C10_Kelloway_MOHS8e_final.pptx

PowerPoint
Presentation for
Management of
Occupational Health
and Safety
Prepared by
Bernadette Gatien
Copyright © 2021 by Nelson Education Ltd.

Chapter 10
Motivation and Safety
Management Systems
Copyright © 2021 by Nelson Education Ltd. 10-2

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

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

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

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

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

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

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

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

Safety Behaviour

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 Behaviour

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

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

• Three theories of motivation as they apply to
safety behaviour:
– Reinforcement theory (or behaviour modification)
– Goal-setting theory
– Self-determination theory

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)

• 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

• Reinforcement theory
– ABC Model = Antecedent  Behaviour 
Consequence
• Any behaviour occurs because …
– Events trigger the behaviour (antecedents)
– Results follow the behaviour (consequences)

• 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
– 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

• 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

• 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
free will
• Controlled motivation
– Motivation based in response to pressure

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

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

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

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

Opportunity for Safety Behaviour
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

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

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

Management Systems
• 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
See OH&S Notebook 10.2 for a more complete list and discussion of these OHSMS
elements

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

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

• 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

• 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

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

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)

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

C10_Kelloway_MOHS8e_final.pptx

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