Chapter 11-Employee Health and

Safety
Steps in a Job Safety Analysis
1. Break the job down into its basic
steps
2. Identify potential accidents and
hazards associated with each step
3. Recommend safe job procedures
for each step
Examples of Actions to Minimize
Workplace Hazards
-Engineering the hazard out
-Providing personal protective
equipment
-Job instruction training
-Good housekeeping
-Good ergonomics
12 Steps Employers Can Take in
Response to a Workers
Compensation Claim
1.Keep detailed written records of
the accident and injury
2.Interview the worker in person if
possible
3.Interview any witnesses to the
accident
4.Go to the scene of the accident
and review the event
5.Check information in the worker's
file before completing the accident
report form
6.Investigate any previous similar
disabilities that occurred before the
worker was employed by your
organization
7.Check if the accident was caused
by negligence of someone other than
one of your workers
8.Find out if the worker had been
involved in a pedestrian or car
accident within the last five years
9. Investigate any work-related
difficulties, such as labour disputes,
grievances, layoffs, or disciplinary
proceedings, involving the worker
10.Check whether the worker has
been continuously employed by
your organization for a period of one
year or more
11.Investigate any important
inconsistencies between the
workers version of the accidents and
the version provided by any
witnesses, supervisors, or managers
12.Rely on your own common sense
Ensuring a Safe and Healthy
Workplace
1. controlling physical hazards
2. promoting safety awareness
a.health and safety committees
b. recording and posting safety
performance records
c.safety recognition programs
d. safety rules and regulations
e. safety training programs
3. promoting good health
Focus of Health and
Safety Committees
*Health and Safety Policy
reviewing health and safety records,
investigating accidents, and making
recommendations for safety
procedures and expenditures
*Inspection conducting periodic
safety inspections of the
establishment
*Education promoting interest in
and compliance with safety rules and
methods
Special Health Problems
n Job stress
n Smoking
n Alcoholism
n Drug use
n HIV/AIDS
Basic Causes of Accidents
*Chance Occurrences
*Unsafe Conditions
-Improper Ventilation
-Improperly Guarded
Equipment
-Defective Equipment
-Hazardous Procedures
-Unsafe Storage
-Improper Illumination
*Employees Unsafe Acts
Controlling Workers
Compensation Costs
*Before the Accident
-Communicate written safety and
substance abuse policies to workers
and then strictly enforce policies.
*After the Accident
-Be proactive in providing first aid,
and make sure the worker gets quick
medical attention.
-Make it clear that you are interested
in the injured worker and his or her
fears and questions.
-Document the accident; file required
reports.
-Encourage a speedy return to work.
Workplace Exposure Hazards
1. Chemicals and other hazardous
materials.
2. Excessive noise and vibrations.
3. Temperature extremes.
4. Biohazards including those that
are normally occurring and
manmade.
5. Ergonomic hazards of poorly
designed equipment that forces
workers to do jobs while contorted in
unnatural positions.
6. Slippery floors and blocked
passageways.
Violence at Work
*Steps to Reduce Workplace
Violence:
-Institute heightened security
measures
-Improve employee screening
-Provide workplace violence training
-Provide organizational justice
-Pay enhanced attention to
employee retention/dismissal
-Take care when dismissing violent
employees
-Deal promptly with angry employees
-Understand the legal constraints on
reducing workplace violence

Evacuation Plans
*Evacuation contingency plans
should contain:
-Methods for early detection of a
problem.
-Methods for communicating the
emergency externally.
-Communications plans for initiating
an evacuation.
-Communications plans for those the
employer wants to evacuate that
provide specific information about
the emergency, and let them know
what action they should take next.
Chapter12: Misconduct &
Discipline: Introduction
Role of Employee Relations
*Guide and Assist Management
- leave & attendance misconduct
- performance management
-grievance process
- appeals process
*Assist Management with
preparation of Disciplinary & Adverse
Action Notices
*Advise Employees of Rights &
Entitlements









Misconduct ?
- Violation of Employment
Expectations
- Failure to follow law, rule,
regulation, policy, directive,
instruction, or order
- Conscious; deliberate;
within employees control
Awareness
THE BALANCE
MANAGEMENT
NEEDS

