Management Commitment

Management commitment is an important precondition for effective worker representation. Much of the focus in the literature is on senior management commitment to OHS (Olle-Espulga et. al., 2014; EU-OSHA, 2012; 2018; Walters and Nichols 2007; Milgate et. al., 2002). This is, however, extended to a commitment to representation following from the discussion that representation is important to good OHSM. But, line managers are also important in ensuring the success of workplace representative arrangements. Simard and Marchand (1994) for example, argued for the integration of line managers in participatory arrangements as this affects the effectiveness of such arrangements for OHSM. They concluded that “…the type of supervisory involvement in safety that seems to have an impact on worker accidents is one that integrates workers’ participation.” In contrast, hierarchical type of supervision was associated with higher accident frequency rates (Simard and Marchand, 1994: 178).

Notwithstanding, senior managers have the power and control over resources to implement representation (Geldard et. al., 2010). Walters and Gourlay (1990) [discussed in Walters et. al., 2005: 36] found in their study of the effectiveness of representatives, the other preconditions to support representation were dependent on management’s willingness to commit to participation. Management commitment is demonstrated through managers’ or employers’ adherence to their statutory obligations to implement and support representative arrangements; investing in preventive actions such as training and risk assessment; and making use of safety professionals (Walters and Nichols, 2007; EU-OSHA, 2012; 2018).

The empirical evidence for the importance of management commitment is seen in studies using both direct and indirect measures to demonstrate its association with positive OHS outcomes (EU-OSHA, 2018; Morse, et. al. 2013; Geldart et. al., 2010; Shannon et. al. 1997). Studies in North America using direct

measures reveal that management commitment is associated with lower compensation rates and injury rates (Morse, et. al., 2013; Geldart et. al., 2010; Shannon et. al. 1997). In Canada, Shannon et. al. (1997) found that management style and culture, that is, whether they had good relations with workers and took an active role in OHS and empowered workers, were consistently related to lower injury rates. As they argued “…many of the important variables seem to reflect a genuine concern by management for its workforce. It is unlikely that this can be acquired simply by ‘tinkering’ with policies and practices….” (Shannon et. al., 1997: 213).

Another Canadian study also found that lower injury rate workplaces were more likely to demonstrate higher management commitment (Geldart et. al., 2010). Additionally, these workplaces were more likely than medium and high injury rate workplaces to include OHS responsibilities in managers’ job descriptions (Geldart et. al., 2010: 566). Similar to Shannon et. al.’s (1997) findings, empowerment of workers and demonstrated management commitment, were features of workplaces with low injury rates. Geldard et. al. (2010) also revealed that joint health and safety committees in workplaces with low injury rates had executive functions and greater involvement of workers. The opposite was seen for workplaces having higher injury rates, as management in these situations was more likely to reject committee recommendations.

From these findings Geldard et. al. (2010: 569) concluded that worker and management collaboration is important in effective OHSM and outcomes. They argued that:

… it is management that has the authority to make decisions on OHS. Ultimately…it is the attitude and values of top management and the manifestation of those attitudes in the form of operational policies and informal actions which contribute to safer workplaces.

Similarly, Walters and Nichols (2006) found in their study of cases in the chemicals industry in the UK, that participatory arrangements were most developed in the cases where management commitment to demonstrable actions

rather than “tinkering with policies,” was highest. The indicators of high management commitment included a senior person named as being responsible for health and safety; the discussion of OHS issues at board level; written safety policies which included the names of senior persons and their responsibilities for health and safety matters; and active engagement with, and commitment to a meaningful participatory system (Walters and Nichols, 2006: 241). In the cases demonstrating high management commitment, workers also had positive perceptions of arrangements for OHSM. Throughout that study there was consistent alignment between positive actions and attitudes with the case studies that had high management commitment.

At the EU level, a study of a variety of organizations in different industries, also supported the importance of management commitment. Workplaces with a combination of representation and high management commitment to OHS were seven times more likely to have implemented good OHSM practices. For psychosocial risks, workplaces with this combination of management commitment and representation, were five times more likely, than those without this combination, to have implemented good OHSM practices (EU-OSHA, 2018: 8). This effect is important to note as psychosocial issues are being increasingly discussed in the maritime press.14

An important indicator of management commitment is their investment in the competence of representatives and members of the health and safety committees (Markey and Patmore, 2011; Geldart et. al. 2010; Walters et. al. 2005; Shannon et. al. 1997). Competence of representatives is associated with improved OHS outcomes for workers (Geldart et. al. 2010; Liu, et. al. 2010; Shannon et. al. 1997). In evaluating the effects of safety committees on injury rates, Liu et. al. (2010), found that only firms that comply with their statutory obligation to train members of the safety committee recorded reduced injury rates. Training however was more significant if it was continuous. Workplaces with higher injury

14 _{Example: Safety4Sea (2018): https://safety4sea.com/cm-addressing-seafarer-mental-health-}

issues/

The Maritime Executive (2017): https://www.maritime-executive.com/article/bbc-looks-at-

rates provided lower levels of continuous training. Morose et. al.’s (2013), USA study, supports these findings showing that companies where committee members were trained recorded lower compensation rates.

Safety representatives or participatory programmes in the workplace are constrained by management’s willingness and/or capacity to meet their obligations (EU-OSHA, 2018; Olle-Espulga, et. al. 2014; Markey and Patmore, 2011). In assessing safety representatives’ perceptions of support to carry out their duties, Olle-Espulga et. al. (2014) found that management’s willingness to invest in OHS affected representatives’ ability to fulfil their roles. Lack of management commitment in this particular study also impacted how much workers engaged with their representatives due to fear of reprisals from management (Olle-Espulga et. al., 2014: 342 & 346).

This section explores the literature on management commitment showing its importance both on direct and indirect measures of health and safety outcomes for workers and good OHSM practices. Although supervisory management is important, it is evident that, as the decision-makers, senior management’s commitment is essential to establish the culture and practices to support representation (Walters and Nichols, 2007; Shannon et. al., 1997). Such support requires tangible evidence such as providing resources and ensuring the competence of representatives as well as naming a top manager as being responsible for health and safety. In short, commitment should be seen in the words as well as the actions of top management, and their support for worker involvement and the management of health and safety is collaborative rather than unilateral.