative HRM strategy Do not want to spend money unnecessarily Do not want to go out of their way to enforce Like to be seen that they are
  • 37. Obstructionist HRM Strategy Want to avoid all OHS completely Do not want to spend money at all Totally reactive
  • 38. No Top Level Support HRM not communicating the importance of OHS to Board/Owners Need to Change Organisational Culture about OHS
  • 39. Organisational Change Organisation needs to CHANGE its OHS approach Change should be led by HRM Safety important must involve all stakeholders HRM should educate Board/Owners on the Strategic importance of OHS
  • 40. Employee Empowerment Staff not currently empowered Form a Safety Committee Fiji OHS I and OHS II Courses Conduct risk assessment themselves OHS Awareness Training New staff induction Elderly residents Empower to assess own risks
  • 41. Safety is Important! Youtube Video!
  • 42. References Course/ Student Study Guide, MBA 423 HRM, Prof. Dr. K C. Patrick Low , (PhD (UniSA) & Chartered Marketer) Managing Human Resources; 4th edition; Raymond J. Stone (2013); John Wiley & Sons Australia Ltd; Sydney Fiji National University OHS Policy, 2013 FNU OH&S Modules I and II, LINK YouTube videos
  • 43. Amrish Narayan S11005566 Chaminda Wanninayake S11105205 Freda Wickham S11082416 Stuart Gow s11100919
  • 44. Ch. 13 Employee Health and safety Case Study Video for Safety Overzealousness?? YOUTUBE LINK MBA-423 HRM Group 5 November 2013