Chapter 16

Managing Workplace Safety and Health

Workplace Safety and the Law

Decline in workplace injuries and fatalities is due to improved safety and health conditions, but also the change of less people working in industries that high incidence of injuries. Numerous laws have been established to regulate workplace safety, specifically for industries with work hazards, such as coal mining. (Balkin et al, 2016, 530.)

Workers’ Compensation

Due to work-related injuries worker’s compensation law was established, which is based on the theory that work-related accidents and illnesses are costs of going business that the employer should pay for and pass on to the consumer. Workers’ compensation programs are designed to provide financial and medical assistance to employees injured on the job. The employee injury must occur in the course of employment, but may not be directly due to the performance of the job. (Balkin et al, 2016, 531.)

The benefits of workers’ compensation include: partial replacement of income lost as the result of total disability; impairment benefits for temporary or partial disability, based on the degree or duration of impairment; a burial allowance and income benefits for worker’s survivor in cases of work-related deaths; medical expense benefits; rehabilitation benefits for injured workers, and possibly vocational training if the employee can’t work at their previous occupation as a result of the injury (Balkin et al, 2016, 531).

The cost to employers of workers’ compensation insurance is directly affected by accidents (premiums) and may be higher in industries such as construction. The insurance is based on payroll, but premiums modified by an organization’s safety record. The system is subject to fraud, for example employers might not insure their employees or employees commit fraud. Data analytics software is being used by many insurance firms to detect possible fraud, and managers have a responsibility to confirm workers’ compensation claims. Legitimate workers’ compensation claims should be a central focus of responsible management. If causes for injuries can be identified, addressed, and reduced, the costs of injuries can be reduced.  (Balkin et al, 2016, 533.)

The Occupational Safety and Health Act (OSHA)

Occupational Safety and Health Act of 1970 (OSHA), is a federal law that requires employers to provide a safe and healthy work environment, comply with special occupational safety and health standards, and keep records of occupational injuries and illnesses. Under OSHA employees must comply with relevant safety, and health standards, and report all hazardous conditions, and work-related injuries to employer. The employer must provide employees information about hazardous substance in the workplace (Hazard Communication Standard). (Balkin et al, 2016, 533-534.)

Managing Contemporary Safety, Health, and Behavioral Issues

Managing workplace safety and health requires more that reducing number of accidents and injuries. Managers must deal with variety of practical, legal, and ethical issues, regarding individual rights (particularly the right to privacy), such as AIDS in the workplace. Many organizations also face the challenge of employees not committing to safety and health programs and measures, and the employers might view them intrusive. Commitment can be generated through communicating rationale for relevant safety and health practices, for example cost of accidents to organizations. (Balkin et al, 2016, 538.)

AIDS

AIDS, acquired immunodeficiency syndrome, has become an important workplace health challenge. The OSHA Bloodborne Pathogens Standards provide steps that workplaces where employees employees can be expected to come in contact with blood or other bodily fluids. OSHA requires workers to be educated about bloodborne pathogens and trained how to reduce the risks on infection. (Balkin et al, 2016, 538.)

ADA and the Manager’s role

According to ADA, having HIV infection or AIDS does not necessarily prevent people from performing the essential functions of most jobs, thus reasonable accommodations must be made, for example adjustments to work schedule. According to ADA guidelines, employer can not ask job candidates about their HIV or AIDS status or require them to make HIV test before making the job offer. The job offer can’t be withdrawn on the basis of positive HIV, unless the person would pose a direct threat to coworkers or customers, and the threat can’t be eliminated through accommodations. (Balkin et al, 2016, 539.)

Organizations’ educational programs can provide information about the disease and how it’s transmitted. However, there are restrictions to addressing the issue. According to ADA, confidential medical information can be disclosed to supervisory only for purposes of providing reasonable accommodation or safety personnel who might be required to provide emergency medical services to the employee. An employer who discloses an employee’s medical conditions, risks violating their right to privacy and right to work without discrimination. Open discussion of the issue of AIDS in the workplace can help to create a positive environment, but disclosure of an employee’s AIDS status is legally prohibited. (Balkin et al, 2016, 541.)

Violence in the Workplace

Violence in the workplace can be lethal or nonlethal and can take variety of forms, including assaults, threats, and sabotage. There should be proactive management that assesses risks and generates a policy. Domestic violence can impact the workplace by affecting the employee’s wellbeing and performance, for example by absenteeism. Some companies are proactive about domestic violence, for instance clothing retailer Macy’s West trains managers and sales associates how to detect signs of domestic violence and how to respond to the issue. Sabotage is form of workplace violence. It can be directed at a person, such as an attempt to damage someone’s career, or at an organization, such as damaging equipment or reputation. Commonly the motive is revenge. Many saboteurs are disgruntled former employees who feel unfairly treated. (Balkin et al, 2016, 542.)

