Paily ad parts of the city? company s7data CASE Building a Culture of Safety OSH
ID: 365756 • Letter: P
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Paily ad parts of the city? company s7data CASE Building a Culture of Safety OSHA hazards in construction in or caught betwen, and The construction industry accounts for the most of the four major workplace fatalities of any sector and is generally falls, struck by, caught considered a high-risk environment. One construc- electrocution. tion firm, Messer Construction, decided to address this problem by implementing a comprehensive 1. Universal use of eye protection. All employes safety program called Safety4Site for its employ-were required to wear safety glasses when on ees and subcontractors. A major focus of the pro- gram was creating a safety culture to improve safety and The three key pieces of Messer's pr ogram am wete project site. 2. Daily safety talks. Called toolbox huddles, hes awareness and prevent injuries. daily briefings reminded employees of important Safety culture has three interdependent elements-behavior (actions taken by employees that are safe or unsafe), person (employee percep- tions and attitudes about safety), and environment 3. Employee accountability. Based on (organizational safety management systems). Messer fied Construction's approach included all three aspects as well as craftspeople) were expected to repon safety precautions and discussed any incidents unsafe behaviors, all employees (managers med primarily at reducing incidents any violations they witnessed on a project site that had occurred.Explanation / Answer
1. Frontline workers may not be reporting many safety violations mainly because they wanted to avoid hurting their co-workers in terms of salary deductions. The punishment of a 30 day unpaid suspension for a second violation is too harsh on an employee and may be revised to a lower pay cut. Inorder to further increase the reporting of safety violations by frontline employees a method could be devised linking the number of violations reported to a monetary incentive to be paid out annually.
2. Frontline workers who have records of no safety violations could be given recognition, gifts or monetary incentives annually. This will go a long way in encouraging a safe working environment. For job site managers their annual performance based pay can be linked to the number of violations reported from their team. In addition special recognition can be given to managers who complete projects successfully with zero or minimal violations. This can be either through a publication in the annual company report circulated or in annual performance meetings.
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