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LECTURE NOTES-MAY SEP 2O11 BIT 3106-INDUSTRIAL MGT

NEED FOR HEALTHY AND SAFETY MEASURES IN INDUSTRIES OR ENTERPRISES For many organizations, health and safety is a corporate governance issue. The management should integrate health and safety into the main governance structure, including board subcommittees, such as risk, remuneration and audit. The turn bull guidance on the combined code on corporate governance requires listed companies to have robust system of internal control, covering not just narrow financial risks but also risks relating to the environment, business reputation and health and safety. When addressing health and safety measures, it should not be seen as a regulatory burden, it offers significant opportunities which include i. action is lessened. ii. partners iii. iv. A better reputation for corporate responsibility among investors, customers and communities. Increased productivity- employees are healthier, happier and better motivated Impediments to health and safety measures in organizations. Some of the impediments of health and safety measures in organizations are. i. meaning of health and safety. ii. Issues in relation to the time and cost incurred through the implementation of good practice. Lack of understanding and awareness of the Improved standing among suppliers and Reduced cost and reduced risks: Employees

absence and turnover rates are lower, accidents are fewer, the threat of legal

iii. legislation and regulations. iv. v. vi.

The perceived complexity of health and safety Attitudes held toward health and safety. The culture of organizations and the value attached to involvement in health and safety. The size and type of organization.

Some measures used by organizations to promote the safety of their employees. Safety measures are activities and precautions taken to improve safety, i.e. risk to human health. Common safety measures include. i. Root cause analysis- to identify causes of a system failure and correct deficiencies. a. Visual examination for dangerous situations such as emergency exits blocked because the are being used as storage areas. b. Visual examination for flaws such as cracks, peeling and loose connections. ii. iii. iv. v. vi. Stress testing; - subjects a person or product to stresses in excess of those the person or product is designed to handle, to determine the breaking point. Training of employees:- vendors and products users. Instruction manuals: - explaining how to use a product or perform an activity. Physical examination to determine whether a persons physical condition that would create a problem. Industry regulation so suppliers know what level of quality is expected, industry regulations is often imposed to avoid potential government regulations.

Exercise Discuss- What Are The Obstacles Involved In Health And Safety At Work?

EMPLOYEE-EMPLOYER RELATIONS

Introduction The relationship that exists between an employer and employees in an organization is referred to as labour relations or industrial relations. When there is willing cooperation from workers towards the achievement of organizational goals, we can say there is a good labour relation. There are many factors that can contribute to either good or poor relations. A correct perspective of labour relations is possible with an appreciation of the stages of development through which an organization or a country has passed over a period of time. The practices considered to be acceptable in the western and other industrialized countries may not be applicable in the less industrialized countries. The scope of employee-employer relations covers three areas: a) Relations between managers and individual employees b) The collective relations between employers and trade unions c) Trade unions and the role of government in the regulation of the two above. Causes of Good employee-employer relations A major problem in any organization is how to provide conditions for good labour relations. In some cases, managers may be led to wonder whether they should give in to a strike whether they really need a union. Every organization should strive to induce good labour relations and ensure industrial peace by avoiding labour unrest such as strikes, work stoppages, boycotts and lockouts. Some of the conditions necessary for maintaining and establishing good labour relations are: a) Recognition by the employer that the workers are part of the team working towards the common goals. b) Willingness on the part of the workers to deliver the goods. c) Fair attitudes of supervisors towards workers rights. d) Refusal by both workers and trade union leaders to be unduly influenced by political leaders who may unite them to stage strikes for their own publicity or other political gains.

e) Adopting a policy which ensures the worker an equitable share of the gains of increased productivity. f) Payment of fair wages /salaries and adequate payment structure as well as establishing satisfactory working conditions. g) Introduction of a suitable system of workers education at all levels as well as provision of appropriate tools. h) Training in labour and human relations skills of workers, technical staff all managers and union representatives. i) Establishing an adequate communication channel between management and workers in order to keep workers informed about decisions which affect their work and interests. j) Establishing an atmosphere of participation through joint committees, consultation, quality circles and other methods. Poor employee-employer relations The major source of poor labour relations (resulting in inefficiency) and labour unrest are found in both management and trade unions (where trade unions do not exist, the causes may be attributed solely to management).Management in certain cases may not be concerned enough to find out causes of dissatisfaction and unrest until it is faced with serious labour unrest like a strike. Other reasons for poor relations may be unsatisfactory conditions of work and disregard of workers welfare. Other common causes include but not limited are: a) Workers indiscipline. b) Unhealthy working conditions. c) Intolerant attitude of contempt towards the workers on the part of management. d) Inadequate fixation of payment or payment structure. e) Lack of human relations skills on the part of supervisors, managers and shopstewards. f) Desire on the part of the workers for higher pay and other benefits and corresponding desire by management/employers to give as little as possible.

g) Inopportune introduction of technological changes without prior preparation and provision of the right climate. h) Unduly heavy workloads. i) j) Unfair labour practices such as victimization and undue dismissals. Retrenchments, dismissals and lockouts on the part of the management and strikes, picketing and boycotts on the part of the workers. k) General economic and political environment such as rising prices, strikes by workers in similar firms and general indiscipline. Discipline Discipline is the action taken by management against an individual or a group of individuals who have failed to follow the established rules and procedure within the organisation.In management terms, discipline is the control of undesirable behaviour. It includes corrective measures considered necessary to enforce rules since the goals and management are not necessarily always the same. Discipline is also the force that prompts individuals or groups to observe rules, standards and procedures deemed necessary for any organization.Therefore,every organization requires a disciplined labour force in order to achieve its objectives. Employee discipline is orderly behaviour whereas a disciplinary action is penalty for misbehaviors or the violation of the organizations rules.

