1. I NSTITUTE OF N EW K HMER Human Resources Managements Lectured by: NOUV Brosh Mobile Phone: 093640486 & E-mail: broshnouv@gmail.combroshnouv@gmail.com 1 HRM By: NOUV Brosh

2. Chapter 15: Promoting Safety and Health HRM By: NOUV Brosh2

3. Relationship between OH& S and Organizational Performance Nelson (1997) argued that good OH & S is of benefit to companies in terms of performance. This is because less accidents and more healthy employees will lead to greater productivity, motivation, efficiency, lower compensation claims, greater flexibility, improved employee selection & ultimately these should lead to improved corporate performance overall. To ensure that OH & S are effective, it is important to get management commitment through raising the issues of litigation, learning & use the language of management & profit; seek to change management attitudes; & foster worker participation in OH & S. OH & S is under the responsibility of HR professionals & they should be competent enough to highlight the importance of OH & S for the organization effectively. HRM By: NOUV Brosh3

4. SAFETY IS AWARENESS OF ONE’S ENVIRONMENT AND ACTIONS, ALL DAY, EVERY DAY SAFETY IS KNOWING : WHAT IS GOING ON, WHAT CAUSE ACCIDENT, WHERE ARE THE HAZARDS & RISKS & HOW TO PREVENT IT. HRM By: NOUV Brosh4

5. Costs Incurred by Accidents on the Job Costs of an accident:  Direct costs – worker’s compensation  Indirect costs of an accident Wages paid for time lost Damage to material or equipment Overtime work required due to the accident Wages paid to supervisors while their time is required for activities resulting from the accident Decreased output of the injured worker after return to work The time it takes for a new worker to learn the job Uninsured medical costs borne by the company Time spent by higher management and clerical workers to investigate or to process workers’ compensation forms HRM By: NOUV Brosh5

6. SAFETY AND HEALTH ACT IN CAMBODIA: Covered under Chapter VIII of the Labor Law, 1997 which focus on the Health and Safety of Workers and its scope of application. Section I covers General Provisions. Section II covers Inspections. Section III covers Labor Health Service. Prakas on Notice for Work-related accident, formula for compensation and level of disability, 12 th February, 1998. HRM By: NOUV Brosh6

7.  Employee Safety and Health required under the Cambodian Labor Law:  article 229 of the Cambodian Labor Law: enforcing this article in all establishments  quality of the premises;  cleaning;  hygiene arrangements for the needs of personnel;  beverages and meals;  lodging of the personnel, if applicable regarding:  work stations and the seating arrangements;  ventilation and sanitation;  individual protective instrument and work cloths;  lighting and noise levels in the workplace. HRM By: NOUV Brosh7

8.  article 230 of the Cambodian Labor Law – all establishments and work places must be set up to guarantee the safety of workers. Machinery transmission apparatus, tools, equipment and machines must be installed and maintained in the best possible safety conditions. Management of technical work utilizing tools, equipment, machines, or products used must be organized for guaranteeing the safety of workers. Enforcing this article in regard to :  risks of falling;  moving heavy objects  protection from dangerous machines and apparatus;  preventive measurestobetakenforworkinconfinedareasor for work done in isolated environment;  risks of liquids spilling;  fire prevention. HRM By: NOUV Brosh8

9.  article 238 – enterprises and establishments covered by this article must provide the primary health care to their workers.  article 242 – all enterprises and establishments covered by this article and employing more at least 50 workers shall have a permanent infirmary on the premises of the establishment, workshop, or work site. -This infirmary shall be run by a physician assisted by one male or female nurses, based on the number of workers. -During working hours, both day and night, there shall always be at least one male or female nurse present. -The infirmary shall be supplied with adequate materials,bandages and medicines to provide emergency care to workers in the event of accidents or occupational illness or sickness during work. -Expense incurred in organizing and operating this infirmary are the responsibility of the employer. HRM By: NOUV Brosh9

10.  article 248 – work related accidents – an accident is considered to be work related, regardless of the cause. If it happens to worker working or during the working hours, whether or not the worker was at fault ; it is the accident inflicted on the body of the worker or on an apprentice with or without wage, who is working in whatever capacity or whatever place for an employer or a manger of an enterprise.  equally, accidents happening to the worker during the direct commute from his residence to the workplace and home are also considered to be work-related accidents as the trip was not interrupted nor a detour made for a personal or non-work related reason. HRM By: NOUV Brosh10

