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31st Annual CSSE Professional Development Conference November 18-20, 2001, Vancouver, BC
Wayne Pardy, Vice President of Safety Management Services PPM International safety Technologies
Examine the difference between incentive and recognition Look at theories of accident causation Consider the world of work today Evaluate the different approaches to worker safety Recommend performance & achievement-based strategies which move away from injury-based systems only
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Recognition
The motivational power in recognition lies mainly in its ability to appeal to an employees sense of pride. . . typical safety examples include: Pat on the back Praise for a job well done Coffee with the boss of CEO
Or any other initiative which may be deemed to be worthy or motivational Copywrite - Creative Business
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How to recognize?
Small gifts Plaques Memos Public speeches Pep talk You can create as many opportunities, artificial or otherwise, which you feel may be a motivating exercise Copywrite - Creative Business
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Westray
1992 John T. Ryan Trophy winner Based on injury statistics only (frequency or recordable injuries) Frequency not a good indicator of risk Tells you nothing about risk management Too easy to cook the books Only about records
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Alfie Kohn
Punished by Rewards
Clearly, punishments are harsher and more overt. . . but rewards simply control through seduction rather than by force. In the final analysis, they are not one bit less controlling since, like punishments, they are typically used to induce or pressure people to do things they would not freely do - or rather, things that the controller believes they would not freely do Copywrite - Creative Business
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Kohn. . . continued
Peoples interest in doing what they are doing typically declines when they are rewarded for doing it. . . scores of other studies confirmed this conclusion Consider the countries typically cited as competitors of the United States. Japan and Germany. . . rarely use incentives and other behaviorist tactics to induce people to do a better job
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Peter R. Scoltes
The Team Handbook The greatest management conceit is that we can motivate people. We cant. Motivation is there, inside people. . . the greatest managerial cynicism is that workers are withholding a certain amount of effort that must be bribed from them by means of various incentives, rewards, contests or merit pay programs. . . the greatest waste of managerial time is spent trying to manipulate peoples minds and infuse motivation into them
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Douglas McGregor
Individual incentive plans provide a good example of an attempt to control behavior The practical logic of incentives is that people want money, and that they will work harder to get it Incentive plans do not take account of several other well-demonstrated characteristics of behavior in the business setting. . . Copywrite - Creative Business
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Accident Causes
Unsafe act (worker behavior) vs Unsafe condition of the work environment Total safety management systems approach Total Quality Management approach Domino effect Root cause analysis Internal Responsibility System (Canadian) Copywrite - Creative Business
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Section 11(c) Federal US OSHA Act Employees cant be discriminated against for exercising any right under the act. Since employees have the right to report that they have been hurt on the job, and games which discourage the exercise of that right may be considered discriminatory
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E. Scott Geller
The Psychology of Safety
Safety incentive programs should focus on the process rather than the outcomes Reward people for what they do - risk reducing behaviors or correct, safe behaviors
F. David Pierce
Historically we have used safety awards as carrots for worker safety. Most times these focus on workers staying injury free, not on worker safety participation. Its for these reasons that these injury-free based award programs have mixed results Participation based awards are different. When used, they can change the perceptions destructive to safety award programs. That is, they bring a halt to the reward systems that depend on not having injuries and instead focus on involvement
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Cohn & Smiths study indicated that among industry leaders in accident free hours, use of monetary incentives was played down, and management frequently expressed the opinion that safety contests, give-away prizes and once per year dinners simply did not work
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Clash of Ideas
Alfie Kohn: Rewards are not actually solutions at all. They are gimmicks, shortcuts, quick fixes that mask problems and ignore reason. Giving people rewards is an inherently objectionable way of reaching our goals by virtue of its status as a means of controlling others. What rewards and punishments do is induce compliance. Alfie Kohn/W.Edwards Deming/Stephen R. Covey: Common safety tools such as incentives, recognition, praise and penalties do more harm than good in the long run because employees see these tactics are a means of controlling behavior. Feeling controlled, an employees own inner motivation suffers
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The intent must not be to control people, but to help them control their own behavior for the safety of themselves and others. This is why the terms such as behavior modification, discipline and enforcement are inappropriate. They carry the connotation of outside control. The bottom line is that behavior is motivated by consequences that are obvious and immediate
Behavior-Based Safety
1. The belief that worker behavior is the precursor to safety or injury 2. Implementation must be achieved through training (lots!) 3. High participation is critical for success 4. Management commitment to the process is essential 5. Behavior is objective and can be observed 6. Unsafe or at-risk behavior can be objectively measured 7. Improving safe behavior and minimizing at-risk behaviors reduces injuries
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National Safety Council & UAW Paper on A Union Critique of Behavior Safety
Risk Assessment
Hazard Analysis
Interviews
Worker Complaints Government Regulations
Inspections/Audits
Deciding if the approach is right for you & Which type of system meets your Copywrite -needs Creative Business
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Are they used in any other aspect of your business? If so,Copywrite how?- Creative Business
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Safety Incentives and Recognition Are they right for your business?
Conduct perception survey - what do people think? Consult individual workers & management - what do they really think? Develop task teams to brainstorm issue Evaluate existing corporate culture of your business Look at existing safety policies and practices. . . do they compliment a culture of recognition for outstanding achievement? Are injury rates still the main measure of your safety performance? Are there other opportunities to recognize outstanding safety performance?
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LEADERSHIP
Who do you need to get on side to help market your system? (management-union-workers) How will this leadership role be identified? Someone with credibility in your business needs to play a critical role This leader will need to sell others on the positive benefits of an achievement-based safety culture This leader will have to stand firm to the principles and beliefs of an achievement-based safety culture when naysayers look to find fault with the process
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