New Employee Safety: Risk Factors and Management Strategies
Abstract
This reference introduces an innovative new-employee safety risk model, keyed to a typical new worker becoming acclimated to a new job and workplace. It reviews risk factors, their root causes, and how they can be addressed and minimized through targeted strategies at each stage of a worker's early months on the job. The model and its supporting findings dovetail with current thinking on employee safety and organizational accountability. And, of extra benefit to employers, the risk management strategies to improve new employee safety can be undertaken with minimal expenditure of time, money, and disruption. The book's real-world framework: Analyzes high accident rates among new hires. Describes four basic types of job applicants and safety concerns common to each. Examines the role of recruitment and selection processes in promoting employee safety. Discusses safety benefits and risks surrounding pre-start training. Models the use of new employees' job familiarization to minimize safety risks. Identifies safety risks associated with helping behaviors. Identifies employee measures that can be used in assessing job safety risk. Integrates safety management strategies with other human resource management activities. New Employee Safety provides clear practical guidance to individuals involved in occupational safety management. The book makes a useful text for undergraduate and postgraduate courses on occupational safety management, and in fields such as behavioral science, psychology, business management, and human resources.
Chapters (10)
This chapter describes the new employee safety risk model which I have developed to explain causes behind the high accident rates associated with new employees. The model, shown in Fig. 1.1, also provides the structure for the chapters of this book. In each of the chapters, specific parts of the new employee safety risk model are discussed in detail, and as such, only a brief overview of each part of the model is given in this chapter. Each chapter presents research findings to support the proposed causal mechanisms behind new employee accidents and offers suggestions on how the specific safety risks associated with each causal mechanism can be managed. The model is structured (from left to right) to follow the path of entry of a new employee into an organization, and this structure helps outline the key safety risk factors associated with each point during the entry process, and into a new employee’s initial period of employment (e.g., approximately the first 3 months).
This chapter discusses research on the safety issues associated with new employees. Three different literatures are examined: literature on the relationship between job tenure and accidents, literature on the relationship between age and accidents, and research on the relationship between employee turnover rates and accidents. In each case, the literature has a link with new employees: Job tenure is the key defining feature of a new employee, young or youth workers are often entering the workforce for the first time, and employee turnover can create a vacancy which is filled by a new employee. All three research literatures clearly indicate that new employees are disproportionately represented in accident statistics. Clearly, the most dangerous time in a job is when an individual is a new employee. This chapter also discusses how the predicted global increase in employee turnover rates, retirement of the baby boomer generation, and the nature of the contemporary workforce may occasion an increase in new employees entering workplaces.
The left-hand side of Fig. 1. 1 (shown in Chap. 1) captures two dimensions of the employee turnover/recruitment cycle which are linked to new employee safety risks: the type of new employee being hired and the safety risk profile of the job being recruited into. In Chap. 3, different types of new employee are defined, and the safety implications associated with these different types of new employee are discussed (Chap. 4 discusses job safety risk profiling). Particular attention is paid to two related concepts: new employee experience and new employee safety expectations. The complexities of experience, its nature, its acquisition, and its measurement are discussed. Safety expectations are built on the foundations of experience, and variation in safety expectations across the different types of new employee are discussed. This chapter concludes with recommendations for the measurement of safety expectations and experience, and a discussion of strategies to allow safety risks associated with experience and safety expectations to be managed.
The left-hand side of Fig. 1. 1 (shown in Chap. 1) has a box labeled job’s safety risk profile. A further, and very necessary, step to ensure new employee safety is to consider the risks and hazard profile of the job into which a new employee will enter. Many jobs are inherently risky, in that they have known hazards and safety risks. Such risks and hazards have been referred to as resident pathogens (Reason in Human error. Cambridge University Press, Cambridge, 1990). Known safety hazards and risks are always associated with the job and cannot be easily removed. A classic example of a resident pathogen is the rocks at the entrance to a harbor. Such rocks are a hazard to all ships entering a harbor, but cannot easily be removed. Chapter 3 discussed how new employees, to varying degrees, expect known safety hazards and risks, and how these should be signaled in job description documents. Furthermore, organizations normally attempt to protect employees from known safety hazards and risks via training, protective equipment, warnings, and work procedures. Unfortunately, a job’s safety risks and hazards can extend beyond known and expected limits. That is, while both the new employee and the organization might have a clear understanding of a job’s normal, accepted, and known safety hazards and risks, there can be other safety hazards and risks which are not normal, nor are they expected. This chapter discusses hazards and risks which can be added to a job, and which can make a job more risky than normal for a new employee. The aim of the chapter is to point out areas which organizations can target to reduce the addition of safety risks associated with work in the initial period of a new employee’s tenure.
