IEA2018_2382 OSH Implementation
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An Oral presentation slides on the topic of OSH Implementation in SMEs in Malaysia: The Role of Management Practices and Legislation.
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XXI World Congress Safety and Health at Work: OSH Implementation in SMEs in M...
This study examined the role of management practices and legislation on OSH (occupational safety and health) implementation in SMEs (small and medium enterprises) in Malaysia. A questionnaire was administered to 152 SMEs across various industries in Northern Malaysia. The results of a hierarchical regression analysis showed that employee participation and safety training were important for achieving certain OSH implementations. Additionally, legislation enhanced the relationship between safety rewards and OSH implementations, and higher levels of legislation strengthened the impact of management commitment and safety training on OSH implementation. The study provides insights into improving OSH practices in Malaysian SMEs through strategic management practices and appropriate legislative support.
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Behavior-based safety is a process that helps employees choose safe behaviors over unsafe ones through observation and feedback. It involves observing employees' behaviors, providing feedback on safe and unsafe behaviors, analyzing the data to measure improvements in safety over time, setting improvement goals, and reinforcing safe behaviors and goal attainment. When implemented successfully, it can result in increased efficiency, productivity, morale and profitability.
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Behavio-Based Safety is still evolving to the point where it is effective in all workplaces, all of the time. Many implementations have been successful, but many have failed or faded away over the years. What can we learn from the past and the present to optimize future BBS implementations for the good of all? This tour of BBS examines the evolution of BBS, implementation strategies, and remaining challenges. Issues to be addressed include (but are not limited to):
[1 Where BBS fits in an organizations Safety Culture
[2] Who owns BBS?
[3] The role of employees and managers
[4] BBS design Issues
[5] Integrating BBS into mainstream safety management systems
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Total quality management aims to radically transform organizations through progressive changes in attitudes, practices, structures, and systems. It involves commitment from top executives and realizing that transformation requires fundamental changes by everyone. Key aspects include building quality from the beginning, understanding customer needs, instituting leadership over supervision, eliminating barriers between people and departments, and providing training and performance measures to guide self-improvement. Total employee involvement is a system that lets employees directly participate in organizational success by taking on responsibilities and using their abilities to solve problems and continuously improve through motivation, teamwork, training, recognition, empowerment, and other strategies.
Recommended
XXI World Congress Safety and Health at Work: OSH Implementation in SMEs in M...
This study examined the role of management practices and legislation on OSH (occupational safety and health) implementation in SMEs (small and medium enterprises) in Malaysia. A questionnaire was administered to 152 SMEs across various industries in Northern Malaysia. The results of a hierarchical regression analysis showed that employee participation and safety training were important for achieving certain OSH implementations. Additionally, legislation enhanced the relationship between safety rewards and OSH implementations, and higher levels of legislation strengthened the impact of management commitment and safety training on OSH implementation. The study provides insights into improving OSH practices in Malaysian SMEs through strategic management practices and appropriate legislative support.
WCSH2017 Poster SMEs and OSHMS
1. Safety Implementations in Malaysian SMEs
2. OSHMS Safety Participation in Malaysian Manufacturing Firms
Behavior basedsafety by_texas mutual
Behavior-based safety is a process that focuses on identifying and choosing safe behaviors over unsafe ones. It involves observing employees' behaviors, providing feedback, analyzing the data to determine improvements in safe behaviors over time, setting goals for increased safety, and reinforcing safe behaviors and goal attainment. When implemented effectively through observation, feedback, goal-setting, and rewards, behavior-based safety can lead to reductions in workplace accidents as well as increases in efficiency, productivity, morale and profitability.
Behavior based safety
Behavior-based safety is a process that helps employees choose safe behaviors over unsafe ones through observation and feedback. It involves observing employees' behaviors, providing feedback on safe and unsafe behaviors, analyzing the data to measure improvements in safety over time, setting improvement goals, and reinforcing safe behaviors and goal attainment. When implemented successfully, it can result in increased efficiency, productivity, morale and profitability.
Behavioral Safety Leadership in Oil & Gas construction
A case study examining the actual impact of safety leadership on employee safety behavior in the OIl & Gas construction sector, over a two year period during the roll-out and execution of 'B-Safe', a behavioral safety process.
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A Keynote speech by Dr Domininc Cooper CFIOSH C.Psychol examining the 'true' success factors of Behavior-Based Safety from the 1970's to the present day.
Behavio-Based Safety is still evolving to the point where it is effective in all workplaces, all of the time. Many implementations have been successful, but many have failed or faded away over the years. What can we learn from the past and the present to optimize future BBS implementations for the good of all? This tour of BBS examines the evolution of BBS, implementation strategies, and remaining challenges. Issues to be addressed include (but are not limited to):
[1 Where BBS fits in an organizations Safety Culture
[2] Who owns BBS?