11. Practical Approaches to Job Safety in the Workplace: Formulate a safety policy Implement and sustain the safety policy through a loss- control program – Four elements of a loss-control program Safety budget Safety records Management’s personal concern Management’s good example HRM By: NOUV Brosh11

12. Practical Approaches to Job Safety in the Workplace - continue Establish a safety committee – Five responsibilities of the safety committee Recommend (or critique) safety policies issued by top management Develop in-house standards per OSHA standards Provide safety training for employees and supervisors Conduct safety inspections Continually promote the theme of job safety through the elimination of unsafe conditions and unsafe behaviors – Establish safety rules Indicate the consequences of not following the rules – Provide training for employees and supervisors – Offer feedback and incentives to improve safe behavior HRM By: NOUV Brosh12

13. workplace? 1.Employee Assistance Programs (EAPs) EAPs provide assistance for troubled employees confronted by unresolved personal or work-related problems. Four management “musts” of a well-run EAP: – Express support for the program – Educate employees about the program and provide necessary training on its use – Make the program accessible to employees – Ensure that it operates in a confidential, credible, and neutral manner How to promote Safety and Health in the HRM By: NOUV Brosh13

14. workplace? 1.Employee Assistance Programs (EAPs) How to establish an Employee Assistance Program (EAP)? Develop a written statement of the objectives of the program, consistent with organizational policy Teach managers, supervisors, and union representatives what to do – and what not to do – when they confront the troubled employee and when they use the program to resolve job performance problems Establish procedures for referral of the troubled employee to an in-house or outside professional who can take the time to assess what is wrong and arrange for treatment Develop a planned program of communications to employees to announce (and periodically to remind them) that the service is available, that it is confidential, & that other employees are using it. Continually evaluate the program in terms of its stated objectives. How to promote Safety and Health in the HRM By: NOUV Brosh14

15. 2.Promoting Health Awareness: Wellness Programs The objective of wellness programs is not to eliminate symptoms and disease; it is to help employees build lifestyles that will enable them to achieve their full physical and mental potential The four-step process to health promotion: 1.Educate employees about health-risk factors – life habits or body characteristics that may increase the chances of developing a serious illness 2.Identify the health-risk factors that each employee faces 3.Help employees eliminate or reduce these risks through healthier lifestyles and habits 4.Help employees maintain their new, healthier lifestyles through self-monitoring and evaluation HRM By: NOUV Brosh15

16. Difficulties in Evaluating the Effectiveness of Wellness Programs Health-related costs that actually decrease are hard to identify Program sponsors use different methods to measure and report costs and benefits Program effects may vary depending on when they are measured (immediate versus lagged effects) Program effects may vary, depending on how long they are measured Few studies use control groups Data on effectiveness are limited in the choice of variables, estimation of the economic value of indirect costs and benefits, estimation of the timing and duration of program effects, and estimation of the present value of future benefits. HRM By: NOUV Brosh16

17. MANAGING STRESS IN THE WORKPLACE WHAT IS STRESS AND PRESSURE? Organizational stress refers to the negative subjective response of an individual to an inappropriate level of pressure. Stress can be caused by psychological, social, organizational or financial implications. Pressure is something we we all face as life makes its various demands upon us. It is not necessary problematic. However, when the level of pressure becomes harmful, counterproductive or in any way negative, the term, ‘stress’ then becomes applicable. Pressure is neutral, it can be positive or negative, whereas stress is always negative, it where the pressure starts to do harm. HRM By: NOUV Brosh17

18. MANAGING STRESS IN THE WORKPLACE - continue What causes stress in the workplace? 1.Organizational environment:  Very unsupportive management.  Not receiving enough feedback.  Manager playing ‘favorites’, and other power games.  Lack of recognition and appreciation.  Style of management.  Weak organizational culture. 2.Individual:  Lack of skill, knowledge, & capabilities in performing the job.  Role ambiguity – not sure about your own responsibility & expectations.  Role overload – doing too many tasks.  Poor work relations.  Lack of career prospects.  Personal problems. HRM By: NOUV Brosh18

19. MANAGING STRESS IN THE WORKPLACE - continue What is the cost of stress for the organization? – For the organization, stress tends to be very costly in terms of: reduced productivity & efficiency, low morale, absenteeism, high sickness, accidents, and high staff turnover rates. For the employee, a long term stress will definitely affect the individual’s standards of practice, quality, health, & also other people in the workplace. How to prevent occupational stress in the workplace? – Managers should ensure that staff are not overloaded, expectations are clear, adequate consultation & supervision are provided (PREVENTIVE). Formal support in terms of giving timely feedback, coaching & mentoring, & providing a conducive environment, & respecting your staff. For the employee, coping with stress is essential and this includes: removing the stressor from our lives, seeking diversion from the pressure(s) or relaxation & generally having a positive mindset. Don’t let stress control and harm your lives!!!!!!!!. What are the symptoms of stress in the workplace? – Some of the symptoms include: poor work performance, having a negative mindset, becoming emotional, bad temper, absent from work, lateness, & poor health. HRM By: NOUV Brosh19