New employee safety is partly determined by how members of an organization behave toward them when they begin work. Research suggests that how members of an organization behave toward a new employee is partly determined by the employees’ perceptions of what the organization has done during the recruitment and selection processes (what they have done to hire the new employee). Where employees think that organizational processes have successfully delivered a new employee who is able to, and will work safely, they may be less inclined to engage in behaviors to ensure the new employee’s, or indeed their own, safety. In this chapter, research on how employees perceive recruitment and selection processes, and how these perceptions can influence the employees’ perception of new employee risk, and how they behave toward a new employee is discussed. This chapter also examines recruitment and selection processes, with a particular emphasis on methods which can be used by an organization to assess (predict) a new employee’s safety behavior. Recommendations for the adoption of recruitment and selection processes, and procedures to ensure employees correctly perceive the organization’s ability to predict new employee safety behavior, and ways of ensuring employees behave appropriately toward new employees, are discussed.
Health and safety legislation typically requires employees to be trained for the work they are undertaking. Thus, organizations often have a legal obligation to provide new employees with job-specific training before they commence working. Added to this training, there should be entry and socialization processes (sometimes referred to as on-boarding processes) which are aimed at more general objectives, such as introducing new employees to the organization’s safety policies and procedures, and facilitating the development of the psychological contract between the new employee and the organization. The relationships between new employee safety and prestart training and socialization processes are discussed in this chapter. This chapter begins by examining research which has investigated how organizational members view prestart training processes and how this can change their perceptions of new employee risk and change employee’s behavior toward new employees in their initial period of employment. The majority of this chapter is devoted to practices which can be used to improve socialization and prestart training processes and employee’s understanding of the effectiveness of these processes.
The research reviewed in Chap. 2 clearly indicates that the first 3 months of employment in a new job is generally the most dangerous time, both for the new employee and for other employees that the new employee is working with. A number of processes can occur to the new employee during this initial period of employment: tasks are assigned and undertaken, supervision of the new employee is provided and changes, the new employee gains familiarity with the job, with the work environment, and with co-workers, co-workers react to the new employee, trust relationships develop, and the new employee’s work behavior changes. Each of these processes can contribute to new employee safety in both positive and negative ways, and each is explored in this chapter. A total commitment to new employee safety requires each of these processes to be carefully managed.
This chapter discusses new employee helping behaviors. A new employee may be very enthusiastic, even excited, about starting their new job. For school leavers, the new job may mark a big change in their life, the beginning of financial independence, and perhaps provide the ability to move away from home. For older individuals, a new job may provide much needed financial security. There are many reasons why a new job may be important to an individual, and these provide strong motivations for a new employee to demonstrate their commitment to the job, to the organization, and to their co-workers in order to ensure job security. While such commitment can be demonstrated via satisfactory job performance, it is possible that a new employee may try to go beyond this and actively seek opportunities to demonstrate their commitment by engaging in helping behaviors (random acts of helping). Put simply, they may attempt to help when they think there is an opportunity to do so. Unfortunately, new employee helping can put themselves and their co-workers at risk. This chapter describes the safety risks associated with helping, and how new employee safety can be managed by controlling helping behaviors, particularly in the initial period of employment.
Measuring factors associated with new employee safety allows an organization to develop a more precise understanding of the issues in their particular workplace. Furthermore, measurement provides results which can be presented to both new employees and their co-workers during induction processes and safety training to help both groups understand issues which may be problematic for new employee safety. In order to ensure safety, management, employees, and new employees should have a clear understanding of the attitudes and behavior of other employees in the organization and the safety risk profile of jobs. Measurement provides for the presentation of relatively objective data. The first section in this chapter describes scales which have been developed to measure new employee’s safety expectations relating to familiarization by co-workers, safety communication, co-worker safety behavior, management safety behavior, supervision, and new employee behavior. Section 9.3 deals with job risk profiling and specifically with the use of a safety specific exit survey process to obtain safety information from employees who have resigned from an organization. This is followed by sections on the measurement of employees’ perceptions of organizational recruitment and selection, and prestart training processes; perceptions of the degree to which co-workers care about each others safety; and perceptions of the safety risks associated with helping. Where possible, psychometric data on each scale are presented, along with scale items, and scoring and interpretation information.
