Essays on Organizational Health and Safety - High Voltage Group Case Study

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The paper "Organizational Health and Safety - High Voltage Group " is a perfect example of a business case study. The primary source of financial resources is the returns of the company. These will be balanced with the various expenses that the company encounters in its operation. Still, in case of more investment, the company will seek loans from banks for expansion and like purposes. The loans will still be backed up with the banked amounts that are generated from the company’ s accounts. The financial resources will have a staff that will keep close monitoring to give warnings in case of regressive performance.

Since the financial resources are the core of the company's survival, the entire company will be insured to ensure safety in case of unforeseen emergencies. High Voltage Group is a company involved in the manufacture and sale of electrical products but does not have a formal operational plan for its organizational health and safety (OHS). OHS is the element of an organization that is concerned with protecting the welfare, health and safety of its employees. Basically, OHS intends to foster a work environment that is safe and healthy for people engaged in employment (Kennedy, 2010).

McDonald et al. (2003) observe that an operational plan is very critical for implementation, monitoring and evaluating organizational health and safety. This discussion will set out an OHS department operational plan for the High voltage Group. The paper begins by outlining an OHS operational plan, secondly, the recruitment and resource acquisitions plan will be discussed. Finally, the paper outlines the monitoring and reviewing of the operational performance of the established OHS department.   2.0 Operational Plan for the OHS department 2.1 Resource requirements 2.1.1 Human resource The company will set up a structure headed by an OHS manager and two assistant officers in order to create centralized reporting and feedback.

The manager and the assistants will be assigned distinct duties such as equipment sourcing, placement and maintenance, receiving reports, claims and documentation of OHS processes and risks, monitoring and evaluation.

References

Australian Government. (2012). Managing Underperformance. Canberra: Commonwealth of Australia.

Bluff, E., & Gunningham, N. (2004). Principle, process, performance or what? New approaches to OHS standards setting. OHS regulation for a changing world of work, 4-42.

Coelho, J. F. G. M., & Moy, D. (2003). The new performance evaluation methodology and its integration with management systems. The TQM Magazine, 15(1), 25-29.

European Mentoring and Coaching Council. (2012). A strategic Approach to Coaching in Organizations. The International Journal of Mentoring and Coaching , 13.

Juglaret, F., Rallo, J. M., Textoris, R., Guarnieri, F., & Garbolino, E. (2011). New Balanced Scorecard leading indicators to monitor performance variability in OHS management systems. In Proceedings of the fourth resilience engineering symposium.

Kennedy, C. A., Amick III, B. C., Dennerlein, J. T., Brewer, S., Catli, S., Williams, R., ... & Rempel, D. (2010). Systematic review of the role of occupational health and safety interventions in the prevention of upper extremity musculoskeletal symptoms, signs, disorders, injuries, claims and lost time. Journal of occupational rehabilitation, 20(2), 127-162.

McDonald, M., Mors, T. A., & Phillips, A. W. (2003). Management system integration: can it be done?. Quality Progress, 36(10), 67-74.

Victorian Work cover Authority. (2001). Getting Started with Workplace Health and Safety. Victoria: Victorian Workcover Authority.

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