Consultative Arrangements in the Workplace - Assignment Example

NAME OF THE UNIVERSITY CONSULTATIVE ARRANGEMENTS OHS PROCESS NAME OF STUDENT ADM. NO: COURSE NAME: COURSE CODE: LECTURER NAME 9/18/2012 Specify the outcomes required to effectively contribute to the promotion of consultative arrangements in the workplace by communicating , influencing and consulting as part of a systematic approach to managing OHS PART ONE: Stakeholders Communication Needs The promotion of consultative arrangements in the workplace by communicating, influencing and consulting is part of a systematic approach to managing OHS. It entails both the informal and formal processes of ensuring people in the organization are informed about OHS and have opportunities to effectively participate in the OHS process. According to Gunningham and Johnstone (1999), it also ensures that employers comply with duties of communicating health and safety (OHS) across languages and culture. There are many workplaces in Australia where a variety of languages are spoken. Information must be availed to all employees in appropriate languages. An up-to-date language profile will help readily identify the range of languages spoken in the workplace and the number of employees who speak such languages. This will ensure the best use of resources. 1. Special learning needs The New South Wales University offers health and safety information to employees in appropriate language and forms, and make sure that any employees who do not speak English is properly represented in consultation on the workplace health and safety. Employees undertake induction training incorporating general health and safety rights and responsibilities. Throughout the induction, they are taught terms common to the workplace and those without English skills are directed on how to access information about English language training. Some specials trainings are conducted so that employees who do not speak English can understand and discuss the content. 2. Employees from culturally diverse back grounds who may have language barriers All employees from culturally diverse backgrounds need information, advice, assistance and training to do their work; fully understand the health and safety risks that are part of that work and help keep the environment safe. The effective communication of health and safety information at New South Wales University is central to minimising the risk of injury and illness in the workplace. Employer is focused toward provision of information in languages other than English when notifying employees of their elected Health and Safety Representatives (HSRs) and details of decisions regarding to health and safety. 3. Cultural or ethnic differences In some working environs, linguistic differences can present significant challenges to communicating health and safety information, discussing OHS issues and upholding safe work practices. The University established an ongoing dialogue on health and safety at work is the best way to mitigate workplace risk and this must not be limited to English speaking employees. Language competency is a sensitive issue and it should be remembered that variations in a person’s ability to communicate in English, or their level of language competency, in no way reflects on their ability to learn (Appelbaum et al, 2000). The employer is always aware of language and related cultural barriers that may impact communication in his organisation and needs to take step and address them. Supervisors and managers are trained in communication techniques and understanding of cultural differences to enhance effective information flow and embrace diverse backgrounds of employees respectively. Bilingual people are identified and used appropriately to assist in communication. 4. Privacy Issues Employees will always aspire to protect their privacy and concerns regarding their personal health matters. The New South Wales University treats workers fairly and ensures safer and more productive workplace. People should be accorded their respect and no one is supposed to interfere with affairs of another person, unless the affairs are deemed to disrupt or cause mayhem at the workplace. On way to build and monitor organisation’s language profile is to collect the information needed during induction process (Gunningham & Johnstone, 1999). Questions need to focus on language skills rather than personal pertinent issues that could expose the privacy issues of an employee. Some privacy during conversation with employees should be safeguarded. 5. Environment and industry specific considerations Appropriate forms of communication are used with a preference for direct face-to-face communication (informal) and demonstration. Information is expressed in plain language and is as clear as possible. Written materials (formal) requiring translations have been identified in consultation with employees and the University and translations are obtained in relevant languages. Safety measures and signs in the workplace are displayed in appropriate forms and employees are trained on the meaning of all signs. The organisation carry out provision check semi-annually to assess whether employees still understand the instruction and information obtained during the training. PART TWO: Consultative Arrangements 1. The legislative requirements behind the choice of consultation mechanism The New South Wales OHS Act and Occupational Health and Safety Regulation 2001 imposes a “duty of care” on all employers to “ensure the health, safety and welfare at workplace” of all the workers and others who visit the premises. The Act and Regulation also imposes on all employers a “duty to consult” with their employees and others on matters affecting their “health, safety and welfare at work”. The regulation anticipates the employer to establish OHS consultative arrangements. The consultation mechanism selected should ensure a meaningful and effective consultation with employees about matters that may affect their health, safety and welfare at work. This helps to achieve a reduced workplace injury and illness by involving employees in developing and implementing safer and better ways of working. Under the OHS legislation in New South Wales, all employers must provide and maintain, in all areas of their operations and workplaces, a forum for employees to regularly discuss and consult on occupational health and safety matters that may affect them. It is through consultation, that the organisation becomes more aware of the hazards and OHS issues experienced by employees, and how they may help in solving health and safety problems. 2. The official members The official members of New South Wales University include Vice-Chancellor, Administrator, team leaders and supervisors. They are committed to ensuring that the institution has sound health, safety and welfare practices in place. These practices are supported by local OHS policies and procedures that offer guidance to them in ensuring that OHS commitments are on an ongoing basis. 