This chapter provides a summary of the key points raised in the previous chapters. These key points are structured into an integrated approach which an organization might adopt in order to improve their management of new employee safety risks. Steps which can be taken to manage new employee safety are considered in terms of the time frame and processes associated with hiring a new employee, and also from the point of view of annual safety-related activities (e.g., annual safety training for employees). The objective of this chapter was to take the specific new employee safety management strategies from each chapter and present them as an overall management approach. It is important to note that this chapter only provides an overview of the strategies which can be adopted to manage new employee safety. It is recommended that the full description of each new employee safety issue and the complete description of its associated management strategy, provided in the other chapters of this book, are examined before undertaking any organizational intervention.
... However, we recognize that distinguishing subgroups of older workers may also lead to important insights for worker safety (e.g., Stoesz et al., 2020). Furthermore, we are not the first to criticize the breadth of the common 15-24 year age range for young workers (e.g., Burt, 2015;Loughlin & Barling, 2001). ...
... The literature on what predicts young worker injuries is multidisciplinary, with studies being conducted in occupational health psychology, epidemiology, and other areas (Runyan, 2007). Reviews of these literatures over the past 20 years (e.g., Breslin, Day et al., 2007;Burt, 2015;Hanvold et al., 2019;Laberge & Ledoux, 2011;Runyan & Zakocs, 2000;Runyan et al., 2012) have highlighted a range of individual and situational risk factors of injuries, and with few exceptions (Breslin, Day et al., 2007;Hanvold et al., 2019), have lacked consideration of the quality of the research designs that have pinpointed these risk factors. ...
... Future research can explore the extent to which young workers experience and actually receive safety training as part of their part-time, often temporary employment, rather than in skilled trades and apprenticeships (the context in which most young worker safety research has examined safety training interventions to date). Future research could also follow young workers over time to identify and describe the extent to which safety is integrated into the process of attracting young workers and socializing them into the organization from the initial job interview through safety-supportive supervisors and ongoing safety training (Burt, 2015;. ...
Introduction:
Research on young worker safety often relies on inconsistent definitions of young workers and poorly delineated indicators of occupational safety. This review aims to reconcile these fundamental issues by critically integrating research across disciplines and providing clear directions for future research on young worker safety.
Method:
We critically review the extant research on young worker safety.
Results:
We first reconcile the inconsistent definitions of young workers and specify the indicators of occupational safety used in young worker safety research. We next describe the prevalence of workplace injuries and population-level predictors of these injuries among young workers and then outline other factors that increase young workers' susceptibility to workplace injuries. Finally, we discuss the convergence of many of these issues on family farms-a context commonly studied in young worker safety research.
Conclusions:
Clearer definitions of young workers and indicators of occupational safety can improve the interpretation and comparability of extant research findings. Furthermore, the prevalence of workplace injuries and population-level predictors of injury among young workers are subject to the interactions among age, gender, minority status, and job characteristics. Other factors that increase young workers' susceptibility to injury include young workers' responses to hazardous work, individual differences stemming from young workers' biological and psychological development, managerial attitudes about young workers, and the limited safety training young workers are thus provided, the types of work that young workers typically perform, and the range of social influences on young workers.
Practical applications:
Safety campaigns and safety training should consider interactions among young workers' age, gender, minority status, and job characteristics, rather than considering these features independently.
... While it seems obvious that work experience can play a part in ensuring quality service delivery by employee in an organisation, surprisingly little research has been devoted to precisely defining the work experience construct (see Quińones, Ford, & Teachout, 1995; Tesluk & Jacobs, 1998 as notable exceptions), or considering the implications of different measurement options (see Burt, 2015 as a notable exception). Burt (2015) believes that this may be because the phrase or label work experience appears easy to understand. However, work experience is in fact a very multifaceted and dynamic construct; and it is imperative to fully comprehend what is meant by work experience (Burt, 2015;Quińones, et al., 1995;Tesluk & Jacobs, 1998). ...
