IA 5 : ORGANISATION FACTOR
45-IA5-01 45-IA5-01 RRC-IA 5 RRC-IA 5 – – SAQ 1 (a) SAQ 1 (a) (a)(a) Give the meaning of the term ‘Give the meaning of the term ‘ health and safety culture’health and safety culture’. (2). (2) (b)
(b) Outline Outline thethe role of an organisationrole of an organisation in in the development the development of a of a positive health and positive health and safety culture. safety culture. (12)(12) (c)
(c) Identify Identify ways ways of of measuring measuring the the effectiveness effectiveness of of a a health health and and safety safety culture. culture. (6)(6) (a), The term “health and
(a), The term “health and safety culture” by referring to the shared perceptions, beliefs, attitudes andsafety culture” by referring to the shared perceptions, beliefs, attitudes and behaviorbehavior patterns and values that member of an organisation have in the area of health and safety.
patterns and values that member of an organisation have in the area of health and safety.
The safety culture of an organization is the system of shared values and beliefs about the importance of The safety culture of an organization is the system of shared values and beliefs about the importance of health and safety in that workplace. The culture is how workers at all level within the organization think and health and safety in that workplace. The culture is how workers at all level within the organization think and feels about the health and safety, and about how this translates into their behaviors. The culture may be feels about the health and safety, and about how this translates into their behaviors. The culture may be positive or negative and will pervade / spread the whole organization from top to the bottom.
positive or negative and will pervade / spread the whole organization from top to the bottom. b)
b) An impo
An important rolrtant role for the for the organe organisation in isation in the devthe developmeelopment of a nt of a positivpositive health e health and saand safety cultufety culture woure would beld be -- To demonstrateTo demonstrate leadership and commitmentleadership and commitment from the top which would include the development from the top which would include the development
and implementation of a health and safety policy, and implementation of a health and safety policy,
-- Identifying andIdentifying and allocating key health and safety responsibilitiesallocating key health and safety responsibilities and and
-- Ensuring both thatEnsuring both that adequate resourcesadequate resources are provided for health and safety but that also it is given are provided for health and safety but that also it is given the same importance as other objectives such as production and quality.
the same importance as other objectives such as production and quality. -- This should then lead to the completion of theThis should then lead to the completion of the necessary risk assessmentsnecessary risk assessments,, -- The introduction ofThe introduction of safe systems of worksafe systems of work and and
-- The provision ofThe provision of trainingtraining for the workforce. for the workforce.
During this process communication and consultation with the workforce will be of paramount During this process communication and consultation with the workforce will be of paramount importance.
importance.
Once the systems are in place, it will be imperative that their effectiveness is monitored on a regular basis and Once the systems are in place, it will be imperative that their effectiveness is monitored on a regular basis and that any deficiencies are seen to be rectified in as short a time as practicable.
that any deficiencies are seen to be rectified in as short a time as practicable. c)
c)
Ways of measuring the effectiveness of a health and safety culture through Ways of measuring the effectiveness of a health and safety culture through
-- TheThe assessment of recordsassessment of records such as those of accidents and/or incidents together with the findings such as those of accidents and/or incidents together with the findings of any investigations that were carried out; cases of ill-health; staff turnover and sickness
of any investigations that were carried out; cases of ill-health; staff turnover and sickness absenteeism;
absenteeism;
-- TheThe effectiveness of communicationeffectiveness of communication with the workforce and any complaints received on the with the workforce and any complaints received on the subject of working conditions.
subject of working conditions.
-- The organisation might also make use ofThe organisation might also make use of surveys, value questionnairessurveys, value questionnaires on the subject of health on the subject of health and safety, appraisal interviews and/or simply by observing the behaviour and commitment of the and safety, appraisal interviews and/or simply by observing the behaviour and commitment of the workforce.
workforce.
