Question

Several severe accidents have recently occurred in the 12-employee assembly department of Blakely Company, which has a total work force of 65 employees. The supervisor of this department, Joe Benson, is quite perturbed and, in response to questions by the general manager and owner of the company, claimed the employees do not listen to him. He has warned them about not taking safety precautions, he explained, but he can’t police their every move. The general manager countered, “Accidents cost us money for repairs, lost time, medical expenses, human suffering, and what not. It’s important that you stop it. Your department has a bad safety record—the worst in the company. You are going to have to correct it.” Joe believed he had taken the necessary precautions but was not getting satisfactory results.

He also believed there were more possibilities of accidents occurring in his department than in any other department of the company. He decided to talk it over with the human resource manager, Fay Thomas. Fay suggested scheduling a 10-minute safety talk by a different employee each week. The first subject would be “using machine guards.” Joe thought that “good housekeeping and safety” and “no smoking” would also be good subsequent subjects.

Fay suggested that Joe schedule part of his time to review his department periodically. Furthermore, she suggested that any unsafe act he discovered should result in an immediate twoday suspension for the offender. “You have to get tough when it comes to safety. Your people are taking safety much too lightly. Of course, you start by making an announcement of what you are going to do. Put a notice to that effect on the bulletin board. Then enforce it to the letter.”

Joe believed that simply talking personally to each of his employees and urging them to work safely might get better results. However, he was convinced that some type of incentive was needed. As a result, he devised a plan in which the employee with the fewest safety violations over the next three months would be given a day off with pay. Joe’s plan was approved by his boss.

1. What is Joe’s problem? In your opinion, how did this problem develop? What were its main causes? Discuss.   

2. What actions do you recommend Joe take? Why?

subject : occupational safety and health

Answer 1

Joe's problem is that his department has seen a hike in accidents in comparison to other departments which is hampering the productivity and resulting in cost of repairs, lost time, medical expenses and human suffering.

In my opinion the problem has developed because of carelessness, negligibility and overlooking of safety precautions by employees while handling or moving equipments. The main causes behind the severity of problem is the failure of Joe to establish strict policy and procedures for employees which could have forced them to follow the safety guidelines so as to ensure that safety measures are implemented. Absense of effective and transparent communication and failure of appropriate risks or damages is also a cause that contributed to the severity of the problem.

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I recommend joe to revise his policy regarding safety regulations and measures to maje it more deliberate, strict and warning for employees so that they are no longer negligent while working.

If the problem is prevalent because of the nature of department, then remodeling the layout of department might help in reducing the risk of mishandling or machines. Renovating the methods and techniques of working might help employees to reduce threat of mishandling or injury.

Joe needs to establish clear and effective communication with employees and provide them knowledge through creating awareness about all possible risks, threats and past incidents that can take place which might induce fear in ignorant employees for working carefully specially among them who do not recognise the possibility of accidents in their work after which they will become extra cautious.

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Thanks dear student.. Hope this will help you..

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