... Burt (2015) believes that this may be because the phrase or label work experience appears easy to understand. However, work experience is in fact a very multifaceted and dynamic construct; and it is imperative to fully comprehend what is meant by work experience (Burt, 2015;Quińones, et al., 1995;Tesluk & Jacobs, 1998). As such, this section provides an in-depth discussion of the work experience construct. ...
... In an attempt to define and understand work experience, Burt (2015) suggests differentiating between being experienced, and experiencing something. This difference draws attention to frequency of interaction with something (e.g., a task, process, etc.) as being a crucial feature of work experience. ...
A special library is established to provide information resources and services which are of direct relevance to the interest and activities of the parent institution. Information services delivery in special libraries assists in providing, storing, retrieving and disseminating information to the clientele of such libraries. However, poor information service delivery appears to be rampant in special libraries especially in Nigeria nowadays. This study, therefore, investigated the influence of information resources availability and staff quality on information service delivery in libraries of French-based institutions in Lagos and Oyo States, Nigeria. In order to achieve the objectives of the study, six (6) research questions were raised, and two (2) null hypotheses formulated. The research design adopted for the study was descriptive survey design of the correlational type. Data was collected from four (4) librarians, eleven (11) library staff, and five hundred and twenty-seven (527) library users at French-based institutions in Lagos and Oyo States through questionnaire. Data analysis was done in an SPSS output format based on simple frequency count and percentages to answer the research questions 1-6 while Pearsons’ Product Moment Correlation Coefficient was used to test the null hypothesis 1 and 2. The findings of this study revealed that the main services available in libraries of French-based institutions are Current Awareness Services, Reference Services, Bibliographic Services, Audio-visual Services, and Shelf-labeling. The quality of the library staff manifest in their communication skills, information resources selection skills, ICT skills especially the use of search engines to locate and retrieve web-based information resources, and knowledge from trainings and education. Findings reveal that the main challenges of information service delivery by libraries of the French-based institutions include: Lack of Internet facilities (mean=3.26); Lack of ICT devices and tools (mean=3.13); Epileptic power supply (mean=2.95); among others. Adequate information resources coupled with quality staff were available for services delivery in the libraries while ICT devices coupled with lack of Internet facilities and epileptic power supply tend to limit the performance of library staff in terms of services delivery. It is therefore recommended among others that management of the libraries of French-based institutions should strive to make Internet facilities, ICT devices, and alternative power supply available for modern day services delivery.
... National and even international strategy for managing employee safety is to indicate the so-called 'national priorities', the observance of which is aimed at achieving short-term and long-term improvements in the field of safety management. The priorities are to (Burt, 2015): provide safe working conditions, effectively manage work safety, reduce high incidence and high severity risks, improve the capacity of business operators and workers to manage OHS effectively, prevent occupational disease more effectively, eliminate hazards at the design stage, strengthen the capacity of government to influence OHS (occupational health and safety) outcomes (Oswald et al., 2020;Lee et al., 2020;Hale, 2003;Burt, 2015;Lobanova and Tulenkov, 2019). Many production companies, despite a very strong emphasis on safety issues, still prefer the economic effect, effectiveness, efficiency and quality over the safe and hygienic working conditions of their employees. ...
... National and even international strategy for managing employee safety is to indicate the so-called 'national priorities', the observance of which is aimed at achieving short-term and long-term improvements in the field of safety management. The priorities are to (Burt, 2015): provide safe working conditions, effectively manage work safety, reduce high incidence and high severity risks, improve the capacity of business operators and workers to manage OHS effectively, prevent occupational disease more effectively, eliminate hazards at the design stage, strengthen the capacity of government to influence OHS (occupational health and safety) outcomes (Oswald et al., 2020;Lee et al., 2020;Hale, 2003;Burt, 2015;Lobanova and Tulenkov, 2019). Many production companies, despite a very strong emphasis on safety issues, still prefer the economic effect, effectiveness, efficiency and quality over the safe and hygienic working conditions of their employees. ...
The purpose of this paper is to compare the assessment of occupational health and safety (OHS) management effectiveness in various size enterprises (micro, small and medium-sized, large enterprises). In the paper the results of research conducted among employees of enterprises from the manufacturing sector have been presented. The survey form were developed based on the interpretation of the safety management principles in analogy to the principles of quality management. It has been stated that the safety management in large enterprises usually work properly. Whereas in micro, small and medium-sized enterprises the safety management are completely unapplied and occupational safety issues (regulation, principles e.t.c.) are not treated properly. In micro-enterprises is often lack of health and safety policies, and employee knowledge in this area are negligible.
