Behavior-Based Approaches And The Safety Climate Attempt ✓ Solved

Behavior-Based Approaches and the Safety Climate Attempting

Attempting to change an employee’s behavior is a very lengthy process. In essence, the safety manager must uninstall a learned behavior from this person’s psyche and do some extensive reprogramming. If the employee is open to the change, it may not take too long for him or her to recognize the value of the new safety concept. In this case, the goal is to have the employee perform a task in a certain way in order to avoid a safety hazard. The term “behavior” is recognized by many safety managers.

When the safety manager is able to change the behavior of an employee, it helps in reducing employee injuries and safety violations. To accomplish this goal, the safety manager must understand the concept of behavioral safety analysis. “Managerial interventions that focus on improvement of group safety practices are likely to impact strongly on safety outcomes. Initially, climate theory was intended to explain the psychology of employees’ safety behaviors. In numerous studies, safety climate was also shown to be a good predictor of safety outcomes, and ultimately to have the ability to control and change those outcomes in intervention studies.

Several studies of managerial intervention provide support to climate theory by demonstrating that manipulation and improvement of group-level climate also improve safety climate and safety outcomes” (Clarke, Probst, Guldenmund, & Passmore, 2016, p. 367). Therefore, the safety manager should strive toward improving safety-related behavior in order to prevent and reduce injuries.

Negative feedback on the behavior of employees lowering employees’ self-efficacy with negative feedback can also undermine future attempts to be proactive. Self-efficacy perceptions are, in fact, a key motivational antecedent of proactivity at work (can do motivation). As an example, if an employee’s efforts to be proactive are reciprocated with blaming, reprimands, and destructive criticism, then his or her confidence to be proactive again at a later time is likely to be undermined. Arguably, this effect might be more conspicuous for role-breadth self-efficacy, rather than work-related self-efficacy (Clarke et al., 2016, p. 228).

From the South University Online Library, read the following: Reference Clarke, S., Probst, T. M., Guldenmund, F. W., & Passmore, J. (2016). The Wiley Blackwell handbook of the psychology of occupational safety and workplace health. Malden, MA: John Wiley & Sons, Inc. Avoiding Criticism Harms Workplace Performance. Negative Effects of Destructive Criticism: Impact on Conflict, Self-Efficacy, and Task Performance. Employees' Psychological Ownership and Self-Efficacy as Mediators between Performance Appraisal Purpose and Proactive Behavior.

Additional Materials From your course textbook The Wiley Blackwell Handbook of the Psychology of Occupational Safety and Workplace Health, read the following chapters: Behavior-Based Approaches to Occupational Safety, Safety Training, Safety Climate and Supervisory-Based Interventions.

From the South University Online Library, read the following article: Proactive Behavior-Based Safety Management for Construction Safety Improvement.

Burnout, Employee Well-Being, and Workplace Aggression Review the below case study of Jen: These exact words were not going through Jen’s mind at the time, but Jen realized that she had choices to make in relation to work and life in general. Between working more than eleven hours per day and fulfilling her role as a full-time mother and wife, Jen was expending too much energy. There were also many episodes of verbal aggression directed at Jen by the vice president of her organization.

During one of her visits to a doctor, the physician informed Jen that her blood pressure was extremely high and advised Jen to take a few weeks off from work or find a job with less stress and closer to home. Of course, Jen did what any other executive would do when inspired to reach the top of the corporate ladder, she climbed even higher. By Jen’s next scheduled visit, she was experiencing tingling sensations and slurred speech. The doctor made the most profound statement that would forever change the way Jen viewed life. The ultimatum presented to Jen by her physician was “quit work or die!” Jen could feel the mental, emotional, and physical exhaustion daily.

She took the advice of the doctor and climbed down the corporate ladder. To gain a deeper understanding of syntoxic and catatoxic behavior, you may read books by Hans Selye. However, the following quote will give you some insight. “When applied to everyday problems, this understanding should lead to choices most likely to provide us with pleasant stress of fulfillment and victory, thereby avoiding the self-destructive distress of failure, frustration, hatred, and passion for revenge” (Selye, 1974, p. 138).

Prolonged stress could lead to burnout. To understand job burnout, you can review the jobs demands-resources model of burnout (JD-R). You may also take the Maslach Burnout Inventory to assess your level of burnout. Reference: Selye, H. (1974). Stress without distress. New York, NY: J.B. Lippincott Company. “Choose carefully between syntoxic and catatoxic behavior in daily life” (Selye, 1974, p. 138).

Additional Materials From your course textbook The Wiley Blackwell Handbook of the Psychology of Occupational Safety and Workplace Health, read the following chapters: The Jobs Demands-Resources Model of Burnout, Working Hours, Health, and Well-Being, Exposure to Aggression in the Workplace.