Q11. Jan 2011 Q11. Jan 2011
46-IA5-02 46-IA5-02 RRC-IA 5 RRC-IA 5 – – SAQ 1 (b) SAQ 1 (b) (a)
(a) Give the meaning of the term ‘safety culture’.Give the meaning of the term ‘safety culture’. (2)(2) (b)
(b) Outline Outline a a range range ofof organisational issuesorganisational issues that may act as barriers / (negative H&S culture) to the that may act as barriers / (negative H&S culture) to the improvement
improvement of of the the safety safety culture culture of of an an organisation. organisation. (8)(8)
a The safety culture of an organization is the system of shared values and beliefs about the importance of a The safety culture of an organization is the system of shared values and beliefs about the importance of health and safety in that workplace. The culture is how workers at all level within the organization think and health and safety in that workplace. The culture is how workers at all level within the organization think and feels about the health and safety, and about how this translates into their behaviors. The culture may be feels about the health and safety, and about how this translates into their behaviors. The culture may be positive or negative and will pervade / spread the whole organization from top to the bottom.
positive or negative and will pervade / spread the whole organization from top to the bottom.
B There are many possible barriers to the development of a positive health and safety culture within an B There are many possible barriers to the development of a positive health and safety culture within an organization. These are not dissimilar from the factors that promote a negative health and safety culture and organization. These are not dissimilar from the factors that promote a negative health and safety culture and include the following
include the following – – Organisational issues
Organisational issues that could act as barriers to the improvement of the safety culture of an organisation that could act as barriers to the improvement of the safety culture of an organisation such
such as as
-- The lack of senior management commitment;The lack of senior management commitment;
-- A failure A failure to allocato allocate adete adequate requate resources sources to suppoto support improvrt improvement;ement;
-- The absence of effective means of communication with workers to secure their involvement;The absence of effective means of communication with workers to secure their involvement; -- A lack o A lack of trust af trust and connd confidence fidence in manain management by gement by the worthe workforce;kforce;
-- High staff turnover making cultural improvement difficult to embed;High staff turnover making cultural improvement difficult to embed; -- A history A history of pooof poor industr industrial relatrial relations;ions;
-- The existence of a blame culture;The existence of a blame culture;
-- Workforce cultural issues such as race and language and the lack of positive decision making byWorkforce cultural issues such as race and language and the lack of positive decision making by management on the level of priority accorded to health and safety leading to uncertainty among the management on the level of priority accorded to health and safety leading to uncertainty among the workforce.
workforce.
(Refer RRC) for all detailed barriers
(Refer RRC) for all detailed barriers (negative H&S culture)(negative H&S culture). 20 marks. 20 marks
There are many possible barriers to the developments of a positive H&S culture within an organization. These There are many possible barriers to the developments of a positive H&S culture within an organization. These are not dissimilar from the factors that promote negative H&S culture and include following:
are not dissimilar from the factors that promote negative H&S culture and include following: Company reorganization
Company reorganization – – change is unsettling for all people in an organization and during times of change change is unsettling for all people in an organization and during times of change people may lose their belief in the company and its aim and means. For example, a company downsizing and people may lose their belief in the company and its aim and means. For example, a company downsizing and making workers redundant will struggle to secure worker commitment to a H&S policy that s
making workers redundant will struggle to secure worker commitment to a H&S policy that s tate that “ Peopletate that “ People are most valuable asset”.
are most valuable asset”.
Lack of confidence in the management
Lack of confidence in the management – –if workers do not trust management to make sound decisionif workers do not trust management to make sound decision about the direction of the organization and the methods used, then they will not engage in initiatives started by about the direction of the organization and the methods used, then they will not engage in initiatives started by management. management. Q4. Jan 2013 Q4. Jan 2013 Q4. Jan 2010 Q4. Jan 2010
Lack of leadership
Lack of leadership – –people in organization need to see that people in management positions are showingpeople in organization need to see that people in management positions are showing clear leadership with regards to H&S. If no managers are clearly showing the leadership and indicating the clear leadership with regards to H&S. If no managers are clearly showing the leadership and indicating the way forward, then workers will not be able to make their own way. Clear leadership, demonstrated by clear way forward, then workers will not be able to make their own way. Clear leadership, demonstrated by clear decision making as the way forward, coupled with action will show others where to head.
