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Lecture

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Department
Human Resources Management
Course
HRM 3400
Professor
All Professors
Semester
Winter

Description
Occupational Health & Safety Management HRM 3400 – Winter 2012 – Anna Blake Lecture 6 – Managing Psychosocial Hazards – Feb 13 Readiness to Change Model - Precontemplation – Employees at this stage are not intending to change their behaviour (e.g. a person has no interest in quitting smoking). For practical purposes, this is defined as not planning to change within the next six months. - Contemplation – The employee has not begun to change their behaviour, but intends to do so within the next six months (e.g. has talked about stopping smoking with family physician). - Preparation – The employee has not begun to change their behaviour, but intends to do so in the next thirty days (e.g. has set a quit date). - Action – The employee has changed their behaviour within the past thirty days (e.g. has quit smoking). - Maintenance – The employee has practiced this new behaviour for at least thirty days. - Relapse occurs, of course, and so is sometimes considered a stage of behaviour change. - After a change has been made, the employee may switch from maintenance to relapse and on to action, continuing a cycle of maintenance of behaviour change. Smoking cessation typically occurs following several attempts. Critical Success Factors - Management support o Personal involvement and participation. o Regular formal and informal statements of support. o Policy support including flex-time and other lifestyle/workplace programs to make participation easier. o Administration support. o Ongoing financial commitment for employees, programming, promotion and facilities. - Supportive company environment. - Clear purpose and objectives o Objectives measurable to include data collected on participation, behaviour change and benefit usage. - Focus on positive tangible organizational results. o Goals measurable and achievable to assess the success in meeting the program’s objectives. - Involvement of all stakeholders. - Quality professional leadership. Employee Assistance Program (EAP) – Major Issues to Consider - Who is eligible o All staff o Only staff with below standard performances o Staff family members o Contract staff o Retained staff and dependents - What types of problems/issues should be addressed o Alcohol and drug abuse o Any personal/mental health problems o Workplace stressors contributing to staff problems. - Where should the program be located o On company premises o Off company premises - Type of staff o Volunteers (peers) o Professional (internal) o Professional (external) - What type of EAP o Informal/referral o Assessment and referral to community resources o Short term counseling o Case management/aftercare o Combination of above. - Components of an EAP o Policy and procedure manual o Training supervisory staff o Staff awareness sessions o 24 hour availability o Assessment and/or counseling o Health promotion o Workplace consultation - Types of referrals o Voluntary self-referral o At suggestion of peer or supervisor o Performance related - Who provides the service o Internal referral agents o External professional EAP staff o Combination - Which internal resource manages the EAP o Human resources o Joint labour/management group o Medical/occupational health services A Healthy Organization - Defined ‘as one w
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