Approaches to discipline There are two common approaches to discipline, namely: positive or constructive and negative/ destructive approach.

Positive/ Constructive discipline It fosters cooperation and a high level of morale among employees so that written and unwritten rules and procedures are obeyed willingly. This can be achieved if the following procedures are followed: Instructions should be explained in such a way that they are understood, and if doubts are expressed, the instructions should be explained again. All employees should be treated fairly and without personal preference or prejudice. Careful study of each individual should be made in attempting to harmonies the efforts of all employees. Bullying shows bad manners; shouting or becoming impatient when matters are not proceeding according to expectations should be avoided; however, matters relating to security and safety must never be sacrificed. Workers should be encouraged to ask questions and be counseled when they have problems or when they make mistakes. Supervisors and managers should set examples by not breaking rules such as NO SMOKING Supervisors and managers should make efforts to study the personalities in the group and try to avoid putting together people who are not likely to cooperate. Negative discipline This approach means control by force, threats and dismissal. It was traditionally referred to as autocratic exploitation. It is a failure in itself because although workers may comply with orders, they often produce minimum output and show dissatisfaction in many other ways. There are other alternative approaches to discipline like criticism and administrative punishment. Criticism Criticism can be used constructively by management so long as the supervisor or manager does not antagonize workers by: Attacking their personal attributes

Criticizing character traits Blaming the worker without trying to improve the situation Criticizing the worker in the presence of co- workers.

Administrative punishment This is often used as an approach to discipline. It is normally through actions like demotion, assignment to other duties (transfer) and dismissal. Because of union involvement in an organizations affairs, this approach is effective if progressive discipline is followed. Progressive discipline uses oral warning, written warning, suspension and discharge. The following checklist can be used as a consideration before any disciplinary action is taken. Degree of severity of the offence. Employees length of service with the organization. Provocation, if any, that may have led to the offence. Number of previous offence(s). Nature of previous offence(s). Previous warnings or other disciplinary actions for previous offence(s). Organization rules and procedures are they clear? Are they reasonable? Have they been communicated to the employees? Whether organization rules and procedures have been consistently applied. Past disciplinary actions for similar offence(s). Employees pattern of conduct. Supervisory practices. Is the contemplated penalty reasonable and appropriate for the offence?

Causes for disciplinary action Any disciplinary action should be justified. Some of the causes for disciplinary action are: Lateness. Absenteeism without good cause. Absence from officially assigned place of work.

Smoking where it is prohibited. Improper use of employers equipment, machines and other tools. Fighting at the place of work. Pilfering (Stealing). Indecent or immoral conduct. Misappropriation of funds (for those who are entrusted with money). Incompetence. Endangering the safety of others and the organizations property.

How to enforce discipline One of the major problems faced by both managers and supervisors is how to deal with people under their supervision. A Correct approach to motivate, give instructions and where necessary to reprimand must be adopted. In most cases, lack of discipline is a result of lack of motivation and poor leadership which are basic for effective employee discipline. Five basic rules can help to reduce the resentment inherent in all disciplinary actions: I. Immediacy. II. Advance warning. III. Consistency. IV. Impersonality. V. Documentation.

Immediacy Disciplinary actions should be taken as soon as possible, after the violation has been noticed. After noticing an offence, the supervisor/manager should act immediately. This approach is commonly referred to as the hot stove rule. It draws a comparison between touching a hot stove, experiencing pain, and immediately withdrawing from touching the stove. When one touches a hot stove, the reaction is immediate, consistent and impersonal: no second warning is required. Discipline should be directed against the act and not against the person; it should be immediate and consistent. Of course, this approach will depend on the nature of the

offence and the circumstances. Where safety and security are threatened, this approach is appropriate. Advance Warning All employees should know in advance what is expected of them and what the rules and procedures are. They need to be informed very clearly that certain acts will lead to disciplinary action. Despite the fact that there are written rules and procedures, employees should be reminded constantly what is expected of them. Consistency Supervisors and managers should be consistent in the application of disciplinary action. Employees should be treated without favoritism and once a violation occurs, appropriate disciplinary action should be taken. Impersonality Naturally, every employee feels some resentment toward a supervisor who takes disciplinary action against him or her. To reduce this, penalties should be related to the act and not the personality involved. An employee should be treated as if nothing had happened after disciplinary action has been taken.

Documentation When any disciplinary action has been taken, it is important for the supervisor or manager to keep record of what happened and the decision or action taken. It is important because one may be asked to justify the action at a future date. The burden of proof is usually on the one who took action and is not wise to depend on memory. Disciplinary Procedures

The purpose of any disciplinary procedure is to provide an acceptable way in which management can control employees when their performance or behaviour does not measure to the established standards. Established disciplinary procedures should: Be formal and written. Indicate to whom they apply and the appropriate employee should be provided with copies. Specify what disciplinary action may be taken and which level of management has the authority to take such action. Ensure that the employees are notified of complaints against them, given the opportunity to state their case and be represented by a union representative. Ensure that no disciplinary action is taken without full investigation and that an employee is not dismissed for single incident of misconduct. Provide employees with the right of appeal against any disciplinary action.

Most of the disciplinary cases are properly dealt with in Organisations which have alaborate machinery, particularly where there is collective bargaining.

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