Occupational safety advice and incident investigations are peppered with the need to have an improved workplace culture. In some ways, workplace culture is another, and broader, way of saying of “system of work”, a concept that has existed in Australian OHS laws for a long time but never received the prominence of clarity it deserved. But how does one develop an improved workplace culture and system of work? Performance Management seems to be one option.
Performance management is well established in the human resources (HR) discipline but the OHS implications are just being acknowledged in the safety discipline. The concept has been mentioned several times in the public hearings of Australia’s inquiry into workplace bullying as a positive and potential negative.
According to Associate Professor Robin Kramar (now Professor of Human Resource Management at the Australian Catholic University) of in the 2004/2005 edition of CCH’s Australian Master Human Resources Guide, performance management is
“..a way of encouraging behaviour that supports organisational objectives.” (page 19)
This is particularly relevant to the management and removal of psychosocial hazards that safety professionals are increasingly being called on to address or to assist with. Continue reading “Performance Management may be key to building a safe workplace culture”
There are two newspaper reports in Australia on 21 June 2012 about the Victorian Police Force that illustrate a fractious safety culture and a major organisational and ideological impediment to reducing workplace bullying.
The Australian article ” OPI concedes failure against force’s culture” (only available to subscribers) states that:
‘The Office of Police Integrity has conceded it and other corruption fighting measures have failed to root out the entrenched culture of reprisals and mateship in pockets of the Victoria Police that seriously harms the force….”
“The OPI says current law fails to deal with why whistleblowers are targeted. ‘‘The legislated protections against retaliation do not address the root cause of reprisal — a workplace culture of misguided loyalty,’’ it argues. “The protections are individualistic and short-term, tending to ‘look after’ victims and potential victims of reprisal rather than address why reprisal occurs.’’
“Despite the subsequent formation of the OPI and the beefing up of the Ombudsman’s powers, police still struggled to break free of the shackles of loyalty and the so-called brotherhood.’
The Age article, “A fifth of police bullied at work“, reports on a government survey circulated to 14,000 people.
‘The figures, provided to The Age, mean about 1250 of the 4200 police staff who completed the survey have seen bullying behaviour, while nearly 900 say they have been bullied.’ Continue reading “Workplace bullying in the police force illustrates the challenges of change management”
In recent weeks on several LinkedIn discussion forums there has been a series of highly critical postings about the Safety Institute of Australia. (I have participated in some of the discussions.) Many comments have been unfair but almost all decry the absence of clear communication from the SIA and the very low profile of the organisation within Australia.
The SIA has struggled to gain traction in the Australian media even though the organisation has been in operation for over 60 years. It seems there is little about workplace safety that is attractive to the general community. (Who could not be fascinated by James Reason’s cheese?) But a recent article by Mark Phillips, Communications Director with the Australian Council of Trade Unions, in the May-June 2012 edition of The Walkley Magazine (not available online), provides a contributory factor to the lack of traction. Continue reading “The Safety Institute’s low profile needs to be seen in a media context”
On 19 May 2012, South Australia’s Parliamentary Committee on Occupational Safety, Rehabilitation and Compensation (OSRC) announced in the Adelaide Advertiser and inquiry into the operations of SafeWorkSA. SafetyAtWorkBlog has been told that the inquiry was self-initiated by the committee as a result of no one particular reason. The Minister for Industrial Relations was apparently unaware of the inquiry and nor was SafeWorkSA.
As the passing of Work Health and Safety laws stall in the Parliament, the politics of safety in South Australia is about to get even messier.
The notification from the OSRC committee lists the inquiry’s terms of reference: Continue reading “South Australia’s politicians prepare to grill the OHS regulator, SafeWorkSA”
UnionsNSW are campaigning strongly on OHS issues during an inquiry by Joint Select Committee on the NSW Workers’ Compensation Scheme into workers compensation. They make the point that a focus on the reduction of injury is the most effective way of rendering a workers compensation scheme “profitable”. By neglecting worker safety, injuries increase and there is a higher demand on compensation and rehabilitation resources.
A major concern in the campaign is that the government is focussing on reducing costs and, in workers’ compensation schemes, that often results in fewer resources for injured workers and their families.
Tim Ayres, Secretary of the Australian Manufacturing Workers Union, was quoted in the Sydney Morning Herald:
“If NSW employers want to save money on workers’ comp premiums, they should focus on reducing their premiums by providing safer workplaces where workers don’t get injured and killed.”
But a draft submission, seen by SafetyAtWorkBlog, by the International Governance and Performance Research Centre (IGPRC) of Macquarie University provides some balance into the rhetoric. Continue reading “NSW inquiry into workers’ compensation illustrates short-termism”