Mgt 351 lecture_series-libre

Human Resource Management

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©Muhammad Faisol Chowdhury Senior Lecturer of HRM, School of Business, North South University

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Chapter 1 - Introduction to HRM

Productivity & Profit

People

HRM Induces Success

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HRM Ensures Happiness

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HRM Generates Profit

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HRM Brings Growth

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HRM Practices

TransactionalHRIS

Payroll Administrative

Traditional

Planning Job Analysis Recruitment Selection Training

Performance Appraisal Salary & Compensation

OH&S Industrial Relations International HRM

TransformationalEthical & Legal Environment

People Development Performance Management

Knowledge & Culture Diversity Management Change Management

Contemporary

Surveillance Humour Management

Office Context Emotion Management

Motivation & Empowerment Etc

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HRM Functions

Hard Approach

“Some people are not used to an environment where

excellence is expected.” !

Steve Jobs CEO, Apple

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HRM Approaches

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

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HRM Approaches

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.

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Line & Staff

What other forces can change the business environment?

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HRM & Business Environment

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

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HRM Definition

• Definition of HRM

• Need of HRM

• Functions of HRM

• Hard and soft HRM approach • Line and staff function • Changing business environment and HRM

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Summary

obligations of the organisation

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Chapter 2 - Ethics, Legality & Diversity

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

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Obligations

Psychological Contract between

employer and employee

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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

• EEO - Equal Employment Opportunity • AA - Affirmative Action • Reverse Discrimination • Anti Discrimination • Workplace Discrimination • Harassment • Direct Discrimination • Indirect Discrimination

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Ethics & HRM

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?

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Workplace Discrimination

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Whistleblower

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

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Managing Diversity

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.

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Managing Diversity

These are the elements of ethical and diverse workforce

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Managing Diversity

What is business ethics? What is ethical climate of an organisation?

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Ethical Business Practice

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?

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Ethical Business Practice

What is she waiting for? !

Why the wait is so long? !

What can you do about it? !

What can HRM do about it?

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Ethical Business Practice

Can we make a difference? !

How easy it is to make a difference?

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Ethical Business Practice

Child Labour should we accept or ban it?

What issues to consider if we accept or ban it?

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Ethical Business Practice

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Summary

• Employment and Psychological contract • Ethics and HRM

• Diversity Management • Ethical Business Practice

alignment of people and organisation

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Chapter 3: Human Resource Planning

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)

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HR Planning

A key function of HR planning is a systematic process of manpower planning and forecasting

Forecast supply

Forecast demand

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Manpower Planning & Forecasting

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HRP Model

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.

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Employee Engagement

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Employee Engagement Process

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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

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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.

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Business Environment

Michael Porter’s Five Forces Model

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Business Environment

Michael Porter’s Three Generic Strategies

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Business Environment

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

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Successful HRP

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

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Summary

proper inspection of job

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Chapter 4: Job Analysis & Design

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Job Analysis

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Job Analysis Process

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Job Analysis Steps

Direct observation of employees engaged in different tasks. !

What are the advantages and disadvantages of this technique?

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JA Data Collection - Observation

Interviewing employees to find out the tasks they perform. !

What are the advantages and disadvantages of this technique?

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JA Data Collection - Interview

Distributing questionnaire to employees to collect their responses. !

What are the advantages and disadvantages of this technique?

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JA Data Collection - Questionnaire

Daily listing of tasks performed by workers along with time spent for each task. !

What are the advantages and disadvantages of this technique?

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JA Data Collection - Record & Log

• 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.

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Skill Matrix

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Skill Matrix

• 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

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Competency Profiling

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

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 - Rotation

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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

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• 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

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• 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

Talent acquisition for productivity and profitChapter: 4 !

Recruitment and Selection60

right employee for right job

Chapter 5: Recruitment & Selection

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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

Recruitment & Selection Steps

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Acquisition Process

Recruitment and Selection flow

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Job Analysis / Exit Interview

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What fits my business objective?

Job Offer / Contract !

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Can I offer the candidate a job?

Conduct Selection Process

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Does a candidate match the requirements?

Job Description !

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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

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What are the contractual issues relating to the job?

Shortlist Applications !

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Who satisfies the short listing criteria?

Communicate Vacancy !

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How will I reach my target audience?

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Acquisition Planning

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,

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Acquisition Process - Analysis

Social Networks Print Media

Recruitment Agency

Organisation’s Website

Campus Recruitment

Headhunting

Referral

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Recruitment Sources

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False Positive and False Negative Halo / Horn effect Contagious bias Logical error

Validity Reliability

Errors and Remedies

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Job Interview

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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

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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

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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

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• 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

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

Summary

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if you can’t measure it, you can’t fix it

Chapter 6: Performance Appraisal

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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

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Organisational Operational Personal

Fulfilment of Corporate Aims and Objectives

Performance Appraisal Needs

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Performance Appraisal Steps

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Performance Appraisal Process

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• 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

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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

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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.