... According to Breslin and Smith (2006), the one group at greatest risk of accidents and injuries are new employees, irrespective of age or industry. This is supported by many years of International research that has continually demonstrated that new employees are at a higher risk of accident and injuries than workers with extended tenures (Breslin & Smith, 2006;Burt, 2015;Cellier, Eyrolle & Bertrand, 1995;Cook, 2003;Hertzman, McGrail & Hirtle, 1999;Molleman & van der Vegt, 2007;Root & Hoefer, 1979;Siskind, 1982). 49 Very early research into this area conducted by Chaney and Hanna (1917) in the iron and steel industry in America, found that workers with less than six months of tenure had injury rates thirteen times higher than workers with ten years of tenure. ...
... According to Breslin and Smith (2006), the one group at greatest risk of accidents and injuries are new employees, irrespective of age or industry. This is supported by many years of International research that has continually demonstrated that new employees are at a higher risk of accident and injuries than workers with extended tenures (Breslin & Smith, 2006;Burt, 2015;Cellier, Eyrolle & Bertrand, 1995;Cook, 2003;Hertzman, McGrail & Hirtle, 1999;Molleman & van der Vegt, 2007;Root & Hoefer, 1979;Siskind, 1982). 49 Very early research into this area conducted by Chaney and Hanna (1917) in the iron and steel industry in America, found that workers with less than six months of tenure had injury rates thirteen times higher than workers with ten years of tenure. ...
According to the Australian Bureau of Statistics (ABS, 2018) every year in Australia there are more than half a million work related accidents and injuries. The financial, human and social costs of work related accidents and injuries are a major concern for not only individual workplaces but at all levels for International and National authorities. International research since 1917 has consistently demonstrated that, irrespective of age, experience and industry, the occupational group at greatest risk of accidents and injuries are those employees with less than 12 months experience in their current job role. Whilst the elevated risk for new employees has always been concerning, recent organisational developments such as globalisation and increased non-standard employment, as well as workers changing jobs more frequently have strengthened these concerns. A review of the Australian and International literature has shown that approximately 30% to 40% of new employees sustain an injury within the first year of employment. Research in Australia on this topic, however, appears to be lagging and is worthy of further attention and a stronger focus on how to remediate this global issue. Compared to other countries such as Canada, Italy, France, Thailand, Africa and America, Australia has limited research on new employee accident and incident rates available, reflecting a lack of focus on this issue. The Australian data shows that in general, the workforce is evolving and that the incident rates change depending on new employee rates.
... According to Breslin and Smith (2006), the one group at greatest risk of accidents and injuries are new employees, irrespective of age or industry. This is supported by many years of International research that has continually demonstrated that new employees are at a higher risk of accident and injuries than workers with extended tenures (Breslin & Smith, 2006;Burt, 2015;Cellier, Eyrolle & Bertrand, 1995;Cook, 2003;Hertzman, McGrail & Hirtle, 1999;Molleman & van der Vegt, 2007;Root & Hoefer, 1979;Siskind, 1982). 49 Very early research into this area conducted by Chaney and Hanna (1917) in the iron and steel industry in America, found that workers with less than six months of tenure had injury rates thirteen times higher than workers with ten years of tenure. ...
Airline cabin crew are exposed to a broad range of hazards and associated risks which can be difficult to manage with any failings leading to grave consequences for both employees, passengers and airline businesses as a whole. Airlines must therefore strive to develop new strategies for the innovative management of hazards and work towards reducing their risks to as low as reasonably practicable (ALARP). This paper discusses a pilot program to improve a large Australian commercial airline’s management of the hazards faced by cabin crew. It details the introduction of a program for the development, implementation and evaluation of a pre-task identification hazard assessment tool called the ‘Identi-Fly’ booklet. Results indicated that there was an improvement in the hazard identification capabilities of the cabin crew and the program promoted a stronger interdependent safety culture amongst the work group that enabled cabin crew to protect both themselves and others against the major hazards they encounter. The success of the program would appear to assist in improving an airline’s overall safety management objectives whilst also supporting the more holistic objective of the cabin crew department to become incident and injury free.
