Last week this blog reviewed the book Job Quality in Australia emphasising how worker safety, health and well-being is a vital element of job quality which, in turn, is crucial for Australia’s productivity. In preparation for a book launch in Sydney on 23 June 2015, the University of Sydney has released a media statement (available…
Successful safety management relies on communication. Sometimes this is informal, as in prestart meetings or toolbox talks; sometimes it is formal, such as with Annual Reports and legacy documents. It is important for occupational health and safety (OHS) professionals to understand how to communicate in these two formats and to address different audiences and readerships.
The latest Australasian Reporting Awards were handed out last week with the Civil Aircraft Safety Authority garnering the Work Health and Safety Reporting Award for 2015. Safe Work Australia’s Chief Executive Officer, Michelle Baxter, said, about the award:
“By including high quality work health and safety information in your annual report, you can establish your organisation as a leader in work health and safety, one in which work health and safety is not an ‘add on’, but integrated into business decisions and processes.”
In terms of Annual Reports, the OHS professional needs to be involved early in the report writing process rather than, as seems to happen most of the time, leaving it to the company secretary or the Communications unit. Annual reports need a consistent
On housing affordability this week, Australia’s Treasurer, Joe Hockey, suggested a solution would be to get a “good job”. This occurred a month or so after the publication of a terrific book (that Hockey obviously has yet to read) called “Job Quality in Australia“, edited by Angela Knox and Chris Warhurst for Federation Press. The editors write about the importance of job quality which “…affects attitudes, behaviour and outcomes at the individual, organisational and national level” (page 1) and job quality’s political context:
“While the current Abbott government is primarily concerned with improving Australia’s macro-economic position, such a position is unlikely to be achieved and sustained without a policy agenda focusing on job quality.” (page 2)
Significantly for this blog’s readership, the book has a chapter, written by
There are two potentially conflicting approaches to changing the occupational health and safety performance of managers and workers – cultural change or individual inducements. In some ways this reflects a societal dichotomy between the group and the individual, the big picture and the small, employers and workers, white-collar and blue collar, blame the system or blame the worker, and other combinations.
A colleague brought an article by Ross Gittins to this blog’s attention in which Gittins, an economics journalist, criticises key performance indicators and suggests looking at “intrinsic motivations”, based on the work of Jana Gallus. It seems we should be looking at awards rather than rewards. Gallus’s work provides a useful counterpoint or entry point to a recent book called Risky Rewards, written by Andrew Hopkins and Sarah Maslen. Continue reading “The dichotomy of OHS”
There is a clear link between the modern take on occupational health and safety (which includes psychosocial health) and productivity. However, there are seriously mixed messages coming from the Productivity Commission (PC) in its current inquiry into Australia’s Workplace Relations Framework.
In Senate Estimates on 3 June 2014 (draft Hansard), the Chair of the Productivity Commission, Peter Harris, and Assistant Commissioner, Ralph Lattimore, briefly discussed OHS. Harris acknowledged that some of the submissions to the current inquiry discussed OHS matters (page 65) but Lattimore stated:
“….we did say that we would quarantine the inquiry away from workforce health and safety issues unless they were directly related to, say, enterprise bargaining or some feature of the relationship between employers and employees. We were aware of the large amount of regulation in that area, and we were not planning to revisit that.”
On 1 June 2015 Australia’s Radio National broadcast a discussion about the future of work, in support of a Vivid Festival conference. Listening to the discussion through the prism of occupational health and safety (OHS) is an interesting experience as work/life balance is promoted as empowering the individual but, as we know in OHS, individuals often sacrifice their safety for income or deadlines or project demands, contrary to their legislative obligations. The workplace flexibility that many people seek allows the individual to manage the workload and develop or design the working environment. In other terms they establish an unregulated workplace. So what influence will OHS have in these new and emerging workplace configurations? Probably very little.
ABC’s
One of the professional disciplines that has had the biggest impact on occupational health and safety (OHS) management in Australia has been sociology but that influence seems to be waning as it fails to compete with the managerial imperative of short-termism and the quick fix.
This demand for a quick fix is partly a result of the increased sensitivity to reputational damage of both the organisation and the executive. This can be seen by the increasing attention to apparent solutions to safety problems of the individual worker, for instance, resilience training which is primarily about the individual toughening up. Neuroplasticity has entered OHS by saying that the individual can reconfigure their brain to, somehow, work more safely. Of course, the ultimate short-term solution to most workplace problems has existed for years – sack the worker.
All of this denies the organisational influence on workers, managers and executives because organisational change is hard and it takes time, both are challenges that do not fit with modern expectations of business.
One of the clearest examples of the inability or unwillingness of executives to improve OHS through organisational change is the management of