EMPLOYEE
RIGHTS

- Expectations, Requirements,
Rules, Policies
- Supervisory / Managerial
Responsibility
- How does the employee know what
is / isnt acceptable?
Poor Performance
- Failure to adequately perform the
assigned duties and responsibilities
- Failure to perform work at an
acceptable level:
- quality
- quantity
- timeliness
Misconduct and Poor
Performance
- Usually easy to identify
and categorize
- Occasional overlap
- Employee Relations will help you
- Performance Management
Training Session (separate)
Discipline
- a tool for management to use to
maintain an effective, efficient, and
orderly workplace
Discipline is:
- used by supervisors
to resolve the misconduct
- Corrective in nature
- generally, Progressive
The Basics - Key Points
Misconduct Vs Performance
Supervisors Responsibility
Discipline is Progressive
Discipline is Corrective
Employee Relations Assists
Evidence
Prerequisite for Disciplinary
Action
Must prove employee
engaged in misconduct
Developing Evidence
- Employee comments /
statements
- Personal observation
- Interviews with others
- Misconduct / Incident
Employee Relations can
help you
DOCUMENTATION
- Evidence / Documentation
Does it support
violation?
awareness?
If so, its safe to
proceed
Probationary Employees who
engage in misconduct
- Counsel / Notice of Warning
MAYBE
- If no improvement,
TERMINATE appointment
- Complete action BEFORE
the end
of the Probationary Period
Competitive Service
= 1 year
Excepted Service
= 2 years
The Cause Standard
Clearly specify charge(s)
Prove specified charge(s)
Show nexus between
charge(s) and promotion of
the efficiency of the service,
especially for off-duty
misconduct
Show appropriateness of
penalty
Dealing with misconduct - specific
situations
- Written Reprimand
One-step action
Supervisors assisted by
Employee Relations
- Suspensions (14 days or
less)
Two-step process
Notice of Proposed
Suspension*
Employee response to
Deciding Official
(Normally 10 calendar days)
Notice of Decision by
Deciding Official*
Action effected (?)
- Suspensions (more than
14 days), Removals,
Reductions in Grade/Pay,
Furloughs (30 days or
less)
o Two-step process
o First Line Supervisor
o Notice of Proposed
Action*
- Suspensions (more than
14 days), Removals,
Reductions in Grade/Pay,
Furloughs (30 days or
less) - continued
o Second line
Supervisor acts as
Deciding Official
o Employee response
to Deciding Official
normally 14
calendar
days
o Notice of Decision
by Deciding Official*
o Action effected
Notices and Decisions
o State employee
rights
o State next step in
the process
Writing Notices and
Decisions*
o Plain English
o Simple and factual
o As brief as possible
Employees Response
o Orally and / or in
writing
o Reasonable amount
of official time
1. Review materials
2. prepare response
3. obtain affidavits
4. reply to Deciding Official
o Right to
representation
Common Errors in
Discipline
o Allowing Problems
to Continue
o Failure to
Communicate Rules
and Requirements
(awareness)
o Inconsistent
Enforcement
o Transferring the
Problem
o Incomplete
Investigation / Facts
o Inconsistent
Penalties
o Trying to go it
alone
Chapter 13: Communication and
Human Resource Management

Communication transfer of
information and understanding,
including feelings and ideas, from
one person to another.

Process of Communication:
1. Developing an idea or
perception.
2. Message encoding
3. Channel transmission
4. Message decoding
5. Receiving an idea and
developing own perceptions.
6. Providing feedback
2 Major Forms of Communication
1. Verbal Communication
a. Oral (speech)
b. Written
Hearing is the channel used in oral
communication.
Sight for written communication.
Oral Communication transmission
of the message is made thru:
a. Language
b. Voice tone & inflection
Voice tone could be assertive,
aggressive, submissive, angry, etc.
Inflection is the change in the
voice pitch or tone of the
communicator.
c. Speed and volume
d. Silence.
2. Nonverbal communication
refers to the communication outside
of the use of the spoken or written
word. (body language, proxemics,
chronemics(time provides), status
symbols, touching, clothing and
appearance, aesthetics)