... Special legal regulations exist for this in all European countriesto ensure safe and healthy working conditions (Hale, Heming, Carthey and Kirwan, 1997). Employees are also required to comply with health and safety regulations and their rights (Burt, 2015). The main duties of employees include: -becoming familiar with the provisions and principles of occupational health and safety, -participate in training, -comply with occupational health and safety regulations and rules, -control and care for the technical condition of machines at workplace, -use individual and collective protection measures, -carry out orders issued by superiors. ...
Safety and quality management are very important elements of managing production and service processes. It is important not only to manage in itself, but above all to constantly improve processes and constantly strive for excellence. However, continuous improvement of the organization is one of the key principles of quality management, it states that improvement can be obtained from the analysis of existing processes or measurement results. In this paper the level of occupational health and safety in european enterprises providing transport and logistics services in terms of quality management principles. On the basis of the presented results it was found that in large enterprises safety management principles are respected, while in small and medium enterprises the level of safety does not look very promising. An interesting phenomenon was observed in the case of micro-enterprises (family businesses). Research shows that employees know and adhere to the safety principle, but they do not see too much change in improving the level of safety.
... As a result of these changes, a significant increase was observed in the number of occupational accidents. There are several contradictory interpretations of the relationship between age and occupational accidents at work (Burt, 2015). Some researchers have found no significant differences in work accidents among the various age groups (Macedo, 2015). ...
Purpose-The aim of this study was to analyse the officially recorded data of Turkey on occupational accidents by covering various kinds of data between the years 2003-2015. By this study a view is aimed to be taken over Turkey's behaviour on occupational health and safety. Methodology-In this study, the statistical yearbook of the Social Security Institution (SSI) of the Republic of Turkey has been used as a data source. These data are arranged yearly and the trend is evaluated. Findings-The number of occupational accidents had fluctuations as increases and decreases between the years 2003-2012. After the year 2012, the number of occupational and fatal accidents had increased more than twice. The occupational accidents have occurred at the highest rates in the most populated and industrialized two cities in Turkey. Economic activities having the highest percentage of occupational accidents has been determined and interpretated. Conclusion-Occupational accidents can be reduced by taking effective and preventive measures. There are some tasks that should be fulfilled in order to create a secure work place by employers and employees. Employers should apply occupational health and safety legislation and take preventative measures and train the employers regularly against work related accidents. Furthermore, employees should be conscious and careful about the accidents and fulfill their obligations regarding to work safety while working. Public institutions should work more on creating a secure work place and creating a culture of work safety.
... 45,46,47 Efforts to reduce staff turnover in nursing homes may indeed improve worker safety as new staff are particularly vulnerable to accidents during their initial period of employment. 48 Making matters worse, worker injury also contributes to the well-documented staff shortage. 49 This results in a vicious cycle as staff shortages result in overworked staff which in turn leads to higher injury rates which results in increasing staff turnover and shortages. ...
In 2012, nursing homes were considered the most dangerous workplaces in the United States. While other industries have guidelines that limit manual lifting of stable objects to ≤50 pounds, the same is not so in the nursing home industry where residents requiring physical assistance may weigh over 250 pounds and where the prevalence of obesity among residents is increasing. Safe patient handling legislation in nursing homes has been enacted in nine of the United States since 2005 (Hawaii, Illinois, Maryland, Minnesota, New Jersey, New York, Ohio, Rhode Island, and Texas). This paper reviews the problem of worker injuries in nursing homes, describes the legislation passed to address the problem, and reviews the data available on the effectiveness of the legislation. No national studies evaluating the effectiveness of safe patient handling state policies on nursing home injuries exists, although the National Institute on Occupational Safety and Health has recently funded a national evaluation.
... Çalışmada D1, D2 ve D3'de çalışanların yaş ortalaması sırasıyla 53, 39 ve 55'dir. Burt (2015) genç çalışanların yaşadığı iş kazalarının yaşları ile birlikte gelen özelliklerinden( fiziksel, psikolojik vb) değil tecrübelerinden kaynaklandığını belirtmiştir. Bu çalışmada dalyanlarda iş kazası oranının % 4 çıkması yaş ortalamasının yüksek olması yani tecrübe sahibi insanların çalışıyor olması ile ilişkilendirilebilir. ...
Lagoons are important parts of the fishery sector as the areas where the entry and exit of waters are used under controlled conditions.