[3] The role of employees and managers
[4] BBS design Issues
[5] Integrating BBS into mainstream safety management systems
Creating a Behavioral Safety Process
Presents the core features of how to create a Behavioral Safety process. The process is customizable to suit any type of industry / location and is based on a 20 year track record of success on 5 continents.
Lesson9
Total quality management aims to radically transform organizations through progressive changes in attitudes, practices, structures, and systems. It involves commitment from top executives and realizing that transformation requires fundamental changes by everyone. Key aspects include building quality from the beginning, understanding customer needs, instituting leadership over supervision, eliminating barriers between people and departments, and providing training and performance measures to guide self-improvement. Total employee involvement is a system that lets employees directly participate in organizational success by taking on responsibilities and using their abilities to solve problems and continuously improve through motivation, teamwork, training, recognition, empowerment, and other strategies.
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This document discusses behavior-based safety, which aims to improve workplace safety by focusing on employee behaviors. It outlines several key principles:
- Safety is influenced by the person, environment, and their behavior.
- A behavior-based safety process involves observing behaviors, providing feedback, setting improvement goals, and reinforcing safe behaviors.
- Implementing such a process can result in increased safety, efficiency, productivity, and morale while reducing injuries.
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2) Take a proactive, preventative approach through measures like a balanced scorecard, monthly strategy sessions, and trend analysis rather than just focusing on corrections.
3) Understand the business priorities and costs of safety issues and injuries to operations in order to develop an effective safety business plan and drive improvements that benefit the organization's bottom line.
4) Act as an agent of change by making incremental improvements and using safety to drive broader process enhancements.
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security in organizations is carried out through the implementation of information security control
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objectives / controls in terms of scheduling and budget would be difficult and costly for managers and
ISMS executives. Organization managers are trying to choice high risk and critical controls among all
controls for implementation or improvement. On the other hand previous quantitative methods for ranking
areas / objectives / controls, in addition to the mathematical complexity have divergence problem. As well
as organization managers and individuals concerned with ISMS have little information about the objectives
and controls. Therefore in this paper Fuzzy Screening technique is used for selection of critical controls. In
the present study, fuzzy screening process is discussed for selecting and prioritizing of security control
objectives.
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- Safety is influenced by the person, environment, and their behavior.
- A behavior-based safety process involves observing behaviors, providing feedback, setting improvement goals, and reinforcing safe behaviors.
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Taking Control Of Workplace Safety
Taking Control of Workplace Safety outlines how safety professionals can take a strategic approach to improving workplace safety. Key points include:
1) Provide operations with actionable safety information and recommendations rather than just data to help them own safety.
2) Take a proactive, preventative approach through measures like a balanced scorecard, monthly strategy sessions, and trend analysis rather than just focusing on corrections.
3) Understand the business priorities and costs of safety issues and injuries to operations in order to develop an effective safety business plan and drive improvements that benefit the organization's bottom line.
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This document discusses safety culture and behavior in the workplace. It notes that behaviors turn systems and procedures into a safe culture. Unsafe behaviors are a factor in 95% of incidents. To improve safety, key behaviors include involvement, risk awareness, communication, and following standards. Assessing behaviors using tools like the SHE Behavior Standard can identify strengths and areas for improvement. Changing culture requires understanding factors that influence individual behaviors and involving all people to promote safe behaviors.
A Culture and Leadership Upholding Health and Safety at Work
This document discusses the importance of leadership in establishing a strong safety culture at work. It outlines four core actions for leaders: 1) plan the direction for health and safety by establishing a policy and priorities, 2) deliver health and safety by ensuring adequate resources, risk assessments, and employee involvement, 3) monitor health and safety through reporting, audits and responding to changes or failures, and 4) regularly review health and safety policies, risk management, and decisions to address any weaknesses. The document emphasizes that poor safety leadership can result in liability for directors and significant costs to organizations from accidents, lost time, and legal issues.
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This document discusses behavioral-based safety (BBS). It provides a history of BBS, defining key concepts like behavior and attitudes. BBS focuses on observing and analyzing worker behaviors to understand why unsafe behaviors occur and apply interventions. The ABC model is discussed as identifying antecedents, behaviors, and consequences. Factors affecting behaviors are described. BBS aims to create a safety partnership through continual focus on behaviors and applying research-supported strategies to improve safety.
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1) An ISMS provides a model for establishing, implementing, operating, monitoring, reviewing, maintaining and improving information protection based on risk assessment and risk acceptance levels.
2) The ISO/IEC 27000 family of standards relate to ISMS and include standards on requirements, implementation guidance, and auditing of ISMS.
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XXI World Congress Safety and Health at Work: Safety Capital and Safety Parti...
