Human Resource Management

1. Human Resource Management
1
©Muhammad Faisol Chowdhury
Senior Lecturer of HRM, School of Business, North South University

2. 2
Chapter 1 - Introduction to HRM
Productivity & Profit
People

3. HRM Induces Success
3

4. HRM Ensures Happiness
4

5. 5
HRM Generates Profit

6. 6
HRM Brings Growth

7. 7
HRM Practices

8. Transactional
HRIS
Payroll
Administrative
Traditional
Planning
Job Analysis
Recruitment
Selection
Training
Performance Appraisal
Salary & Compensation
OH&S
Industrial Relations
International HRM
Transformational
Ethical & Legal Environment
People Development
Performance Management
Knowledge & Culture
Diversity Management
Change Management
Contemporary
Surveillance
Humour Management
Office Context
Emotion Management
Motivation & Empowerment
Etc
8
HRM Functions

9. Hard
Approach
“Some people are not used to
an environment where
excellence is expected.”
!
Steve Jobs
CEO, Apple
9
HRM Approaches

10. Soft
Approach
“Recently, I was asked if I was going
to fire an employee who made a mistake
that cost the company $600,000.
No! I replied. I just spent $600,000
training him. Why would I want
somebody to hire his experience?”
!
Thomas J Watson
CEO, IBM
10
HRM Approaches

11. A line function is one that
directly advances an
organisation in its core
work. E.g. production, sales,
marketing.
Line Managers direct the
work of subordinates in
accomplishing the
organisation’s goals.
A staff function supports the organisation with
specialised advisory and support functions. E.g.
human resources, finance, public relations.
Staff Managers assist and advice line managers in
accomplishing the organisation’s goal.
11
Line & Staff

12. What other forces can change the business environment?
12
HRM & Business Environment

13. Can HRM be defined by using the following words?
!
employee, people, manage, productive, meaningful, profit, employer, relationship,
objective, happy, need, harmonious, worker, use, business, satisfaction,
success, growth, organisation
13
HRM Definition

14. • Definition of HRM
• Need of HRM
• Functions of HRM
• Hard and soft HRM approach
• Line and staff function
• Changing business environment and HRM
14
Summary

15. obligations of the organisation
15
Chapter 2 - Ethics, Legality & Diversity

16. Employer’s
Obligation
Employee’s
Obligation
Ethical issues, legal duties and
obligations defined in law that
are fulfilled by both parties
Legal written document / agreement
between employer and employee
specifying legal obligations of each
Employment
Contract
16
Obligations

17. Psychological Contract
between
employer and employee
17
Personality Iceberg
Surface Level
Visible, cognitive factor which
are easy to change
Deep Level
Invisible, emotional factor
which are difficult to change
Behaviour
Values
Beliefs

18. • EEO - Equal Employment Opportunity
• AA - Affirmative Action
• Reverse Discrimination
• Anti Discrimination
• Workplace Discrimination
• Harassment
• Direct Discrimination
• Indirect Discrimination
18
Ethics & HRM

19. Age Career status Criminal conviction
Industrial activity Marital status Physical features
Political belief Religion Experience
Gender Personality Country
Association
involvement
Education &
Institution
Sexual
preference
Behaviour &
Attitude
Personal
characteristics
Family
information
Ethnicity Medical history Pregnancy
Disability Culture Nepotism
Which of the following statuses can be considered discriminatory when a work related
decision is made based on them?
19
Workplace Discrimination

20. 20
Whistleblower

21. Whistleblowing - Risky or Safe?
Will you be a whistleblower in your employment?
21

22. 22
Managing Diversity

23. Benefits
?
Problems
?Challenges
?
Research shows that -
✔ Performance of a diverse workforce is better than a homogenous workforce.
✔ Diversity when mismanaged can become very costly for organisation.
23
Managing Diversity

24. These are the elements of ethical and diverse workforce
24
Managing Diversity

25. What is business ethics?
What is ethical climate of an organisation?
25
Ethical Business Practice

26. Are we aware of ethical business
practice?
!
What role does HRM play in
ethical business practice?
!
How can you encourage your organisation
to involve in ethical business practices?
26
Ethical Business Practice

27. What is she waiting for?
!
Why the wait is so long?
!
What can you do about it?
!
What can HRM do about it?
27
Ethical Business Practice