Many people feel pressured in their jobs and fear layoffs, so events such as negative performance appraisals may add to the stress level and a potentially trigger a violent reaction. Managers should make sure employees are treated fairly. Addressing performance problems should focus on behavior and future improvement, and employees should never be disciplined in front of coworkers and humiliated. Also reducing the possibility of hiring workers prone to violence. Avoiding a negligent hiring charge requires thorough background checks (negligent hiring, is hiring an employee with a history of violent or illegal behavior without conducting background checks or taking proper precautions). (Balkin et al, 2016, 542-543.)

Cumulative Trauma Disorder (CTD)

Cumulative Trauma Disorder (CTD), or repetitive stress (or motion or strain) injuries (or illnesses or syndromes) is an occupational injury that occurs from repetitive physical movements, such as assembly-line work or data entry. Managers should take steps to reduce CTD by educating workers and altering the physical arrangements if necessary. (Balkin et al, 2016, 543.)

Hearing Impairment

Loud noise can lead to hearing impairment, disorientation and reduction of eye focus, which can lead to other accidents and injuries. OSHA developed the Occupational Noise Exposure standard, that requires organizations to provide hearing protectors free to employees exposed to an average of 85 decibels of noise or greater. Efforts to prevent hearing loss should include consideration of both system (machinery) and person (employee) factors. (Balkin et al, 2016, 544.)

Hazardous Chemicals and Genetic Testing

According to OSHA’s hazard communication standard requires that manufacturers and users or hazardous chemicals to identify the chemicals, provide employees with information about them, and train employees in understanding the dangers and how to handle them.  Determining whether a substance has hazardous effects and the levels at which toxicity is a concern can be difficult, however online resources are available such as Haz-Map, which is an online decision support system for recognizing and preventing diseases caused by chemical and biological agents in the workplace. Genetic testing is a form of biological testing that identifies employees who are genetically susceptible to illness or disability. (Balkin et al, 2016, 538.)

Safety and Health Programs

Effective safety programs are well-planned and thorough. Concern for safety should start at the highest level of organization and all levels should demonstrated safety awareness, have safety training, and rewarded for maintaining a safe workplace. The input and participation of line workers, who know the risks and what could be improved, is critical to effective safety program. Organization often establish a safety committee, which intents to have employees and managers to collaborate; to evaluate the adequacy of safety procedures; monitor findings and trends; review accidents, illnesses, and safety suggestions; and recommend and evaluate hazard solutions. (Balkin et al, 2016, 547.)

Employee Assistance Programs (EAPs)

Employee assistance programs (EAPs) are designed to help employees whose job performance is suffering because of physical, mental, or emotional problems. Organizations create EAPs because of their ethical and legal obligations to protect their workers’ physical and mental health. The causes of organizational stress (for instance climate, change, rules, management style) are frequently the causes of behavioral, psychological, and physiological problems for employees. Employees might sue the company or file workers’ compensation claims for stress-related illness. (Balkin et al, 2016, 548.)

Stress often results in burnout, which is a stress syndrome characterized by emotional exhaustion, depersonalization, and reduced personal accomplishment. Various health problems can result from burnout; mental health problems such as depression; physical problems such as fatigue, headaches, and insomnia; and organizational outcomes include turnover, absenteeism, and deceased job performance. Depression is a serious mental illness and a big problem in workplaces. Research suggests that depressed workers may be more prone to accidents due to for example lack of concentration, and slower reaction time. Depression can be treated with counseling and medication, but by professionals. (Balkin et al, 2016, 548.)

Wellness Programs

Whereas EAPs focus on treating troubled employees, wellness programs focus on preventing health problems. A complete wellness program consists of three components (1) helps employees to identify potential health risks through screening and testing, (2) educates employees about health risks, (3) encourages employees to change their habits. A newer cost effective approach for implementing a wellness program, is using technology and social media. Although there are costs to a wellness program, the return in terms of reduced health care costs and absenteeism can greatly offset the investment. According to resent study of wellness program in Midwest utility company, which looked at a nine-year period, suggest that the return for investment was 157 percent, with financial savings from reduced health care costs and less time away from work. (Balkin et al, 2016, 549-550.)

Case 1

Thomas (2013) writes that 21-year-old intern, in the Bank of America Merrill Lynch, died of an epileptic fit that was possibly triggered by fatigue after working ‘exceptional’ hours. He had not told anyone at the workplace about his condition. Moritz Erhardt’s death emerged conversation about the culture of punishingly long hours (Thomas, 2013). Coroner Mary Hassell said, that ‘one of the triggers for epilepsy is exhaustion and it may be that because Moritz had been working so hard his fatigue was a trigger for the seizure that killed him’. Erhard had never complained about his working hours (Thomas, 2013). This was a devastating case of hard-working, and ambitious young man however no job-related matter should come before health and is worth risking it.

