Hrm a Safe and Healthy Environment
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Transcript of Hrm a Safe and Healthy Environment
Chapter 20
A Safe and Healthy Environment
Learning Objectives
• Understand the nature of safety and its role• Describe accidents and their types• Design a safety programme• Identify dangers to health of employees and
suggest ways of eliminating the dangers
Major Accidents in the Last Decade• Bhopal, December 1984 In the world’s worst chemical disaster, a
methylisocyanate gas leak from the Union Carbide plant in the city killed over 4000 people. Thousands suffered irreversible health damage.
• Delhi, December 1985 An oleum gas leak from the Sriram Foods and Fertilisers plant in Delhi severely affected workers and those living in the neighbourhood.
• Rourkela, December 1985 Blast furnace accident in Rourkela Steel Plant, 18 workers affected.
• Durgapur, June 1987 Chlorine leak at Durgapur Chemicals Factory created panic all around. Long distance trains were halted. Over 100 were affected.
• Bombay, November 1988 Fire at the Bharat Petroleum Refinery at Mahul, North-East Bombay, killed 32.
• Ramagundam, September 1989 Major gas leak at Fertilisers Corporation of India unit at Ramagundam, killed 7.
Accidents (contd..)• Nagothane, November 1990 Explosion at the Indian Petrochemicals,
Nagothane Complex, 35 persons killed, over 50 suffered 70 per cent burns.• Bombay, July 1991 Accident in a Hindustan Organic Chemicals unit near
Bombay kills 7 workers.• Gwalior, December 1991 Blast at the dyeing department of GRASIM unit at
Gwalior, 14 killed and 22 severely injured.• Panipat, August 1992 Ammonia leak at the National Fertilisers plant, Panipat,
killed 11, many injured.• Kahalgaon, October 1992 Boiler explosion in the National Thermal Power
Corporation (NTPC), 11 killed and several injured.2• Ahmedabad, August 3, 2003 Over 30 persons were killed and several injured
in an explosion in an old three storeyed building that housed an industrial unit to manufacture equipment for a diamond cutting and polishing industry.
Accidents (contd..)• Bhadravati, Karnataka, August 1, 2003 Eight employees of VISL, including
two officers, died on the spot and nine others were injured when a powerful explosion occurred in a converter in the steel-making section (SMS) of the plant.
• Mumbai, August 11, 2003 23 employees of ONGC were killed in a helicopter crash in the offshore Heera Panna Oilfield’s Neelam area.
• Kolkota, November 6, 2003 19 people were burnt alive when a mob of nearly 400, mostly tea garden workers, set ablaze house of a trade union leader in the Dalgaon tea estate in north Bengal’s Jalpaiguri District.
• S Manjunath, an office of IOC was murdered on Nov 19, 2005.
Types of Accidents
6
Accidents
Internal
Major
Fatal
Temporary
External
Minor
Disability
Permanent
Partial Total Partial Total
Accidents – Estimated LossDate of
OccurrenceName of the Organisation
Estimated Loss(Rs. In crore)
29.10.1987 Madras Ref., Manali 4.85
11.11.1987 HPL Refinery, Vizag 3.40
09.01.1988 JK Synthetics 6.92
20.09.1988 Monica Electronics 3.86
05.05.1988 Zenith Chem., Tarapur 4.00
30.08.1988 IOC, Mathura 4.63
07.09.1988 IEL, Gornia 5.00
09.11.1988 BPCL 9.00
02.02.1989 IPCL, Baroda 41.82
09.02.1989 IAAI, Bombay 43.00
23.02.1989 Voltas, Warora 5.00
08.01.95 to 02.03.1995
ONGC, Pasarlapudi well blowout 41.44
Source: The Economic Times, March 10, 1995
Safety Process
Strategic ChoicesDevelopment of
Safety PolicyOrganisation for
Safety
Evaluation of Effectiveness
Implementation of the Programme
Analysis of Causes for Accidents
Causes of Industrial Accidents
Unsafe acts of persons Unsafe Mechanical or Physical Conditions
1. Operating without clearance, failure to heed warning.
1. Inadequately guarded, guards of improper height, strength, mesh, etc.
2. Operating or working at an unsafe speed. 2. Unguarded, absence or required guards.
3. Making safety devices inoperative.3. Defective, rough, sharp, slippery, decayed,
cracked, etc.