28. Can we make a difference?
!
How easy it is to make a
difference?
28
Ethical Business Practice

29. Child Labour
should we accept or ban it?
What issues to consider if we
accept or ban it?
29
Ethical Business Practice

30. 30
Summary
• Employment and Psychological contract
• Ethics and HRM
• Diversity Management
• Ethical Business Practice

31. alignment of people and organisation
31
Chapter 3: Human Resource Planning

32. Human Resource Planning is a strategy of
Acquisition Development Retention
of people of an organisation under changing business conditions
Utilisation
Globalisation, Economy, Politics, Environment, Demography, Technology
Strategic HRM balances firm’s internal strengths and weaknesses with
external opportunities and threats (SWOT)
32
HR Planning

33. A key function of HR planning is a systematic process of manpower planning and
forecasting
Forecast
supply
Forecast
demand
33
Manpower Planning & Forecasting

34. 34
HRP Model

35. It is determined by individuals’ level of contribution and satisfaction in their job role.
!
Engaged employees are enthused, committed, satisfied, and in gear.
!
They use their talents and discretionary efforts to make a positive and sustainable
difference in business.
35
Employee Engagement

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Employee Engagement Process

37. 37
Hamsters & Honeymooners are those who
have high levels of job satisfaction but low
levels of contribution.
In the organisation Hamster employees may
be working enthusiastically but on the wrong
things so that they do not deliver the results
needed.
Honeymooners are new either to the
organisation or to their role. They are excited
about this new stage of their career and
about making a difference in your
organisation, but they are not fully
productive.
Employee Engagement Process

38. 38
Employee Engagement Process
Disengaged are those who are most disconnected from organisational priorities
and are not getting what they want from their work.
Crash & Burners are those who are high performers, delivering what the
organisation needs, but disillusioned or not achieving their personal definition of
success.
Almost Engaged are those who are reasonably satisfied with their jobs and are
among the highest performers.
Engaged are those who contribute fully to the success of the organisation and
find great satisfaction on their work.

39. 39
Business Environment

40. Michael Porter’s Five Forces Model
40
Business Environment

41. Michael Porter’s Three Generic Strategies
41
Business Environment

42. A successful Human Resource Planning ensures that an organisation -
• has right number of employees
• with right qualification and skill
• hired at the right time
• appointed at the right place
• are doing the right tasks
42
Successful HRP

43. • Human Resource Planning
• Manpower Planning & Forecasting
• Business environment
• Five Forces Model
• Three Generic Strategies
43
Summary

44. proper inspection of job
44
Chapter 4: Job Analysis & Design

45. 45
Job Analysis

46. 46
Job Analysis Process

47. 47
Job Analysis Steps

48. Direct observation of employees engaged in different tasks.
!
What are the advantages and disadvantages of this technique?
48
JA Data Collection - Observation

49. Interviewing employees to find out the tasks they perform.
!
What are the advantages and disadvantages of this technique?
49
JA Data Collection - Interview

50. Distributing questionnaire to employees to collect their responses.
!
What are the advantages and disadvantages of this technique?
50
JA Data Collection - Questionnaire

51. Daily listing of tasks performed by workers along with time spent for each task.
!
What are the advantages and disadvantages of this technique?
51
JA Data Collection - Record & Log

52. • It is a matrix prepared for each
employee with each job. The matrix is
prepared with the scale of:
• the basic skills needed for the job
• the minimum level of each skills
required for the job
• It shifts employee focus from specific job
duties to developing new skills.
• It works as a constant reminder that
employees need to increase their skill
and determines skill based pay system.
52
Skill Matrix

53. 53
Skill Matrix

54. • It is a job analysis method that
focuses on the skills and behaviours
needed to successfully perform a job.
• Instead of thinking people having jobs
with a particular set of activities
limited to job descriptions, HR
Managers focus on person-oriented
approaches.
• Employees are considered as ‘Human
Resources’ of the organisation.
• Focusing on how individual employees
support the need of the organisation.
• Example: MTO positions
54
Competency Profiling

55. Standardise work procedure where employees perform repetitive, precisely
defined tasks. Also known as assembly line or job simplification. It is associated
with Fordism and Taylorism.
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Job Design - Specialisation