Juergen Schroender, Erhardt’s development officer at Merrill Lynch, told the court that he had never known Erhardt to be unwell, and revealed that, in a questionnaire about health, Erhardt said he had no medical conditions, and was not taking any medication (Thomas, 2013). He told the inquest that it was difficult to know exactly what hours the student was working, and that interns generally work long hours, due to workload, peer pressure, and competition between employees to work longer hours than each other(Thomas, 2013). The case is very unfortunate, but it shows that employees should look after themselves and know their limits. Especially when dealing with a specific and dangerous health condition, the employer should always be aware of it. The bank was in the wrong for letting interns work for such exceptionally long hours, which can cause physical, mental and other health problems. There should’ve been a limit and the working hours should have been monitored.

Dennis Wierer, Mr Erhardt’s mentor at Merrill Lynch, said that ‘’In general I think well-being is very important in the bank’’, and he added ‘’exceptional hours Erdardt had reportedly been working in the days running up to his death were ‘to my knowledge, unheard-of hours’’(Thomas, 2013). Bob Elfring, co-head of the bank Merrill Lynch, said that there was not a current system for monitoring working hours at the bank. He continued that a global review had been launched, looking at issues including staffing and working hours at several levels’’ and said that this is a very serious effort (Thomas, 2013).

Case 2

Morgaine (2015) suggests, that wellness programs are more popular than ever and more than two-thirds of U.S. employers offer some wellness program. Wellness program is ‘’a program intended to improve and promote health and fitness that’s usually offered through the workplace’’ (HealthCare.gov). Employers offer employees healthy lifestyle habits and prevent future health issues (Morgaine, 2015). The programs may include discounts on monthly health insurance premiums, cash rewards, providing gym memberships, and offering healthier food options at work (Morgaine, 2015). Morgaine (2015) suggests that key to making the program successful is communicating to employees about the program, and how to participate. Dedicate time to help familiarize your employees with the program, and where to ask further information. (Morgaine, 2015.)

Morgaine (2015) argues, that heavy-handed and mandatory wellness programs are common reasons for employee dissatisfaction are generally not successful. For example, before Lowes initiated their tobacco-free policy in 2015, they gave employees plenty of advance warning (Morgaine, 2015). In 2011 they began offering 50-dollar monthly insurance discounts to employees that agreed to not use tobacco products, and gently introduced their tobacco-free policy, without alienating employees or leaving them struggling with an addiction (Morgaine, 2015). Morgaine (2015) suggests that employees should be rewarded for healthy behaviors, offer help, and reframe initiatives to help rather than punish. Pushing and mandatory wellness programs may be unmotivating, can cause pressure and dissatisfaction, and result in discouraging healthy habits. It is important that the employee can choose the activities to take part in and do it willingly, and that way it will be most effective.

Some wellness programs shift the cost onto employees, instead of ‘’saving’’ money. Under the Affordable Care Act, employers can charge penalties for health-contingent wellness programs up to 30 percent of the total cost of an employee’s premium. That means that in some cases employees can be charged for things like smoking. So, while charging certain employees more is legal (in the case of smokers, up to 50 percent more than the price of the premium), your employees may view this as unnecessary, unethical, and in some cases discriminatory. Morgaine (2015) suggests that programs should be offered to help your employees become healthier, developing healthier habits, rather than charging for unhealthy behaviors. Unhealthy behaviors such as smoking can be a very difficult process to get rid of, so putting pressure to change habits quickly is likely to result just as dissatisfaction and turnover.

According to American Journal of Managed Care ‘’no corporate weight control program has ever reported savings or even sustained weight loss’’ (Morgaine, 2015). Weight loss -based wellness programs also have seen backlash as they penalize employees who do not or can’t meet weight requirements, and in some cases end up encouraging unhealthy weight loss practices (Morgaine, 2015). Morgaine (2015) suggests that avoid making it about weight and focus on encouraging healthy behaviors and emphasize the rewards for healthy eating and exercise. Approach healthy weight loss as a positive side effect, rather than the main goal (Morgaine, 2015). I consider the concept of weight control program completely inappropriate, and absurd. In my opinion encouraging these types of programs will destroy self-esteem and cause mental problems such as unhealthy weight loss. Over any physical focused wellness program, I consider the best and most important approach to be focus on mental health.

Too many wellness programs focus only on physical wellbeing. Mental health challenges, like depression and stress have a huge effect on the overall wellness, productivity, and employee output. Workplaces that encourage wellbeing beyond physical, also consider social, emotional, financial, and community wellbeing have fewer sick days and more likely to retain employees, for example offering services like stress-management. The Society for Human Resource Management suggests that stress is responsible for absenteeism in over half of the 550 million working days lost annually in the U.S (Morgaine, 2015). Morgaine (2015) suggests that the focus on wellbeing should be beyond physical, and consider offering access to relaxation tools, such as meditation or yoga, and well-rounded access to mental health services.

