HRM By: NOUV Brosh

វិ �ទ្យា�ស្ថា� នខ្រជំ�នាន�ថ្មី��INSTITUTE OF NEW

KHMER

ការគ្រ�ប់�គ្រ�ងធនធានមន�ស្ស�Human Resources Managements

មហាវិ�ទ្យា�ល័�យគ្រ�ប់�គ្រ�ងពាណិ# ជំ$កម� ន#ងទេទ្យាស្សចរណិ)

Lectured by: NOUV BroshMobile Phone: 093640486 & E-mail: broshnouv@gmail.co

m

1

Chapter 15:Promoting Safety and Health

Relationship between OH& S andOrganizational Performance

• Nelson (1997) argued that good OH & S is of benefit to companies in terms of performance. This is because less accidents and more healthy employees will lead to greater productivity, motivation, efficiency, lower compensation claims, greater flexibility, improved employee selection & ultimately these should lead to improved corporate performance overall.

• To ensure that OH & S are effective, it is important to get management commitment through raising the issues of litigation, learning & use the language of management & profit; seek to change management attitudes; & foster worker participation in OH & S.

• OH & S is under the responsibility of HR professionals & they should be competent enough to highlight the importance of OH & S for the organization effectively.

• SAFETY IS AWARENESS OF ONE’S ENVIRONMENTAND ACTIONS, ALL DAY, EVERY DAY

• SAFETY IS KNOWING : WHAT IS GOING ON, WHAT CAUSE ACCIDENT,

• WHERE ARE THE HAZARDS & RISKS & HOW TOPREVENT IT.

Costs Incurred by Accidents on the Job

• Costs of an accident: Direct costs – worker’s compensation Indirect costs of an accident

• Wages paid for time lost• Damage to material or equipment• Overtime work required due to the accident• Wages paid to supervisors while their time is required for

activities resulting from the accident• Decreased output of the injured worker after return to work• The time it takes for a new worker to learn the job• Uninsured medical costs borne by the company• Time spent by higher management and clerical workers to

investigate or to process workers’ compensation forms

SAFETY AND HEALTH ACT IN

CAMBODIA:• Covered under Chapter VIII of the Labor Law, 1997

which focus on the Health and Safety of Workers and its scope of application.

• Section I covers General Provisions.• Section II covers Inspections.• Section III covers Labor Health Service.• Prakas on Notice for Work-related accident, formula

for compensation and level of disability, 12th February, 1998.

Employee Safety and Health required under the Cambodian Labor Law:◻ article 229 of the Cambodian Labor Law:enforcing this article in all establishments

quality of the premises; cleaning; hygiene arrangements for the needs of

personnel; beverages and meals; lodging of the personnel, if applicable

regarding:

work stations and the seating arrangements; ventilation and sanitation; individual protective instrument and work

cloths; lighting and noise levels in the workplace.

◻ article 230 of the Cambodian Labor Law – all establishments and work places must be set up to guarantee the safety of workers.Machinery transmission apparatus, tools, equipment and machines must be installed and maintained in the best possible safety conditions.Management of technical work utilizing tools, equipment,machines, or products used must be organized for guaranteeingthe safety of workers.Enforcing this article in regard to : risks of falling; moving heavy objects protection from dangerous machines and apparatus; preventive measures to be taken for work in

confinedareas or

for work done in isolated environment;

risks of liquids spilling; fire prevention.

◻article 238 – enterprises and establishments covered by this articlemust provide the primary health care to their workers.

◻article 242 – all enterprises and establishments covered by this article and employing more at least 50 workers shall have a permanent infirmary on the premises of the establishment,

workshop, or work site.- This infirmary shall be run by a physician assisted

by one male orfemale nurses, based on the number of workers.

- During working hours, both day and night, there shall always be at least one male or female nurse present.

- The infirmary shall be supplied with adequatematerials,bandages and medicines to provide emergency care to workers in the event of accidents or occupational illness or sickness during work.

- Expense incurred in organizing and operating this infirmary arethe responsibility of the employer.

◻article 248 – work related accidents – an accident is considered to be work related, regardless of the cause.

If it happens to worker working or during the working hours, whether or not the worker was at fault ;

it is the accident inflicted on the body of the worker or on an apprentice with or without wage, who is working in whatever capacity or whatever place for an employer or a manger of an enterprise.

equally, accidents happening to the worker during the direct commute from his residence to the workplace and home are also considered to be work-related accidents as the trip was not interrupted nor a detour made for a personal or non-work related reason.