At the present time, the protective and preventive measures have been started to be applied against the hazards and risks in the fields
of occupational health and safety. Lagoon fisheries are among the fishery activities (including purse seine fishing, scuba fishing) in marine and
coastal waters that are coded as 03.11.01 in the NACE code in occupational health and safety in the workplace hazard classes declaration and
are classified as dangerous. In this study, it is aimed to examine the fishery in terms of occupational health and safety. For this reason, randomly
3 lagoons were determined among the 6 lagoons that continue their active activities on the coasts of the Aegean Sea between October 2017
and April 2018, 92 surveys were interviewed face to face. The 97% of the fishermen surveyed were male and 3% female employees. 90% of D1,
74% of D2 and all D3 employees are primary school graduates. The rate of health examinations of employees before work is 29% in D1, 97% in
D2 and 17% in D3. The 25% of the employees in D1, 29% in D2 and 26% in D3 have knowledge about occupational accidents and occupational
diseases. In terms of occupational accidents in lagoon, cutting, crushing, fracture-dislocation, suffocation and head injuries were frequently
determined as 50%, 19%, 9% and 6%, respectively. The pier platforms where occupational accidents are most prevalent in lagoon barrier trap
are not safe by employees, 44% in D1, 11% in D2 and 35% in D3.
... An increased risk of occupational injury during the earliest periods of employment has been observed in numerous studies spanning many decades [7,8]. Examinations of early data compiled by the US Bureau of Labor Statistics observed that both the proportion and incidence rates of occupational injuries were greatest during the first three months of employment [9,10]. ...
Few longitudinal studies have examined occupational injury as a predictor of employment termination, particularly during the earliest stages of employment when the risk of occupational injury may be greatest. Human resources (HR) records were used to establish a cohort of 3752 hourly employees newly hired by a large manufacturing facility from 2 January 2012, through 25 November 2016. The HR records were linked with records of employee visits to an on-site occupational health center (OHC) for reasons consistent with occupational injury. Cox regression methods were then used to estimate the risk of employment termination following a first-time visit to the OHC, with time to termination as the dependent variable. Analyses were restricted to the time period ending 60 calendar days from the date of hire. Of the 3752 employees, 1172 (31.2%) terminated employment prior to 60 days from date of hire. Of these, 345 terminated voluntarily and 793 were terminated involuntarily. The risk of termination for any reason was greater among those who visited the OHC during the first 60 days of employment than among those who did not visit the OHC during the first 60 days of employment (adjusted hazard ratio = 2.58, 95% CI = 2.12–3.15). The magnitude of effect was similar regardless of the nature of the injury or the body area affected, and the risk of involuntary termination was generally greater than the risk of voluntary termination. The results support activities to manage workplace safety and health hazards in an effort to reduce employee turnover rates.
With an estimated 152,000 jobs lost in the oilfield service sector since mid-2014 and the anticipated recovery of the industry in 2017-2018; is the industry ready for an interdependent culture between service companies and original equipment manufacturers (OEM) to reduce the bullwhip effect of rapid on boarding? The workforce of 2017 is much leaner and more specialized with both OEMs and service companies retaining the best and brightest. A rapid increase in rig count driven by higher oil prices will trigger hiring by both OEMs and service companies. What if each focused on where they deliver the most value: service companies in field operations and OEMs in building and maintaining the equipment?
Total recordable incident rate is a key driver in supplier selection and industry data shows the incident rate is directly correlated to years of service. Given a long enough time horizon, a zero-accident rate could be achieved across both equipment maintenance and field operations. What if service companies could focus on just field operations? Could zero be achieved faster? Could a more intimate relationship between the OEM and service company lower the overall cost of operations by reducing errors and extending the life of the equipment? Profit at the cost of safety and over hiring as demand for equipment and services increases will be key to the success of both OEMs and service companies. This paper will explore an alternative to "the way we always did it."
The three main aspects this paper will focus on are: Historical HSE statistics associated with boom and bust cycles, training for the next boom, and a new business model where OEMs take on a more proactive approach to the safety of the equipment they provide. We will explore the correlation of employees with less than twelve months of experience and accident rates, which has been observed during previous downturns. Competency on the maintenance of equipment is historically achieved through hands on learning: will the trained employees that were laid off return? The traditional teaching employed by OEMs will be explored and we will highlight that a better method is possible. And finally, a new business model that ties in all safety and training will be presented as we prepare for the next cycle.