decision making as the way forward, coupled with action will show others where to head. Lack of resources
Lack of resources – –H&S costs money. If safety is not adequately resourced in terms of money andH&S costs money. If safety is not adequately resourced in terms of money and
personnel then positive improvements will be hard to achieve. For example: a H&S safety budget being cut to personnel then positive improvements will be hard to achieve. For example: a H&S safety budget being cut to achieve a short term financial target, resulting in the loss of part time safety officer.
achieve a short term financial target, resulting in the loss of part time safety officer. Lack of management commitment
Lack of management commitment – –in the absence of senior management commitment, resource andin the absence of senior management commitment, resource and attention will not be paid to H&S. priorities will lie elsewhere and others within the organization will respond attention will not be paid to H&S. priorities will lie elsewhere and others within the organization will respond accordingly.
accordingly.
It is only with the clear commitment from senior management that organization can hope to make positive It is only with the clear commitment from senior management that organization can hope to make positive improvement to their safety culture. For example if senior managers are heard to belittle and denigrate / improvement to their safety culture. For example if senior managers are heard to belittle and denigrate / degrade H&S in meetings, this will send a clear and negative message to middle and junior staff. degrade H&S in meetings, this will send a clear and negative message to middle and junior staff. Poor communications
Poor communications – – in in the absence of clearly communicated policies and decision making, people will the absence of clearly communicated policies and decision making, people will not be subject to the positive influence to their organization. They will be left to make their own minds up not be subject to the positive influence to their organization. They will be left to make their own minds up about how important H&S is. If communications are clear, then they will know what the organization is thinking about how important H&S is. If communications are clear, then they will know what the organization is thinking and what the organization is doing to improve H&S. for example; notice boards, team briefings and
and what the organization is doing to improve H&S. for example; notice boards, team briefings and management meeting minutes do not feature any H&S element.
management meeting minutes do not feature any H&S element. 47-IA5-03 47-IA5-03 RRC-IA 5 RRC-IA 5 – – LAQ 3 LAQ 3 a.
a. Describe the indicators and measures that could be Describe the indicators and measures that could be used to assess the used to assess the H&S culture of an organisation. 12H&S culture of an organisation. 12 b.
b. Describe the organisational factors that may influence the success of an org ‘s H&S culture. 8Describe the organisational factors that may influence the success of an org ‘s H&S culture. 8 a.
a. The indicators and the measures that could The indicators and the measures that could be used to assess the be used to assess the H&S culture of an organisation wouldH&S culture of an organisation would include:
include:
-- AttitudeAttitude towards H&S by workers / managers towards H&S by workers / managers
-- Accepta Acceptance ofnce of H&S responsibilitiesH&S responsibilities which can be assessed by questionnaire or interview which can be assessed by questionnaire or interview
-- The extent of communication on H&S within the org. this might be assess by viewing all of the variousThe extent of communication on H&S within the org. this might be assess by viewing all of the various forms of communication that are apparent.
forms of communication that are apparent.
-- TheThe integrationintegration of H&S into other management function (e.g. purchasing) this might be assessed by of H&S into other management function (e.g. purchasing) this might be assessed by reference to policy and procedure documentation and by interview.
reference to policy and procedure documentation and by interview.
-- TheThe influenceinfluence of H&S into other management decision- making. This might be assessed by reviewing of H&S into other management decision- making. This might be assessed by reviewing management meetings minutes and by interview.
management meetings minutes and by interview.
-- The effectiveness and composition of the saThe effectiveness and composition of the safety committee. This could be assessed by viewing fety committee. This could be assessed by viewing meetingsmeetings minutes and by interview
minutes and by interview
-- The status of safety advisors. This could be assessed by examining the position of the safety advisor .The status of safety advisors. This could be assessed by examining the position of the safety advisor . within the org and by ref to salary.
within the org and by ref to salary.