56. Standardise work procedure where employees perform repetitive, precisely
defined tasks. Also known as assembly line or job simplification. It is associated
with Fordism and Taylorism.
56
Job Design - Rotation

57. 57
Dejobbing - broadening the responsibilities of job and encouraging employees
work as team and not to limit themselves to job description.
!
Enrichment - vertical expansion of job adding higher level task, without
changing the status of the employee.
!
Enlargement - horizontal expansion of job adding more tasks from same level,
without changing the status of the employee.
!
Morphing - practicing both enrichment and enlargement with same job.
Job Design - Dejobbing, Enrichment, Enlargement

58. 58
• JCM (Job Characteristics Model) - Developed by Oldham & Hackman in 1980,
a framework for job design by addressing employee needs.
• Skill Variety - employee needs to perform multitasking by using different
knowledge and skills.
• Task Identity - job holder should be able to see how their work
contributes to the organisation goal.
• Task Significance - the degree to which performance of the job affects
the lives and work of others.
• Autonomy - relates to independence, decision-making freedom, job holder
has.
• Feedback - receiving information about how effectively the job holder
has completed the task.
Job Design - JCM

59. 59
• Job Analysis - job description and job specification
• Job Analysis process and steps
• Job Analysis data collection techniques
• Skill Matrix and Competency Profiling
• Job Designing and techniques
Summary

60. Talent acquisition for productivity and profitChapter: 4
!
Recruitment and Selection
60
right employee for right job
Chapter 5: Recruitment & Selection

61. 61
Getting the perfect employee isn’t easy
Recruitment is a process of attracting a pool
of suitable applications for a vacant position.
!
Selection is a process of choosing the best
person for that vacant position from the pool
of recruited applicants.
Acquisition

62. Recruitment & Selection Steps
62
Acquisition Process

63. Recruitment and
Selection flow
63

64. Job Analysis /
Exit Interview
!
What fits my
business objective?
Job Offer / Contract
!
!
Can I offer the
candidate a job?
Conduct Selection
Process
!
Does a candidate match
the requirements?
Job Description
!
!
What do I want
the job to deliver?
Personnel Specification
!
What knowledge,
skills, abilities do I
want for this position?
Evaluate Effectiveness
!
Did my recruitment
& selection procedure
meet my objectives?
Employment Terms &
Conditions
!
What are the contractual
issues relating to the job?
Shortlist Applications
!
!
Who satisfies the short
listing criteria?
Communicate Vacancy
!
!
How will I reach
my target audience?
64
Acquisition Planning

65. Labour Market
Demand & supply of manpower, knowledge economy, globalisation,
outsourcing, technology, open market economy
Industry
Purpose of business, nature & type of business, corporate image,
organisational branding
Demography
Population, age, ethnicity, gender, birth, death, migration, education,
nationality, religion
Target Role
Job duties & responsibilities, job context, physical & emotional labour,
aesthetic skills,
65
Acquisition Process - Analysis

66. Social Networks Print Media
Recruitment Agency
Organisation’s Website
Campus Recruitment
Headhunting
Referral
66
Recruitment Sources

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68. 68

69. 69
False Positive and False Negative
Halo / Horn effect
Contagious bias
Logical error
Validity
Reliability
Errors and Remedies

70. 70
Job Interview

71. 71
Job Fit - use of tests and interview questions that relate specifically to the
tasks, responsibilities, qualifications and experiences required to perform the
job.
Organisation Fit - use of personality tests to find out how well an applicant’s
personality fits the unique culture of the organisation.
Perfect Fit

72. 72
Induction is the orientation session of the new employees. It teaches new
employees what they need to know about their new work environment to
perform their jobs properly.
Feel welcome
and comfortable
Begin the
socialisation
Understand the
organisation
Know what is
expected at
work
Orientation Helps New
Employees
Induction Programme

73. 73
Company Organisation
and Operations
Safety Measures
and Regulations
Facilities Tour
Employee
Orientation
Employee Benefit
Information
Personnel Policies
Daily Routine
Induction is the orientation session of the new employees. It teaches new
employees what they need to know about their new work environment to
perform their jobs properly.
Induction Programme

74. 74
• This is an employee’s final interview
following separation.
• The purpose is to find out why the
employee is leaving (if the separation is
voluntary) or to provide counselling
and assistance in finding a new job.
• Organisations underestimate the value
of exit interviews for gathering
reliable intelligence about why their
staff leave.
Exit Interview