Communication Systems
1. Formal systems
a. Downward communication
Purpose:
1. Giving instructions
2. Providing information about
policies and procedures.
3. Feedback about performance
4. Motivation of employees

Channels used in Downward
Communication:
1. Letters
2. Manuals
3. Handbooks
4. Newsletters
5. Bulletin boards
6. Videos
7. Meetings
8. Telephone
9. Memo
b. Upward Communication
Techniques:
1. Complaint procedure
2. Suggestion program
3. Attitude surveys
4. Committees
5. Electronic mail
Steps in Typical Complaint
Procedure
Step
1. Employee to Supervisor
2. Employee to Manager
3. Employee to Manager of
Employee Relations.
4. Employee to Department Head
5. Employee to President
2. Informal Communication/
Grapevine

Barriers to Communication
1. Filtering refers to the
manipulation of information
by the sender so it will be
seen more favorably by the
receiver.
2. Selective perception
occurs when people
selectively interpret what
they see on the basis of their
interests, background,
experience and attitudes
3. Defensiveness people
become defensive when
they feel threatened.
4. Language meaning of
words differs from person to
person.

Chapter 14 LABOR MANAGEMENT
RELATIONS

EXAMPLES OF UNFAIR
LABOR PRACTICE
Obstruct Management of
Nonunion Employees
Obstruct Alternative Union
Organizing
Punish Union Members from
Complaining About Union
Refuse to Consult or
Negotiate in Good Faith
Engaging in Secondary
Boycotts
Engaging in Featherbedding
UNFAIR MANAGEMENT
PRACTICE
Obstruct Labor Rights
Obstruct or Promote Union
Membership
Sponsor or Favor One Union
Over Another
Discipline or Impair
Employees that File
Grievances, Complaints, or
Testimony
Refuse to Consult or
Negotiate in Good Faith
Enforce Rules Conflicting
with Agreements if
Agreements Precede Rules
EXAMPLES OF UNFAIR
MANAGEMENT PRACTICE
Punishing employee filing
grievance
Firing employee organizing a
union
Threatening prohibited
punishments
Changing working conditions
without bargaining
Refusing mediation or
arbitration when required by
contract
Excluding union reps from
formal discussions
INDICATIONS OF GOOD LABOR
RELATIONS: 1
Impact of union on mission is
neutral or positive
Employees dont project
us/them image
Changes are not made as
last resort
Direct and indirect costs
required by contract are kept
small
INDICATIONS OF GOOD LABOR
RELATIONS: 2
Management looks for
suggestions from union
Negotiated management
rules are not cumbersome
Grievance to Arbitration ratio
is high
Amount of litigation is low
Labor-Management Relations
Labor union: group of workers who
have banded together to achieve
common goals in the areas of
wages, hours, and working
conditions.
Found at local, national, and
international levels.
The Collective Bargaining Process
Collective bargaining:
process of negotiation
between management and
union representatives for the
purpose of arriving at
mutually acceptable wages
and working conditions for
employees.
Issues involved can include:
Wages
Work hours
Benefits
Union activities and
responsibilities
Grievance handling and
arbitration
Layoffs
Employee rights and
seniority
Settling Labor Management
Disputes
Most labor-management
negotiations result in a
signed agreement without a
work stoppage.
On average, 20 or fewer
negotiations involve a work
stoppage.
Mediation is the process of
settling labor-management
disputes through
recommendations of a third
party.
Arbitration adds a third-party
who renders a legally
binding decision.
Competitive Tactics of Unions and
Management
Union Tactics
Strikes - temporary work
stoppage by employees until
a dispute has been settled or
a contract signed.
Picketing - workers marching
at the entrances of the
employers business as a
public protest against some
management practice.
Boycott - organized attempt
to keep the public from
purchasing the products of a
firm.
Management Tactics
Lockout - a management
strike to put pressure on
union members by closing
the firm.
The Future of Labor Unions
Membership and influence
are declining
Unions need to appeal to a
wider range of workers
Unions need to work in
partnership with
management