From the South University Online Library, read the following articles: Understanding and Preventing Employee Burnout, A Preliminary Study of Burnout in Residential Social Workers Experiencing Workplace Aggression: Might It Be Cyclical? Impact of Workplace Aggression.

Paper For Above Instructions

Behavior-based approaches to safety in the workplace are crucial in modern organizational contexts. The primary objective is to ensure employee safety by modifying unsafe behaviors through systematic interventions. This paper explores the essential aspects of behavior-based safety management, the importance of safety climate, and the implications for managerial practices in reducing accidents and enhancing safety culture in organizations.

At the core of behavior-based safety is the understanding that individual behaviors are learned and can be unlearned and reprogrammed. This underlines the necessity of a thorough behavioral safety analysis, allowing safety managers to identify risky behaviors and implement tailored interventions (Clarke et al., 2016). Changing established behaviors can often be met with resistance; however, with a focus on positive reinforcement and the value proposition of safety practices, employees can be motivated towards voluntary changes.

To achieve lasting change, safety managers must create a safety climate that fosters open communication and positive feedback. The psychological aspects associated with safety behaviors are significant; the self-efficacy of employees can directly influence their proactivity in safety practices (Clarke et al., 2016). When employees receive negative feedback, their self-confidence may diminish, thus hindering proactive behaviors that would otherwise enhance workplace safety. Therefore, managerial interventions should focus on constructive feedback that empowers employees rather than creating a climate of fear.

Research supports the idea that engaging employees in safety discussions and allowing them to participate in the creation of safety policies can improve safety climate and outcomes (Zohar, 2010). Employees who feel involved in safety measures are more likely to adhere to safety protocols, which subsequently decreases the likelihood of workplace injuries.

The case study regarding Jen illustrates the serious implications of stress on employee wellness, which can detrimentally affect safety outcomes (Seyle, 1974). When employees are overworked and face difficulties in their professional lives, the risks of accidents and health issues increase. Organizations must be attentive to the work-life balance of their employees and promote policies that guard against burnout.

To mitigate workplace stress and its consequences, organizations can implement the Job Demands-Resources model (JD-R), helping to identify job demands that might lead to burnout and resource allocation to assist employees (Bakker & Demerouti, 2007). Furthermore, managers should take proactive steps to nurture a supportive work environment that reduces aggression and promotes mental well-being, which in turn can lay a foundation for improved safety performance.

Additionally, proactive safety management, as described in various studies, emphasizes the need for safety programs that are not merely reactive but are designed to anticipate and prevent potential hazards before they arise (Hale & Hovden, 1998). Through consistent employee training, awareness campaigns, and regular feedback loops, organizations can develop a culture of safety that permeates every level of operation.

The integration of self-efficacy beliefs into safety training programs can enhance employees’ willingness to accept changes in safety behaviors. For example, organizations can employ motivational techniques that enhance employees’ confidence in their ability to perform safety-critical tasks, reinforcing positive behavior changes (Bandura, 1997). A supportive safety climate fosters bold participation from all employees, leading to increased identification with the organizational safety culture.

Finally, recognizing the role of leadership in shaping safety climate is imperative. Leaders who set clear safety expectations and model safe behaviors can significantly influence the safety climate of their organizations (Flin et al., 2008). By championing safety initiatives and ensuring that safety is prioritized in organizational policies, leaders can drive a strong commitment to safety at all levels of the organization.

In conclusion, behavior-based safety approaches in the workplace present a compelling mechanism for reducing accidents and improving employee welfare. By adopting a proactive stance towards safety climate and committing to strategies that empower employees, organizations can create safer work environments. Ongoing research and practical changes in safety management should align with the evolving needs of the workforce to promote a culture of safety that is resilient and dynamic.

References

• Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: Challenges for employee engagement. Journal of Industrial Psychology, 33(3), 1-12.
• Bandura, A. (1997). Self-efficacy: The exercise of control. New York: W.H. Freeman.
• Clarke, S., Probst, T. M., Guldenmund, F. W., & Passmore, J. (2016). The Wiley Blackwell handbook of the psychology of occupational safety and workplace health. Malden, MA: John Wiley & Sons, Inc.
• Flin, R., Mearns, K., O'Connor, P., & Bryden, R. (2008). Safety climate: A replacement for safety culture? Safety Science, 46(1), 1-17.
• Hale, A. R., & Hovden, J. (1998). Management and safety: A review of the literature. Safety Science, 30(1), 43-45.
• Seyle, H. (1974). Stress without distress. New York, NY: J.B. Lippincott Company.
• Zohar, D. (2010). Safety climate in industrial organizations: Theoretical and practical implications. Journal of Applied Psychology, 59(2), 115-121.