75. 75
• Recruitment & Selection
• Hiring preparation and analysis
• Recruitment sources
• Recruitment and Selection errors
• Job / Organisational fit
• Induction programme
• Exit Interview
Summary

76. 76
if you can’t measure it, you can’t fix it
Chapter 6: Performance Appraisal

77. 77
Performance Appraisal means evaluating an employee’s current and previous
performance relative to his or her performance standards.
PA
essentials
Accessing individual’s
actual performance
relative to the standards
Setting work standards
Providing feedback to the
individual
Performance = f(A, M, O)
A = ability, M = motivation, O = opportunity
Performance Appraisal

78. 78
Organisational Operational Personal
Fulfilment of Corporate Aims and Objectives
Performance Appraisal Needs

79. 79
Performance Appraisal Steps

80. 80
Performance Appraisal Process

81. 81
• A scale that lists a number of
traits and a range of
performance for each.
• The employee is then rated by
identifying the score that best
describes the level of
performance for each trait.
• Traits and job factors are taken
from Job Analysis.
• Simplest and most popular
method.
Graphic Rating Scale
Performance Appraisal Techniques

82. 82
Alternation Ranking Scale
• Ranking employees from
best to worst on certain
trait, choosing highest,
then lowest, until all are
ranked.
• Simple and easy method.
Performance Appraisal Techniques

83. 83
Critical Incident Report
• Keeping a record of uncommonly
good or undesirable examples of an
employee’s work related behaviour
and reviewing it with the employee.
!
• Manager then uses the record to
assess the employees’ performance
when it is time for PA.
!
• Not helpful for comparing
employees and making salary
decisions.
Performance Appraisal Techniques

84. 84
• A written statement describing
employee’s strengths, weaknesses,
past performance and future
development options.
!
• Prepared by managers for their
subordinates.
!
• Depends on managers writing
skills.
!
• Bias may occur.
Essay Description
Performance Appraisal Techniques

85. 85
MBO is a comprehensive and formal
organisation-wide, goal-setting and
appraisal programme, used
sometimes as a primary appraisal
method or a supplementary method.
MBO should follow SMART criteria
Management by Objective

86. 86
360-Degree Feedback & Evaluation

87. 87
• Unclear Standard
• Halo / Horn Effect
• Central Tendency
• Leniency or Strictness
• Recency effect
• Social Comparison Bias
• Any other form of bias
Performance Appraisal Errors

88. 88
Self-Rating
Subordinates
360-Degree
Feedback
Potential Appraisers
Immediate Supervisor
Peers
Rating
Committee
Performance Appraiser

89. 89
• Performance Appraisal
• Need of Performance Appraisal
• Steps of Performance Appraisal
• Performance Appraisal process
• Performance Appraisal techniques
• Management by Objective
• 360-degree evaluation
• Performance Appraisal errors
• Performance Appraisers
SummarySummary

90. 90
from employment to employability
Chapter 7: Training & Development

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92. 92
Chapter 7: Training & Development
Development
!
process of providing employees
necessary KSA for doing
current and future jobs
Negligent Training
A situation where an employer fails to
train adequately, and the employee
subsequently harms a third party.
Training
!
process of providing
employees necessary
KSA for doing
current jobs

93. 93
Training Process

94. 94
Task Analysis
!
A detail study of the
job to determine what
specific skills the job
requires.
Performance Analysis
!
A process of verifying
the performance
deficiency and
determining training
need to correct it.
Training Need
Analysis
Training Need Analysis

95. Organisational conducted to determine
the fit between an
organisation’s internal
environment and its
stated goal
detailed study of a job
to identify the skills
required so that an
appropriate training
programme may be
developed
Operational
(task)
assessing the
performance of
employees to determine
whether a gap exists
between current and
desired performance
identifying all the skills
employees possess - even
those not currently used
on the job
Person
Skill Need Analysis
95
Training Need Analysis

96. 96
Training Need Analysis
Performance Appraisals
Job-Related Performance
Data
Observations
Interviews
Assessment Centre Results
Individual Diaries
Attitude Surveys
Tests
Methods for
Identifying
Training Needs

