安全行為觀察英文PPT學(xué)習(xí)教案

1、會(huì)計(jì)學(xué)1安全行為觀察英文安全行為觀察英文第1頁/共103頁第2頁/共103頁第3頁/共103頁第4頁/共103頁An excellent tool for collecting data on the quality of a companys safety management systemA scientific way to understand why people behave the way they do when it comes to safetyProperly applied, an effective next step towards creating a truly

2、 pro-active safety culture where loss prevention is a core valueConceptually easy to understand but often hard to implement and sustainBehavior Based Safety: What Is It?第5頁/共103頁Only about observation and feedbackConcerned only about the behaviors of line employeesA substitution for traditional risk

3、 management techniquesAbout cheating & manipulating people & aversive controlA focus on incident rates without a focus on behaviorA process that does not need employee involvementBehavior Based Safety: What It Is Not!第6頁/共103頁第7頁/共103頁第8頁/共103頁第9頁/共103頁第10頁/共103頁第11頁/共103頁第12頁/共103頁第13頁/共103

4、頁第14頁/共103頁第15頁/共103頁Safe People vs Safe PlacesInjuries EqualManagement ErrorsBehavior ManagementMeasure Behaviorsvs ResultsObservation & FeedbackPositive Reinforcement第16頁/共103頁Great PerformanceSystemsBehaviorsClimate第17頁/共103頁Systems Accountability Communication Decision Making Measurement Ori

5、entation Training Employment Auditing第18頁/共103頁第19頁/共103頁- Rensis Likert第20頁/共103頁第21頁/共103頁 Activators (what needs to be done) Competencies (how it needs to be done) Consequences (what happens if it is done) Human Behavior is a function of :第22頁/共103頁Human behavior is both: Observable Measurable th

6、ereforeBehavior can be managed !第23頁/共103頁however第24頁/共103頁第25頁/共103頁第26頁/共103頁Some examples of activators第27頁/共103頁Behavior: Any directly measurable thing that a person does, including speaking, acting, and performing physical functions. Definitions:第28頁/共103頁Some examples of behavior:第29頁/共103頁Def

7、initions:Consequences: Events that follow behaviors.Consequences increase or decrease the probability that the behaviors will occur again in the future.Oh please let it be Bob!If you dont send in that payment well take you to court第30頁/共103頁B = f (c)AntecedentsBehaviorsConsequences第31頁/共103頁Some exa

8、mple of Consequences:第32頁/共103頁Consequences - How would you view them?SunbathingAggressive Drivers第33頁/共103頁Behavior第34頁/共103頁w Significance - positive or negativeMagnitude - large or smallImpact - personal or other第35頁/共103頁Soon vs DelayedCertain vsUncertainPositive vs NegativePersonalvsOrganizatio

9、nal第36頁/共103頁第37頁/共103頁39Good safety suggestion Joe! Keep bringing em up!R+R-One more report like this and youre outa here!第38頁/共103頁40PerformanceTimeR+The effects of positive reinforcement第39頁/共103頁41PerformanceTimePThe effects of punishment第40頁/共103頁Why is one sign often ignored, the other one oft

10、en followed?第41頁/共103頁To create conditions that encourage people to collaborate because they want to not because they have toLets do it!The Behavior Based Safety Challenge:第42頁/共103頁P(yáng)erformanceMotivationMotivation Model第43頁/共103頁P(yáng)erformanceMotivationSelection -Can they do itTraining -Do they knowhow

11、Motivation Model第44頁/共103頁P(yáng)erformanceMotivationJob Climate -Boss & Peer relationships, Work environmentSelection -Can they do itTraining -Do they knowhowMotivation Model第45頁/共103頁The Job Itself -Any fun, challengePerformanceMotivationJob Motivational Factors Achievement, Promotion, Recognition,

12、ResponsibilityJob Climate -Boss & Peer relationships, Work environmentSelection -Can they do itTraining -Do they knowhowMotivation Model第46頁/共103頁The Job Itself -Any fun, challengePerformanceMotivationUnion -Norms,PressuresPeer Groups -Norms, PressuresJob Motivational Factors Achievement, Promot

13、ion, Recognition, ResponsibilityJob Climate -Boss & Peer relationships, Work environmentSelection -Can they do itTraining -Do they knowhowMotivation Model第47頁/共103頁第48頁/共103頁Logical decision in his/her situationWorkstatn designIncompble displays/ Controls or job designCapacity with Load in a Sta