Wellness programs are more effective when considering long-term return for investment. Wellness programs are truly effective over long term (Morgaine, 2051). Cost savings are debatable, and they take time to pay out. However, having less stressed, healthier, and more engaged employees and shared company culture that values well-being, wellness program is more likely to prove successful (Morgaine, 2015).

Article 1

Fini (2020) argues that motivating individuals to participate in a workplace wellness program is a challenge for health and wellness professionals. In addition to engaging employees, securing participation has become challenging, especially when employees work from a remote location. To achieve successful wellness programs managers should embrace incentives, pair programs with educational outreach and leverage the Web (Fini, 2020).

All programs are different, but the to all applies that more engaged individuals equals to long-term behavior changes (Fini, 2020). Fini (2020) argues that engagement is most often increased when it is tied to incentives for participation and meeting goals. Incentives can be for instance gym membership discounts, cash, and gift cards. It can be challenging to offer incentive package for employees working remotely, but by evaluating the work force, the right kind of incentives (possibly different) can be determined to employees in different areas (Fini, 2020).

Fini (2020) suggests that wellness programs should have an educational component, for instance courses and coatching, which will help employees to reinforce the benefits of a healthy lifestyle. Through the Web wellness education programs and information online can be delivered also to employees working remotely, for example by uploading videos, recorded sessions, and streaming webcasts. Online solutions are also much more affordable than traditional programs, such as on-site nutrition training (Fini, 2020). By hosting a wellness program online, employers can use a number of interactive tools, for instance health risk assessments (HRA) and educational health modules, that are affordable. They also allow companies to customize information for employees, for example HRAs can identify current health issues and recommend actions for specific employee (Fini, 2020). Fini (2020) suggests that online wellness programs offer comprehensive reporting capabilities. Fini (2020) argues that the privacy and convenience of the Internet eliminates the hesitation some employees might have about sharing personal information with the managers and allows the wellness goals of the individual to remain private. An online program might not be a solution for companies with additional reporting and privacy requirements placed on employers, and laws should be taken into consideration (Fini,2020). To get the best results for investment, companies should incorporate online solutions as part of a wellness program and consider engaging employees in the process when designing a wellness program (Fini, 2020).

Article 2

Nitta (2017) argues that workplace wellness programs reduce employee sick days and medical costs, and can improve productivity and overall mood and well-being of your staff. Nitta (2017) points out examples of how companies can foster wellness in the workplace. (1) The David Suzuki Foundation offers its employees a 4-day workweek and flexible working hours, which empowers employees to have a work-life balance (Nitta, 2017). In addition, the company also provides possibility to shower for employees that run or ride their bikes to work, walking meetings, and a beautiful west coast-inspired office space (Nitta, 2017).

Zappos offers its employees a robust workplace wellness program, including yoga, fitness studios, nap room, and mini golf course (Nitta, 2017). Nitta (2017) argues that additionally, the company reimburses its employees for their fitness-related activities such as gym membership tor marathon registrations, and encourage employees to stay active. Nitta (2017) also suggests that the company provides ‘’Wellness Adventures’’, where the teams do something entertaining outside of the office, for example golf lessons. Also on certain days during lunch the company offers games such as basketball or volleyball (Nitta, 2017). I would love to work in a company that offers multiple options for wellness activities.

References

Balkin, D.B., Cardy, R.L. & Gomez-Mejia, L.R. 2016. Managing Human Resources.  Global Edition 8th ed. Pearson. London. pp. 528-550.

Fini, A. 2020. Successfully Engaging Employees in Wellness Programs. https://www.corporatewellnessmagazine.com/article/successfully-engaging-employees-in-wellness-programs. Accessed: 4 March 2020.

Morgaine, B. 2015. Do Corporate Wellness Programs Really Work? URL: https://www.liveplan.com/blog/does-corporate-wellness-work-the-surprising-truth-about-employee-wellness-programs/. Accessed: 1 March 2020.

Nitta, C. 2017. 3 Examples of Companies Who Prioritize Wellness in the Workplace. URL: https://risepeople.com/blog/3-companies-that-prioritize-wellness-in-the-workplace/. Accessed: 4 March 2020.

Thomas, E. 2013. ‘Exhausted’ Merrill Lynch intern died from epileptic fit in shower after he ‘pulled three all-nighters at bank where employees compete to work the longest hours’. URL: https://www.dailymail.co.uk/news/article-2511911/Moritz-Erhardt-exhausted-Merrill-Lynch-intern-died-epileptic-fit.html#ixzz4RTj2xoP1. Accessed: 1 March 2020.