97. 97
Strategic Training Plan

98. 98
Types of Training
• On-the-Job
• Apprenticeship
• Job Instruction
• Coaching
• Mentoring
• Lectures / Seminar / Workshop
• Audiovisual / Multimedia
• Vestibule / Simulated
• Computer-based (CBT) / Internet
• In-basket Exercise
• Role-play
• Action learning

99. 99
Types of Training
• Job rotation
• Action learning
• Succession planning
• Case study / Management games
• Workshop / Seminar
• University programme
• Leaderless group exercise
• In-house development centres /
Corporate universities

100. Reaction Learning Behaviour ROI
Organisational Benefit
Personal Benefit
Review
objective, flexibility, process & outcome evaluation, trainer, future improvement
100
Training Evaluation

101. 101
Learning Environment
!
• Knowledge Management
• Learning Organisation
• Sharing Organisation
• Linking training & development with rewards & career management

102. 102
Summary
• Training & Development
• Training Process
• Training Need Analysis
• Strategic Training Plan
• Types of Training
• Training Evaluation
• Learning Environment

103. 103
Chapter 8: Rewards Management
money is much more exciting than anything it buys

104. Remuneration Package
Monetary + Benefits + Incentives
Salary Wage PRP
Other
Rewards
104
Remuneration

105. Merit Pay / Merit Raise - any salary increase awarded to an employee based on the
performance.
Scanlon Plan - Joseph Scanlon (1937)
• Philosophy of cooperation - managers and workers must rid ‘us’ and ‘them’ attitude,
then developing a sense of ownership of the company.
• Identity - making employees understand company’s business objectives in terms of
product, price, customers, cost.
• Competence - careful employee selection and training for high competency level.
• Involvement System - employee involvement in suggestions to department and upward
hierarchical levels of the organisation.
• Sharing of Benefits - sharing suitable ratio of payroll with total sales amount.
105
Remuneration Types

106. • Profit-sharing plan
• Gainsharing plan
• Stock-ownership plan
• Cost reduction plan
• Perquisite
• Production bonus plan
• Sales commission
• Piece rate
• Standard hour plan
106
Remuneration Types

107. • Severance pay
• OH&S compensation
• Group life insurance
• Pension / retirement plan
• EAP
• Work-life benefits
• Cafeteria benefit
• Golden handshake
107
Remuneration Types

108. • External Consideration
• Principles of the organisation
• Laws of the land
• Socio-economic condition
• Demand-supply scenario of talents in
the industry
• Salary survey
• Job evaluation & Benchmarking
108
Designing Remuneration Plan

109. • Internal Consideration
• Monetary / non-monetary needs
• Effort - Reward relationship
• Need maximisation
• Equity theory
• Performance contingent
• Membership contingent
DESIGNING REMUNERATION PLAN
109
Designing Remuneration Plan
• Open / Secret pay system
• Centralised / Decentralised
• Broad-banding

110. • Fit with organisation’s culture.
• Fulfilment of the needs of executive employees.
• Establishment of pay rates for workers.
• Properly linked with performance, competence, achievements, etc.
• Issues related with taxation.
110
Strategic Consideration

111. 111

112. 11. CAREER MANAGEMENT
... better career better future ...
112

113. Career
Career - the occupational positions a person has had over time.
It is the occupations undertaken for a significant period of a person’s life that offers
opportunities for progress.
113

114. Career Management
Career Management
Career Planning Career Development
the process for enabling employees to better understand and develop their
career skills and interests, and to use these skills and interests more effectively.
Employee’sPerspective
SWOT
!
awareness of employees own personal skills,
interests, knowledge, etc. and establish
action plan to attain goal
Organization’s Perspective
Support
!
lifelong series of activities that contribute to
employe’s career exploration, establishment,
success and fulfillment
114

115. Career Cycle
Career Cycle is the five stages through which a career evolves
Career
Cycle
Growth (0 - 14)
Establishment
(24 - 44)
Exploration
(14 - 24)
Maintenance
(44 - 65)
Decline
(65 +)
115

116. Career Transition
116

117. Career Transition
117

118. Career Orientation
John Holland says that a person’s personality is an important determination of career choice
Holland’s
Occupational
Orientation
Realistic
Artistic
Enterprising
Conventional
Social
Investigative
118