4. Using unsafe equipment, or using equipment unsafely.
4. Unsafely designed machines, tools, etc.
5. Unsafe loading, placing, mixing, combining, etc.
5. Unsafely arranged, poor housekeeping congestion, blocked exits, etc.
6. Taking an unsafe position or posture. 6. inadequately lighted, sources of glare, etc.
7. Working on moving or dangerous equipment.
7. Inadequately ventilated, impure oil source, etc.
8. Distracting, teasing, abusing, startling, etc.8. Unsafely clothed, no goggles, glares or
masks, high heels, etc.
9. Failure to use safe attire or personal protective devices.
9. Unsafe processes, mechanical, chemical, electrical, nuclear, etc.
Inadequate InspectionState Number of Inspectors Factories per Inspector
Andhra Pradesh 92 233
Assam 1.2 212
Bihar 46 1038
Gujarat 103 144
Haryana 15 255
HImachal Pradesh 1 529
Jammu & Kashmir 4 180
Karnataka 38 315
Kerala 65 186
Madhya Pradesh 50 156
Maharashtra 130 184
Manipur 1 357
Orissa 24 94
Punjab 33 304
Rajasthan 40 232
Tamil Nadu 131 100
Tripura 4 175
Uttar Pradesh 48 135
West Bengal 62 138
Chandigarh 1 284
Delhi 22 208
Goa 3 140
Pondicherry 5 171
All India 903 6004
Source: The Economic Times, November 8, 1992
Employees’ Health
• Physical health• Mental health• Noise control• Work stress• AIDS• Alcoholism and drug abuse• Violence in the work place
Health HazardsHealth Hazards Causes
Lung cancerCoke oven emissions, asbestos, active or passive cigarette smoke
White lung disease Asbestos
Black lung disease Coal dust
Brown lung disease Cotton dust
Leukemia Benzene, radiation
Cancer of other organsAsbestos, radiation, vinyl chloride, coke over emissions
Sterility/reproductive problems
Radiation
Deteriorating eye-sight Chemical fumes, office equipment
Hearing impairment High noise levels
Relationship between Stressors and Stress
• Perception• Past Experience• Social Support• Individual Differences
StressorStress
The EnvironmentThe Individual
A Model of Occupational Stress
14
Individual Level• Personality• Role Overload• Role Conflict• Role Ambiguity• Task-Characteristics
Group Level• Managerial Behaviour• Lack of Cohesiveness• Intra-group conflict• Status Incongruence• Sexual harassment• Work place violence
Organisational Level• Climate• Management styles• Organisational life cycle
Extra- Organisational• Family• Economy• Lack of mobility• Quality of Life
Moderating Variables• Perception• Past Experience• Social Support• Individual Differences
Behavioural• Satisfaction• Performance• Absenteeism• Turn over• Accidents• substance Abuse
Physiology• Increased-blood
pressure• High cholesterol heart
disease• Burnout
Cognitive• Poor Decision-making• Lack of concentration• forgetfulness
Stressors
Stress
Outcome
Stress Vs. BurnoutStress Burnout
The person feels fatigueThe individual encounters chronic exhaustion
The person is anxious The individual is hypertensive
The person is dissatisfied with his or her job
The individual is bored and cynical about the work
The person’s job commitment has dropped off
The individual's job commitment is virtually nil; he/she is mentally detached from the organisation
The person feels moodyThe individual feels impatient, irritable and unwilling to talk to others
The person feels guiltyThe individual encounters mental depression
The person is having difficulty in concentrating he/she tends to forget things
The individual does not seem to know where he/she is; forgetfulness is become more frequent
The person undergoes physiological changes such as increased blood pressure and heartbeat
The individual begins to voice psychosomatic complaints
Source: Richard M. Hodgetts, Organisational Behaviour, p.345
A Model of BurnoutEmotional Exhaustion