3. The role and responsibility of the committee The Vice-Chancellor and Health and Safety Administrator play key roles in the ongoing process of OHS within the university. They work closely with supervisors and employees to ensure working environment is safe and healthy, thus help to develop, implement and improve safe work systems (Chew, 2008). The administrator in consultation with the vice-chancellor provide safe facilities and equipment and make ensure are kept in good condition. They also record and investigate any injuries and implement relevant corrective measures to such incidents. The managers as well offer commitment, direction and leadership to supervisors and team leaders to allow them to accomplish and uphold safe and healthy work environs. Besides, they apportion adequate resources for realistic eradication of workplace hazards and risks. The supervisors’ responsibilities regarding OHS management system in the institution encompasses assisting administrator in the resolution of health and safety concerns, act as an intermediaries between employees and team leaders on OHS issues. They also provide input on OHS matters to the team leaders and help in resolving some safety issues. Team leaders as well play an integral role in the integration of OHS management system. Team leaders make sure that employees are presented with relevant information, lessons, training and supervision to allow them to carry out their work in a safe and sound way (Mayhew, 2000). They identify, evaluate and manage workplace hazards and risks, besides reporting, inspecting and documentation of incidents that could lead to injuries. The team leaders too actively involved in resolution of OHS matters with employees and report to management team on performance and procedure improvements. 4. Other informal OHS communication processes The institution embraces other informal OHS communication processes for employees to ensure health, safety and welfare issues are maintained at the workplace. Informal communication comprise of face-to-face conversations, demonstration, field observation, structure interviews communicated genuinely to employees during informal walk. This allows parties involved in OHS to effectively share information and address any misunderstandings. Face-to-face discussions in the institution are supported by graphics and audio materials in appropriate languages as well as written documentation. Some of the issues to be raised in such communication comprise asking the employees to do the task, identify the equipment used, and explain the meaning of safety signs or sometimes asking questions related to the content of the conversation at hand. 5. Ways In which employees can become involved in the consultation process The university involves employees through consultation process by incorporating the in workgroups (group of employees represented by a particular OHS Committee). Thus, represent employees in each work area as they carry out regular and meaningful communications amongst themselves in regard to OHS. The inclusion of the diversity of employees has been embraced by the university as expected by the legislation. During consultation with employees, a number of issues have been considered by the institution, namely the hours of employees, comprising the representation of those on shift work; the pattern of work, comprising a representation of part-time or full-time employees; geographical location or departments in which employees work; employees attributes, such as gender, race, age and special needs cases. The purpose of an OHS committee is bringing together employees and institution representatives to collectively discuss and develop ways of improving the system for managing safety. A committee is a cooperative approach between the university and its employees and ensures retention of OHS knowledge within the workplace. 6. How the consultation process is reviewed and improved It is very important to promote, maintain and improve the management of OHS programs and procedures in the workplace. Programs should be reviewed regularly by OHS committee to perfect them and enhance their execution. Promotion and evaluation of programs is essential for ongoing effectiveness of OHS policy and programs. Review times should be set when initiating the implementation plan, either at duration of three, six or twelve months. Results from the reviews should be measured based on information collected during the monitoring phase. All changes made within the monitoring period should be well documented as the information may be helpful for future hazard control measures or in the initiation of other new implementation plans. The consultation process for the university is reviewed and improved based on meeting between the university and employees, ways through which communication should be undertaken, function and role of the persons involved, procedure of resolving OHS issues and the role of any relevant union. Different consultation arrangements may be necessary in some workplaces of the university due to the diverse working arrangements that exist across the organisation. For example, employers of small work groups geographically distant from the main site may plan to consult directly with their employees on a one basis and through OHS meetings. The participants in consultation meeting identify and implement solutions that will improve the University’s system for managing health and safety, for example through use of hazard identification, risk assessment and risk control (Appelbaum et al, 2000). And keep under review the actions taken to ensure the health, safety and welfare of those at work. Each Division, College, School, Department and Entity can choose the combination of consultation mechanisms which best suits their operating structure and culture. References ACCI (1999) Small Business Safety Solutions, Australian Chamber of Commerce and Industry, Melbourne. Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. (2000) Manufacturing Advantage: Why High-Performance Work Systems Pay Off, Ethica: Cornell University Press. Aronsson, G. (2005) Contingent Workers and Health and Safety, Work, Employment and Society, 13 (3), 439-459. Berger, Y. (1999) Why Hasn't it changed on the Shop floor. Sydney: Allen & Unwin. Blewitt, V., & Shaw, A. (1995) Integrating OHS through self-managed work teams, Journal of Occupational Health & Safety - Australia and New Zealand, 11 (1), 15-19. Chew, D. (2008) Effective Occupational Safety Activities: Findings in Three Asian Developing Countries, International Labour Review, 127, 111-125. Gallagher, C. (2000). Occupational Health & Safety Management Systems: System Types and Effectiveness, Unpublished Ph.D., Deakin University, Melbourne. Gunningham, N., & Johnstone, R. (1999) Regulating Workplace Safety: System and Sanctions, Oxford: Oxford University Press. Health and Safety Executive (2001) Successful Health and Safety Management, HMSO, London: Wiley. Macneil, J., Testi, J., Cupples, J., & Rimmer, M. (1994) Benchmarking Australia: Linking Enterprises to World Best Practice, Melbourne: Longman Business. Mayhew, C. (2000) Occupational Health and Safety Issues for Young Workers in the Fast-food Industry, Sydney: AusInfo. Read More