20. MANAGING HIV/AIDS IN THE WORKPLACE HIV is Human ImmundoeficiencyVirus AIDS is Acquired Immuno Deficiency Syndrome Transmission is through: sex, blood tranfussion, sharing un-sterilized syringes, needles and other instruments. Global Summary of HIV/AIDS epidemic in December 2003: 40 million living with HIV, 5 million newly affected and 3 million died. HRM By: NOUV Brosh20

21. MANAGING HIV/AIDS IN THE WORKPLACE (Con’t) HOW TO PREVENT HIV/AIDS?: FOLLOW THE ABCD RULE. SET UP A WORKPLACE POLICY ON HIV/AIDS: Provides a clear statement about non-discrimination. Ensures consistency with appropriate national laws. Lays down a standard behavior for all employees (whether infected or not). Gives guidance to supervisors and managers. Helps employees living with HIV/AIDS to understand what support and care they will receive, so that they are more likely to come forward for voluntary testing. Helps to stop spreading the virus through prevention programs. Assists an enterprise to plan for HIV/AIDS & manage its impact, so ultimately saving money. Enhance the sustainability of the effort. HRM By: NOUV Brosh21

22. MANAGING HIV/AIDS IN THE WORKPLACE (continue) STEPS TO BE TAKEN: 1.Set up HIV/AIDS Committee. 2.Decide on the set up of the committee, decision making power & responsibilities. 3.Review national laws and their implications for enterprises. 4.Put programs in place. 5.Monitor the impact. 6.Review regularly the policy against external HIV/AIDS information & its workplace implications - dynamic & responsive to the situation & new initiatives. HRM By: NOUV Brosh22

23. MANAGING HIV/AIDS IN THE WORKPLACE (continue) PREVENTION OD HIV/AIDS IN THE WORKPLACE - can be done through INFORMATION (awareness raising), EDUCATION and TRAINING. PROVIDE HIV/AIDS CARE AND SUPPORT AT THE WORKPLACE - continuation of employment; workplace accommodation; a supportive workplace environment; care referral systems. ARTICLE 20 (Cambodian Law of the Prevention and Control of HIV/AIDS, 10th July, 2002) - “it is strictly prohibited to any compulsory HIV testing undertaken to indicate pre or post conditions for employment, admission to educational institutions, as well as for the exercise of freedom of abode, traveling, and the provision of medical services or other services.” HRM By: NOUV Brosh23

24. Confronting AIDS in the Workplace: Levi Strauss & Co.’s Philosophies – An Example No special AIDS policy; instead, the company addresses the needs of employees with AIDS and its coworkers within the framework of its general approach to employee relations No pre-employment testing of any sort for AIDS, and no AIDS screening questions on employment applications Employees with AIDS are treated with compassion and understanding – as are employees with any other life-threatening disease Employees with AIDS can continue to work as long as they are medically cleared to do so; they are also eligible for work accommodation HRM By: NOUV Brosh24

25. Confronting AIDS in the Workplace: Levi Strauss & Co.’s Philosophies – An Example- Continue Employees are assured of confidentiality when seeking counseling or medical referrals Company medical coverage, disability-leave policy, and life insurance do not distinguish between AIDS and any other life- threatening diseases The company’s medical plan supports home health and hospice care for the terminally ill A case-management strategy is implemented whenever an employee becomes critically ill Managers are held accountable for creating a work environment that supports employees with AIDS HRM By: NOUV Brosh25

26. Confronting AIDS in the Workplace: Levi Strauss & Co.’s Philosophies – An Example- continue The company has assumed responsibility for educating employees so that neither unwarranted fear nor prejudice affects the work environment of people with AIDS Individual, family, or group counseling is available to employees and their families through the company’s employee assistance program or through outside agencies The EAP staff conducts department and management counseling sessions on request about issues such as how to handle rumors about AIDS, how to deal directly with people’s feeling when a colleague becomes ill with AIDS, what colleagues can do to be helpful to a person with AIDS, and how to deal with grief associated with the death of a colleague HRM By: NOUV Brosh26