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• Manager then uses the record to assess the employees’ performance when it is time for PA.

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• Not helpful for comparing employees and making salary decisions.

Performance Appraisal Techniques

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• A written statement describing employee’s strengths, weaknesses, past performance and future development options.

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• Prepared by managers for their subordinates.

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• Depends on managers writing skills.

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• Bias may occur.

Essay Description

Performance Appraisal Techniques

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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

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360-Degree Feedback & Evaluation

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• Unclear Standard

• Halo / Horn Effect

• Central Tendency

• Leniency or Strictness

• Recency effect

• Social Comparison Bias

• Any other form of bias

Performance Appraisal Errors

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Self-Rating

Subordinates

360-Degree Feedback

Potential Appraisers

Immediate Supervisor

Peers

Rating Committee

Performance Appraiser

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• 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

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from employment to employability

Chapter 7: Training & Development

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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

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Training Process

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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

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

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Training Need Analysis

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Training Need Analysis

Performance Appraisals

Job-Related Performance Data

Observations

Interviews

Assessment Centre Results

Individual Diaries

Attitude Surveys

Tests

Methods for Identifying

Training Needs

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Strategic Training Plan

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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

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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

Reaction Learning Behaviour ROI

Organisational Benefit

Personal Benefit

Review

objective, flexibility, process & outcome evaluation, trainer, future improvement

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Training Evaluation

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Learning Environment

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• Knowledge Management

• Learning Organisation

• Sharing Organisation

• Linking training & development with rewards & career management

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Summary

• Training & Development

• Training Process

• Training Need Analysis

• Strategic Training Plan

• Types of Training

• Training Evaluation

• Learning Environment

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Chapter 8: Rewards Management

money is much more exciting than anything it buys

Remuneration Package

Monetary + Benefits + Incentives

Salary Wage PRPOther

Rewards

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Remuneration

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.

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Remuneration Types

• Profit-sharing plan

• Gainsharing plan

• Stock-ownership plan

• Cost reduction plan

• Perquisite

• Production bonus plan

• Sales commission

• Piece rate

• Standard hour plan

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Remuneration Types

• Severance pay

• OH&S compensation

• Group life insurance

• Pension / retirement plan

• EAP

• Work-life benefits

• Cafeteria benefit

• Golden handshake

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Remuneration Types

• 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

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Designing Remuneration Plan

• Internal Consideration

• Monetary / non-monetary needs

• Effort - Reward relationship

• Need maximisation

• Equity theory

• Performance contingent

• Membership contingent

DESIGNING REMUNERATION PLAN

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Designing Remuneration Plan

• Open / Secret pay system

• Centralised / Decentralised

• Broad-banding

• 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.

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Strategic Consideration

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11. CAREER MANAGEMENT

... better career better future ...

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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.

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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

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awareness of employees own personal skills, interests, knowledge, etc. and establish

action plan to attain goal

Organization’s Perspective Support

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lifelong series of activities that contribute to employe’s career exploration, establishment,

success and fulfillment

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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 +)

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Career Transition

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Career Transition

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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

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Realistic - occupations that involve

physical activities, requiring skill,

strengths and coordination.

Example - forestry, agriculture, mining,

etc.

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Investigative - occupations that involve

cognitive abilities (thinking, organising,

understanding) rather than affective

activities (feeling, acting, emotional).

Example - biologist, chemist, teacher,

etc.

Career Orientation

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Career Orientation

Social - occupations that involve

interpersonal rather than intellectual or

physical activities

Example - clinical psychology, social

work, foreign service, etc.

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Conventional - occupations that

involve structured, rule regulated

activities.

Example - accountant, banker, army,

etc.

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Career Orientation

Enterprising - occupations that involve

verbal activities aimed at influencing

others.

Example - manager, lawyer, PRO, etc.

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Artistic - occupations that involve self-

expression, emotion, artistic creation.

Example - artists, advertising,

musicians, etc.

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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

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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.

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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?

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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.

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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.

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better safe than sorry

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Training & Development

Chapter: 10

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.

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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

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! Ultimate responsibility for employee wellbeing rests with the employer since employer has the greatest control over the working environment.

Text

OH & S - PERSPECTIVES

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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

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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

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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

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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.

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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

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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

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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

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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

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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

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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

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An exhausted oil-covered pelican tries to climb over an oil containment boom, Louisiana, June 5, 2010

OH & S - CAUSES & ISSUES

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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

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Chernobyl Nuclear Plant Disaster 1986, Russia

Ship Breaking Yard, Sitakunda, Chittagong

OH & S - CAUSES & ISSUES

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Desk Rage - Offensive / violent behaviour occurring in the office

OH & S - CAUSES & ISSUES

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Workplace Bullying - Offensive / violent behaviour occurring in the office with other colleagues.

OH & S - CAUSES & ISSUES

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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

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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

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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

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