Reviews of research on newcomers mostly address socialization processes, focusing on individual adjustment. This article takes a different approach by examining the ways in which teams adapt to newcomers, indicating team receptivity. We review the empirical research published over the last five decades (1960–June 2012) that examines the antecedents of three team receptivity components—team reflection, team knowledge utilization, and newcomer acceptance—across different research disciplines and team settings. Drawing on this literature, we propose that team receptivity to newcomers can have positive consequences for sustained team performance, provided that team reflection and team knowledge utilization coincide with newcomer acceptance. We challenge scholars to tackle these three components simultaneously and provide methodological recommendations for doing so. To facilitate such efforts, we present a conceptual multi-level model specifying team, oldtimer, and newcomer characteristics that contribute to team receptivity and are amenable to managerial intervention.
Two studies examine the role of motivation and trust in the relationship between safety-specific transformational leadership and employees' safety behavior. Study 1 tested the prediction that intrinsic and identified regulation motivations mediate the relationship between safety-specific transformational leadership and employees' safety behaviors. Study 2 further explored this relationship by testing the prediction that the mediating role of intrinsic motivation is dependent on employees' level of trust in their leader. Survey data from the U.K. construction industry supported both predictions. However, the mediating role of intrinsic motivation was found only for challenge safety citizenship behaviors (i.e., voice) and not for affiliative safety citizenship behaviors (i.e., helping). These findings suggest that employees' intrinsic motivation is important to the effectiveness of leaders' efforts to promote some but not all forms of safety behavior. (PsycINFO Database Record (c) 2013 APA, all rights reserved).
A number of studies have been released in recent years from prestigious think-tanks, such as the Hudson Institute, and leading consulting firms, such as Wyatt and McKinsey, predicting severe labor market shortages for the U.S. economy in the decades ahead. Some go as far as to suggest that the U.S. economy will experience widespread job vacancies that cannot be filled because of a shortfall of workers. In these arguments, the shortfall is typically blamed on the small size of the "baby bust" cohort, the generation that has followed the baby boomers into the labor market.
Interactions between occupational-level physical hazards and cognitive ability and skill requirements were examined as predictors of injury incidence rates as reported by the U. S. Bureau of Labor Statistics. Based on ratings provided in the Occupational Information Network (O*NET) database, results across 563 occupations indicate that physical hazards at the occupational level were strongly related to injury incidence rates. Also, as expected, the physical hazard-injury rate relationship was stronger among occupations with high cognitive ability and skill requirements. In addition, there was an unexpected main effect such that occupations with high cognitive ability and skill requirements had lower injury rates even after controlling for physical hazards. The main effect of cognitive ability and skill requirements, combined with the interaction with physical hazards, resulted in unexpectedly high injury rates for low-ability and low-skill occupations with low physical hazard levels. Substantive and methodological explanations for these interactions and their theoretical and practical implications are offered. Results suggest that organizations and occupational health and safety researchers and practitioners should consider the occupational level of analysis and interactions between physical hazards and cognitive requirements in future research and practice when attempting to understand and prevent injuries.
Although safety-specific transformational leadership is known to encourage employee safety voice behaviors, less is known about what makes this style of leadership effective. We tested a model that links safety-specific transformational leadership to safety voice through various dimensions of trust. Data from 150 supervisor-employee dyads from the United Kingdom oil industry supported our predictions that the effects of safety-specific transformational leadership are sequentially mediated by affect-based trust beliefs and disclosure trust intentions. Moreover, we found that reliance trust intentions moderated the effect of disclosure: employees' disclosure intentions mediated the effects of affect-based trust on safety voice behaviors only when employees' intention to rely on their leader was moderate to high. These findings suggest that leaders seeking to encourage safety voice behaviors should go beyond "good reason" arguments and develop affective bonds with their employees.
This experiment examined the influence of training method and trainee age on performance during training in the acquisition of computer software skills. A behavioral modeling training method yielded consistently superior computer software mastery compared with a nonmodeling approach. Older trainees exhibited significantly lower performance than did younger trainees in both the modeling and the nonmodeling training conditions. Findings are discussed in terms of strategies for overcoming older worker technological obsolescence.
Selected Federal court are reviewed and analyzed to determine the criteria used by the courts in their assessment of job analyses in the development and validation of selection tests. A set of standards which delineates the components and characteristics of a job analysis necessary to withstand legal scrutiny is presented. Implications are discussed.