Practical Approaches to Job Safety in theWorkplace:

• Formulate a safety policy• Implement and sustain the safety policy through a loss-

control program– Four elements of a loss-control program• Safety budget• Safety records• Management’s personal concern• Management’s good example

Practical Approaches to Job Safety in theWorkplace - continue

• Establish a safety committee– Five responsibilities of the safety committee

• Recommend (or critique) safety policies issued by top management

• Develop in-house standards per OSHA standards• Provide safety training for employees and

supervisors• Conduct safety inspections• Continually promote the theme of job safety through

theelimination of unsafe conditions and unsafe behaviors– Establish safety rules

• Indicate the consequences of not following the rules– Provide training for employees and supervisors– Offer feedback and incentives to improve safe

behavior

workplace?

1.Employee Assistance Programs (EAPs)

• EAPs provide assistance for troubled employees confronted by unresolved personal or work-related problems.

• Four management “musts” of a well-run EAP:– Express support for the program– Educate employees about the program and provide

necessary training on its use– Make the program accessible to employees– Ensure that it operates in a confidential, credible, and

neutral manner

How to promote Safety and Health in the

workplace?1.Employee Assistance Programs (EAPs)

How to establish an Employee Assistance Program (EAP)?• Develop a written statement of the objectives of the program, consistent

with organizational policy• Teach managers, supervisors, and union representatives what to do – and

what not to do – when they confront the troubled employee and when they use the program to resolve job performance problems

• Establish procedures for referral of the troubled employee to an in-house or outside professional who can take the time to assess what is wrong and arrange for treatment

• Develop a planned program of communications to employees to announce (and periodically to remind them) that the service is available, that it is confidential, & that other employees are using it.

• Continually evaluate the program in terms of its stated objectives.

How to promote Safety and Health in the

2.Promoting Health Awareness: WellnessPrograms

• The objective of wellness programs is not to eliminate symptoms and disease; it is to help employees build lifestyles that will enable them to achieve their full physical and mental potential

• The four-step process to health promotion:1. Educate employees about health-risk factors – life

habits or body characteristics that may increase the chances of developing a serious illness

2. Identify the health-risk factors that each employee faces

3. Help employees eliminate or reduce these risks through healthier lifestyles and habits

4. Help employees maintain their new, healthierlifestyles through self-monitoring and evaluation

Difficulties in Evaluating the Effectiveness ofWellness Programs

• Health-related costs that actually decrease are hard to identify• Program sponsors use different methods to measure

and report costs and benefits• Program effects may vary depending on when they are

measured (immediate versus lagged effects)• Program effects may vary, depending on how long they

are measured• Few studies use control groups• Data on effectiveness are limited in the choice of variables,

estimation of the economic value of indirect costs and benefits, estimation of the timing and duration of program effects, and estimation of the present value of future benefits.

MANAGING STRESS IN THE WORKPLACE

WHAT IS STRESS AND PRESSURE?• Organizational stress refers to the negative subjective response

of an individual to an inappropriate level of pressure.• Stress can be caused by psychological, social, organizational

or financial implications.• Pressure is something we we all face as life makes its various

demands upon us. It is not necessary problematic. However, when the level of pressure becomes harmful, counterproductive or in any way negative, the term, ‘stress’ then becomes applicable.

• Pressure is neutral, it can be positive or negative, whereas stress isalways negative, it where the pressure starts to do harm.

MANAGING STRESS IN THE WORKPLACE - continue

What causes stress in the workplace?1.Organizational environment:Very unsupportive management.Not receiving enough feedback.Manager playing ‘favorites’, and other power games.Lack of recognition and appreciation.Style of management.Weak organizational culture.2. Individual: Lack of skill, knowledge, & capabilities in performing the job. Role ambiguity – not sure about your own responsibility & expectations. Role overload – doing too many tasks. Poor work relations. Lack of career prospects. Personal problems.

MANAGING STRESS IN THE WORKPLACE - continue

• What is the cost of stress for the organization? – For the organization, stress tends to be very costly in terms of: reduced productivity & efficiency, low morale, absenteeism, high sickness, accidents, and high staff turnover rates. For the employee, a long term stress will definitely affect the individual’s standards of practice, quality, health, & also other people in the workplace.