Depersonalisation
Feeling a lack of personal
Accomplishment
Personal, Job and organisational
stressors
Attitudinal and Behavioural symptoms of
Burnout
Signs of StressPhysical
signsEmotional
signsMental signs
Relational signs
Spiritual signs
Behavioural signs
Appetite changes
Bad temperLacking humour
IsolationA feeling of emptiness
Pacing
Headaches Anxiety Dull senses Defensive Apathy Swearing
Fatigue Nightmares Lethargy IntoleranceInability to forgive
Substance abuse
Insomnia Irritability Boredom Resentment Cynicism Nail biting
Indigestion DepressionIndecisiveness
LonelinessLoss of direction
Slumped posture
Cold Frustration Forgetfulness Nagging Doubt Restlessness
Weight change
Over sensitivity
Poor concentration
Lower sex drive
Need to prove self
Risk aversion
Teeth grinding
Mood swingsPersonality change
Aggression Negative lookEating disorder
Tension Fearfulness Stuck in past abuse Gloom Headaches
Source: Suzanne C. De Junasz, et al., Interpersonal Skills in Organisation, p.72
Taking Time to Manage Time• One of the major causes of stress for managers comes from time
pressures. No matter how fast some managers work and how much time they put in, they are still unable to get all their work done. One of the most effective ways of dealing with this problem is the use of time management technique. Today many organisations are training their managers how to get more done in less time. Some of the most helpful guidelines for effective time management are:– Make out a ‘to do’ list that identifies everything that must be done during the
day. This helps keep track of work progress.– Delegate as much minor work as possible to subordinates.– Determine when you do the best work—morning or afternoon and schedule
the most difficult assignments for this time period.– Set time aside, preferably at least one hour, during the day when visitors or
other interruptions are not permitted.
Time (contd..)– Have the secretary screen all incoming calls in order to turn away
those that are minor or do not require your personal attention.– Eat lunch in the office one or two days a week in order to save time
and give yourself the opportunity to catch up on paperwork.– Discourage drop-in visitors by turning your desk so that you do not
have eye contact with the door or hallway.– Read standing up. The average person reads faster and more
accurately when in a less comfortable position.– Make telephone calls between 4.30 and 5.00 pm. People tend to keep
these conversations brief so that they can go home.– Do not feel guilty about those things that have not been accomplished
today. Put them on the top of the ‘to do’ list for tomorrow.
Targets of Organisational Stress Management Programmes
Organisational Stress Management Programmes
Work Stressors• Workload• Job Conditions• Role Conflict and Ambiguity• Career Development• Interpersonal Relations• Aggressive Behaviour• Conflict between Work and
other Roles
Outcomes of Stress• Physiological• Emotional• Behavioural
Employee Perceptions/
Experience of Stress
Targeted at
HIV Growth in India
Workplace Violence - Levels
A. Moderately Injurious B. Highly Injurious
Property damage, vandalism Physical attacks and assaults
Sabotage Psychological trauma
Pushing, fist fights Anger-related accidents
Major violations of company policy Rape
Frequent arguments with customers, co-workers or supervisors
Arson
Theft Murder
Source: Bernardin, et al., op. cit., p.419
Smoking Related CostsInsurance costs are higher
Ventilation costs are greater for smoky atmosphere
Absenteeism-smokers take 50% more sick leave
Cleaning costs – dirty ceilings, etc
Fire risks – 15% of all industrial fires arise from smoking
Time spent smoking