-- The quality of H&S policy and its effectiveness. This might be assess by reading policy documents and byThe quality of H&S policy and its effectiveness. This might be assess by reading policy documents and by audit
audit
-- Ref to H&S in the org’s annual report.Ref to H&S in the org’s annual report.
-- The standard reactive monitoring data such as The standard reactive monitoring data such as loss time indents etc. though these are loss time indents etc. though these are fairly fairly limited in thelimited in the context of assessing safety culture.
context of assessing safety culture.
b)the factors that may influence the success of an attempt to improve an org’s H&S culture would include : b)the factors that may influence the success of an attempt to improve an org’s H&S culture would include : -- The induThe indu strial relations (IR)strial relations (IR)climate within the org. if this is good then achieving harmony and buy in willclimate within the org. if this is good then achieving harmony and buy in will
be fairly easy.
be fairly easy. If IR is poor then certain groups If IR is poor then certain groups of workers may not engage of workers may not engage with attepts to improve thewith attepts to improve the culture and may even deliberately sabotage such attempts.
culture and may even deliberately sabotage such attempts.
-- T h e c o n f i d e n c e o f t h e w o r k f o r c e T h e c o n f i d e n c e o f t h e w o r k f o r c e in their management’s ability to control risks. If management have thein their management’s ability to control risks. If management have the trust of the workforce in this respect then workers are more likely to listen to and respond to improvement trust of the workforce in this respect then workers are more likely to listen to and respond to improvement programmes
programmes
-- M a n a g e m e n t c o m m i t m e n t t o H & S M a n a g e m e n t c o m m i t m e n t t o H & S . is commitment is seen to be demonstrated, then those workers who. is commitment is seen to be demonstrated, then those workers who support any improvement programmes have ammunition to win the argument. If management commitment support any improvement programmes have ammunition to win the argument. If management commitment does not exist or is not see to exist then those arguments will be lost.
does not exist or is not see to exist then those arguments will be lost.
-- T h e r e s o u r c e s a n d T h e r e s o u r c e s a n d e x p e r t i s e d e v o t e d to H & S .e x p e r t i s e d e v o t e d to H & S .lack of resource handicaps any improvementlack of resource handicaps any improvement
programme. Good resourcing and the presence of the right people in the right positions will allow the best programme. Good resourcing and the presence of the right people in the right positions will allow the best chance of success.
chance of success.
48-IA5-04
48-IA5-04 (a)Organisations are said to have(a)Organisations are said to haveb o t h f o r m a l a n d in f o r m a l s t r u c t u r e s a n d g r o u p s b o t h f o r m a l a n d in f o r m a l s t r u c t u r e s a n d g r o u p s . Outline the difference. Outline the difference between ‘formal’
between ‘formal’ AND ‘informal’ in this context. AND ‘informal’ in this context. (6)(6)
(b)The development of a health and safety culture requires control,
(b)The development of a health and safety culture requires control, co-operation, communication andco-operation, communication and competence. Outline what ‘co
competence. Outline what ‘co--operation’ operation’ means in this context, means in this context, A N D g i v e A N D g i v e examples to support your answer. 6 examples to support your answer. 6 (c)Organizational change can, if not properly managed,
(c)Organizational change can, if not properly managed, promote a negative health and safety culture promote a negative health and safety culture. Outline. Outline the reasons for this. (8)
the reasons for this. (8) a. A
a. A formalformal structure or group is hierarchical, generally shown in an organisational chart and characterised by structure or group is hierarchical, generally shown in an organisational chart and characterised by defined responsibilities and agreed reporting lines, while an
defined responsibilities and agreed reporting lines, while an informalinformal structure is characterised by social structure is characterised by social and personal relationships, habitual and related contacts and the presence of strong characters with and personal relationships, habitual and related contacts and the presence of strong characters with personality and communication skills that may exert personal influence.
personality and communication skills that may exert personal influence. <b. Internationally recognised H&S Management models,
<b. Internationally recognised H&S Management models, including OHSAS 18001 and HSG65, include anincluding OHSAS 18001 and HSG65, include an