119. Realistic - occupations that involve
physical activities, requiring skill,
strengths and coordination.
Example - forestry, agriculture, mining,
etc.
!
Investigative - occupations that involve
cognitive abilities (thinking, organising,
understanding) rather than affective
activities (feeling, acting, emotional).
Example - biologist, chemist, teacher,
etc.
Career Orientation
119

120. Career Orientation
Social - occupations that involve
interpersonal rather than intellectual or
physical activities
Example - clinical psychology, social
work, foreign service, etc.
!
Conventional - occupations that
involve structured, rule regulated
activities.
Example - accountant, banker, army,
etc.
120

121. Career Orientation
Enterprising - occupations that involve
verbal activities aimed at influencing
others.
Example - manager, lawyer, PRO, etc.
!
Artistic - occupations that involve self-
expression, emotion, artistic creation.
Example - artists, advertising,
musicians, etc.
121

122. Edger Schein of MIT identifies Career Anchors which are the pivots (crucial factors)
around which a career swings.
People become conscious of them as a result of learning about their talents and
abilities, motives and needs, attitudes and values.
Technical / Functional
Managerial Competency
Creativity
Autonomy / Independence
Security
Career Anchors
Career Anchors
122

123. Career Anchors
Technical / Functional - people who
have strong technical / functional
interest, ability, will chose related
jobs. Example - engineer,
architecture, etc.
Managerial Competency - people
who have analytical, interpersonal
and emotional ability will become
managers. Example: HR manager,
Finance manager, etc.
Creativity - aspire to build / create
something creative that is entirely
their own product which will bear
their name. Example: artist, singer,
advertising people, etc.
Autonomy / Independence - people
who desire to be their own,
independent decision making,
establishing own company.
Example: self employed, small retail
business, etc.
Security - people who value long-
term career stability, job security
with a decent income and a stable
future. Example - job in a MNC or in
a large organization.
123

124. Promotion
Promotion - advancements to
positions of increased responsibility.
Promotion Decisions:
Seniority or competency?
How to define and measure
competency?
Formal or informal process?
Vertical, horizontal, other move?
124

125. Career Issues
Career Counselling - giving
information and advice to employees
to facilitate their career planning and
development.
Reality Shock - results of a period that
may occur at the initial career entry when
the new employee’s high job expectation
confronts the reality of a boring,
unchallenging job.
125

126. Career Issues
Transfer - reassignments to similar
positions in other parts of the firm.
Outplacement - assistance given to
terminated employees to help them find
jobs with other organisation.
Retirement - the point at which one gives
up one’s work because of different
reasons.
It is a bittersweet experience. Why?
Preretirement counselling - making
retirement easy for employees by
providing advice.
126

127. 127

128. better safe than sorry
128
Training & Development
Chapter: 10

129. OH & S - BASIC UNDERSTANDING
Concerned with the provision of a safe and
healthy work environment.
Involves injury and disease caused by work, or by
combinations of work and non-work activity, or
involves the effects of injury and disease not
caused by work but having implications for the
workplace.
To assure so far as possible every working person
in an organisation safe and healthful working
conditions and to preserve the human resources.
Efforts to improve conditions of living for a group
of employees / workers.
129

130. Employees should be protected from needless pain
and suffering.
Employers have legal obligations to take
responsible measures to protect the health and
safety of their employees.
Accidents, illness and other causes of employee
absence and impaired performance cost the
employer money.
Employer brand image in the market can suffer if
its health and safety record is bad.
Genuine sense of CSR.
Improve moral and loyalty of employees.
OH & S - NEED ANALYSIS
130

131. ! Ultimate responsibility for employee wellbeing rests with the employer since employer has the
greatest control over the working environment.
Text
OH & S - PERSPECTIVES
131

132. In USA, average 5,559 workers die in
workplace incidents.
In USA, yearly over 4.4 million occupational
injuries and illness result from accidents at
work.
In Australia, yearly 5% of the total
workforce suffer from work related injuries.
In the UK, 1.3 million workers per year
suffer from workplace accidents.
In just one province (Shenzhen), China, 2
employees die and more than 200 lose arms
and legs per week in workplace accidents.
OH & S - FACTS
132