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FMM2018 camp 4IR handouts
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XXI World Safety and Health Conference_060917 s14
The document discusses a study examining perspectives on gender responsive occupational safety and health (OSH) in Malaysia between regulators and employees. The study aimed to understand if regulators who implement OSH practices and employees who receive them have different views. Interviews found regulators focused on equal treatment regardless of gender, while employees noted physical differences and challenges for women, such as carrying heavy loads. Both groups agreed gender differences in the workplace lead to varied health hazards and demands. The discussion section notes a lack of gender awareness among stakeholders and a need for more regulator training on addressing gender in OSH.
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The document discusses how 5 million jobs will disappear due to disruptive technologies in industries like healthcare, transportation, and manufacturing. It notes that installation/maintenance, construction, creative/media, and office jobs will be most affected. Speakers note the need to prepare Malaysia's workforce for the changing nature of work through initiatives like Education 4.0, training grants from HRDF, and developing skills like being holistic, entrepreneurial, balanced, articulate, and thinking. Sources are provided on expectations for future workforce mobility and engaging expatriates.
Culture & Change
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Orgn Structure
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Team & Communication slideshare
The document discusses different types of task interdependence that can exist in groups including pooled, sequential, reciprocal, and comprehensive interdependence, explaining the degree of coordination required for each. It provides examples of poultry processing using pooled interdependence and aircraft assembly using sequential interdependence. The 5 stages of group development are also mentioned as another topic covered in the chapter.
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IEA2018_2382 OSH Implementation
- 2. Introduction
- 3. Aims
- 4. Research Framework Management Practices • Management Commitment • Hiring Practices • Employee Participation • Safety Reward • Safety Training OSH Implementations • General Compliance • Safety Procedures/Policy • Safety Communication/ Documentation • Safety Resources • Suppliers OSH • Risk Assessments Legislation
- 5. Methodology • 2216 small : 314 medium • a ratio of 7:1 • 152 SMEs (68.5% response rate)
- 6. Methodology Participants • Stratified random sampling using a computer software was adopted and the self-administered survey was answered either by the safety and health officer (SHO) or personnel incharged of OSH management. Position n % EHS/Safety 18 12 Others Admin 132 88 • 66% male (M = 38.5 years old, SD = 9.2) , • 39% Malay, 47% Chinese & 14% Indian, • Tenure with Co (M = 8.3 years, SD = 6.2).
- 7. Company Size Size No. of Employees n % Micro < 5 persons 1 1 Small 5 to 75 persons 109 73 Medium 76 to 200 persons 31 20 Large > 200 persons 9 6
- 8. No of Reported Accidents 25% 59% 15%
- 9. Company’s Age 4% 20% 55% 21% M = 16 years SD = 8.12
- 10. Questionnaire 55% • OSH Implementations: 89-item instrument adapted from an OSH Work Inspection Checklist used for Proton vendors based upon Part 1:2005 OSH MS OSH Act 1994 and an ILO-OSH 2001 Guidelines on Occupational Safety and Health Management System document. Example of statements are, “Employees have the right to access records relevant to their working environment health, while respecting the need for confidentiality” and “There is a provision of information and training concerning OSH to all personnel at workplace”. • Management Practices: 26-items adapted from Vredenburgh (2002), Worsfold and Griffith (2003) and Dillard (1997). Covers the 5 dimensions. • Legislation: 8-items adapted from McQuiston, Zakocs, and Loomis (1998) and Fairman and Yapp (2005) whom both were investigating the enforcement elements of legislation on safety behaviours. All response scale was a 7-point Likert scale (1 = Strongly Disagree, 7 = Strongly Agree).
- 11. Results OSH Implementations: General Compliance Safety Documentation Safety Procedure Safety Resources Suppliers OSH Risk Assessment β R2 β R2 β R2 β R2 β R2 β R2 Management Practices Management Commitment .65 - - .45 .26 .52 Hiring Practices - .38 .33 -.19 .22 - Employee Participation .25 .21 .24 - - - Safety Reward .10 - -.26 - - - Safety Training - .81c .18 .42c .34 .45c - .30c .27 .32c - .23c Moderator Legislation .12 .82c - .42 - .45 - .31 - .32 - .23 2-way Interactions Management Commitment X Legislation - 1.48 1.63 2.38 2.15 2.61 Hiring Practices X Legislation -.61 - - - - -1.55 Employee Participation X Legislation - - - - - - Safety Reward X Legislation -.70 -1.72 - -2.69 - 1.59 -1.17 Safety Training X Legislation - .84b - .50c - .48 - .42c -.66 .39a - .33c Table 1. Results of Hierarchical Regression Analysis for OSH Implementations, Management Practices, and Legislation, their Interactions with the Moderator
- 12. Results
- 13. Results
- 14. Discussions ü Different management practices influence different OSH implementations. ü Low level of legislation is enough to encourage or ensure OSH implementations. ü High level of legislation is required to encourage OSH implementation when in interaction with management commitment.
- 15. Thank You