14、teDecision to errTrapsOverload ormismatchHuman ErrorAcc or incidtInjury or lossSystems FailureCausation ModelD O T SPerceived lowprobability第49頁/共103頁P(yáng)eer pressureMeasures of the bossPerceived priorities of mgtOf the incident occurring Of a loss resultingLogical decision in his/her situationPerceive

15、d low probabilityDecision to ErrSCausation ModelDO T S第50頁/共103頁Natural endowmentPhysical capabilityKnowledge skillDrugs / alcoholInformation processingEnvironmentWorry / stress FatigueLCUsCapacitywithLoadin aStateOverloador aMismatchCausation ModelDOT S第51頁/共103頁Size, force, feel, repetitionreachSt

16、ereotypes, Human capabilities, Expectations,InconsistenciesWorkstation orJob designIncompatible displays or controlsTrapsCausation ModelD OTS第52頁/共103頁Systems CausesCausation ModelD O TS第53頁/共103頁TrapsOverload ormismatchHuman ErrorAcc or incidtInjury or lossSystems FailureDecision to ErrCausation Mo

17、delD O T S第54頁/共103頁第55頁/共103頁第56頁/共103頁第57頁/共103頁第58頁/共103頁第59頁/共103頁第60頁/共103頁第61頁/共103頁第62頁/共103頁第63頁/共103頁04812LeadershipSystems & ProcessesInvolvementOrganizational StyleMeasurement &AccountabilityThe ESPM Culture Wheel第64頁/共103頁第65頁/共103頁level with productivity and quality第66頁/共103頁Saf

18、e operating procedures and policies are clearly defined and communicated第67頁/共103頁第68頁/共103頁第69頁/共103頁feedback第70頁/共103頁第71頁/共103頁第72頁/共103頁第73頁/共103頁第74頁/共103頁第75頁/共103頁第76頁/共103頁第77頁/共103頁第78頁/共103頁第79頁/共103頁P(yáng)eople?Time?Facilities? Outcome? Perception Survey 100 yes/no opinion oriented questions P

19、encil & paper survey Anonymous responses All Maximize size of group 30 min Lunch room Auditorium Percent positive response in21 safety related categories By location by levelStructured Interviews Facilitated group discussion 2 safety process questions Confidential Focus groups of 10-12people (25

20、% of pop.) Representing the wholeorganization Segregate mgmt &labor 75 min pergroup Privateconference areawith ample roomand table to write Ranked list of improvementrecommendations System strengths System weaknesses Recommendations Next stepsEXECUTIVE SUMMARYDeliverable第80頁/共103頁T Th he e O Oh

21、hi iO O D Di iv vi is si iO On n O Of f s sa af f e eT T y y & h hy yg gi ie en ne ePERCEPTION SURVEYPART 1A. Enter your work location:B. Enter your shift: _ (Example: production, office, etc.)_C. Circle your job function:D. Enter years with company: _ Line worker, supervisor, or manager_PART 2Y

22、 N1. Do you feel you received adequatejob training?Y N2. Do supervisors discussaccidents and injuries with employeesinvolved?Y N3. Is discipline usually assessed whenoperating procedures are violated?Y N4. Would a safety incentive programcause you to work more safely?Y N5. Do you perceive the major

23、cause ofaccidents to be unsafe conditions?Y N6. Does your company activelyencourage employees to work safely?Y N7. Is safety considered important bymanagement?Y N8. Are supervisors more concernedabout their safety record than aboutaccident prevention?Y N9. Do you think penalties should beassessed fo

24、r safety and health violations?Y N10. Have you used the safetyinvolvement teams to get action on acomplaint or hazard which concernedyou?Y N11. Is high hazard equipmentinspected more thoroughly than otherequipment?Y N12. Is the amount of safety training givento supervisors adequate?Y N13. Have you b

25、een asked to performany operations which you felt wereunsafe?Y N14. Are records kept of potentialhazards found during violations?Y N15. Are employees influenced by yourcompanys efforts to promote safety?Y N16. Are employees providedinformation on such things as cost,frequency, type and cause of acci

26、dents?Y N17. Does your company dealeffectively with problems caused byalcohol or drug abuse?Y N18. Are unscheduled inspections ofoperations made?Y N19. Is off-the-job safety a part of yourcompanys safety program?Y N20. Does management insist uponproper medical attention for injuredemployees?Y N21. Are safe operating proceduresregularly reviewed with employees?Y N22. Are you interested in how yourcompanys safety record compares withother companies in your industry?Y N23. Does your company hireemployees who do not have thephysical ability to safely performassigned duties?Y N24. Do y