133. Direct Cost:
instant cost (paid to the employee, hospital
fee, medicine, etc) = $3,000
Transportation = $500
Forklift repair = $2,000
Total direct cost = $5,500
Indirect Cost:
Lost production = $10,000
Long term medication = $5,000
Forklift maintenance = $2,000
Legal proceedings = $10,000
OH&S claim by employee = $25,000
Fine imposed on employer = $10,000
Total indirect cost = $62,000
OH & S - COST
133

134. Improper OH&S maintenance is very
expensive for the country also.
Yearly economic loss in Australia is $27
billion.
In USA, the annual estimated economic
loss is $7 billion.
In the UK, annual cost of £2.5 billion
occurred to employers for workplace
accidents.
OH & S - COST
134

135. Harry McShane, age 16, 1908.
Pulled into machinery in a factory
in Cincinnati. His arm was ripped off
at the shoulder and his leg broken.
No compensation paid.
After more than
100 years, the
situation is almost
same in many
organizations
Many employers still do not provide
any compensation to their injured
employees.
135

136. OH&S Planning
Corporate Policy Formation
Hazard Identification & Risk Control
Employee Awareness & Training
Establish consultative agreement
Establish consultative relationship
Set specific policies & objectives
Promote, maintain & update
OH & S - STRATEGIC PLANNING
136

137. Ventilation
Temperature
Lighting
Cleaning & decoration
Space
Sanitary convenience
Washing facility
Drinking water
Eating and resting facility
First Aid
Fire safety
Computer / desk job and fatigue
Some key traditional causes of ill-health at work, considered as OH&S issues:
OH & S - CAUSES & ISSUES
137

138. Stress - a condition of strain that affects one’s
emotion, thought process and physical
conditions.
Stressors - conditions that cause stress.
All employees need to recognise that stress
need not be destructive.
Burnout - total depletion of physical and
mental resources caused by excessive striving
to reach unrealistic work related goals.
Too much stress and burnout may lead towards
suicide.
Rust out - Stress produced from having too
little to do.
OH & S - CAUSES & ISSUES
138

139. Sick Building Syndrome - collection of
problems relating to the poor design and
maintenance of the workplace. Example -
poor ventilation, excessive noise, poor
thermal control, etc.
Substance Abuse - HIV / AIDS,
drug, alcohol, smoking, etc.
OH & S - CAUSES & ISSUES
139

140. Chemical Waste & Radiation
Oil from the Deepwater Horizon spill pools against the Louisiana coast along
Barataria Bay Tuesday, June 8, 2010
OH & S - CAUSES & ISSUES
140

141. Patches of oil from the Deepwater Horizon spill are seen from an underwater vantage,
Monday, June 7, 2010, in the Gulf of Mexico south of Venice, Louisiana
OH & S - CAUSES & ISSUES
141

142. An exhausted oil-covered pelican tries to climb over an oil containment boom, Louisiana,
June 5, 2010
OH & S - CAUSES & ISSUES
142

143. This image from high resolution video made June 3, 2010, shows oil continuing to pour out at the
site of the Deepwater Horizon oil well in the Gulf of Mexico
OH & S - CAUSES & ISSUES
143

144. Chernobyl Nuclear Plant Disaster 1986, Russia
Ship Breaking Yard, Sitakunda, Chittagong
OH & S - CAUSES & ISSUES
144

145. Desk Rage - Offensive / violent behaviour occurring in the office
OH & S - CAUSES & ISSUES
145

146. Workplace Bullying - Offensive / violent behaviour occurring in the office with other
colleagues.
OH & S - CAUSES & ISSUES
146

147. Air Rage - violent behaviour by airline
passengers.
Economy Class Syndrome - blood clots caused by
cramped airline seating arrangements.
Sexual Harassment - sexually suggesting remarks,
unwanted advancements, etc.
Work-family Conflict - conflicting demands made
on an individual by home and work.
OH & S - CAUSES & ISSUES
147

148. Employee Assistance Program - programs offered by firms to provide support and counselling
to employees undergoing stress or encountering other problems arising in the workplace or in
their personal life.
OH & S - EAP
148

149. List of possible EAP:
Advice & support
Counselling
Personal development
Gym facility
Canteen
Work environment
Religious and moral
development
Employees can live with stress quite happily if they
plan, keep a balance between work and leisure, and
practice stress-reducing exercise and habits
regularly.
EAP
149