• How to prevent occupational stress in the workplace? – Managers should ensure that staff are not overloaded, expectations are clear, adequate consultation & supervision are provided (PREVENTIVE). Formal support in terms of giving timely feedback, coaching & mentoring, & providing a conducive environment, & respecting your staff. For the employee, coping with stress is essential and this includes: removing the stressor from our lives, seeking diversion from the pressure(s) or relaxation & generally having a positive mindset. Don’t let stress control and harm your lives!!!!!!!!.

• What are the symptoms of stress in the workplace? – Some of the symptoms include: poor work performance, having a negative mindset, becoming emotional, bad temper, absent from work, lateness, & poor health.

MANAGING HIV/AIDS IN THE

WORKPLACE• HIV is Human Immundoeficiency Virus• AIDS is Acquired Immuno Deficiency Syndrome• Transmission is through: sex, blood tranfussion, sharing

un-sterilized syringes, needles and other instruments.• Global Summary of HIV/AIDS epidemic in December 2003:

40 million living with HIV, 5 million newly affected and 3 million died.

MANAGING HIV/AIDS IN THEWORKPLACE (Con’t)

•HOW TO PREVENT HIV/AIDS?: FOLLOW THE ABCD RULE. SET UP A WORKPLACE POLICY ON HIV/AIDS:• Provides a clear statement about non-discrimination.• Ensures consistency with appropriate national laws.• Lays down a standard behavior for all employees

(whether infected or not).• Gives guidance to supervisors and managers.• Helps employees living with HIV/AIDS to understand what support and care

they will receive, so that they are more likely to come forward for voluntary testing.

• Helps to stop spreading the virus through prevention programs.• Assists an enterprise to plan for HIV/AIDS & manage its impact, so ultimately

saving money.• Enhance the sustainability of the effort.

MANAGING HIV/AIDS IN THE WORKPLACE (continue)

STEPS TO BE TAKEN:1. Set up HIV/AIDS Committee.2. Decide on the set up of the committee, decision making power &

responsibilities.3. Review national laws and their implications for enterprises.4. Put programs in place.5. Monitor the impact.6. Review regularly the policy against external HIV/AIDS

information & its workplace implications - dynamic & responsive to the situation & new initiatives.

MANAGING HIV/AIDS IN THE WORKPLACE(continue)

• PREVENTION OD HIV/AIDS IN THE WORKPLACE - can be done throughINFORMATION (awareness raising), EDUCATION and TRAINING.

• PROVIDE HIV/AIDS CARE AND SUPPORT AT THE WORKPLACE -continuation of employment; workplace accommodation; a supportive workplace environment; care referral systems.

• ARTICLE 20 (Cambodian Law of the Prevention and Control of HIV/AIDS, 10th July, 2002) - “it is strictly prohibited to any compulsory HIV testing undertaken to indicate pre or post conditions for employment, admission to educational institutions, as well as for the exercise of freedom of abode, traveling, and the provision of medical services or other services.”

Confronting AIDS in the Workplace: Levi Strauss

& Co.’s Philosophies – An Example• No special AIDS policy; instead, the company addresses the needs of employees with AIDS and its coworkers within the framework of its general approach to employee relations

• No pre-employment testing of any sort for AIDS, and no AIDS screening questions on employment applications

• Employees with AIDS are treated with compassion and understanding – as are employees with any other life-threatening disease

• Employees with AIDS can continue to work as long as they are medically cleared to do so; they are also eligible for work accommodation

Confronting AIDS in the Workplace: Levi Strauss

& Co.’s Philosophies – An Example- Continue• Employees are assured of confidentiality when seeking

counselingor medical referrals

• Company medical coverage, disability-leave policy, and life insurance do not distinguish between AIDS and any other life- threatening diseases

• The company’s medical plan supports home health and hospice care for the terminally ill

• A case-management strategy is implemented whenever an employee becomes critically ill

• Managers are held accountable for creating a work environment that supports employees with AIDS

Confronting AIDS in the Workplace: Levi Strauss &

Co.’s Philosophies – An Example- continue• The company has assumed responsibility for educating

employees so that neither unwarranted fear nor prejudice affects the work environment of people with AIDS

• Individual, family, or group counseling is available to employees and their families through the company’s employee assistance program or through outside agencies

• The EAP staff conducts department and management counseling sessions on request about issues such as how to handle rumors about AIDS, how to deal directly with people’s feeling when a colleague becomes ill with AIDS, what colleagues can do to be helpful to a person with AIDS, and how to deal with grief associated with the death of a colleague