4.

ORGANISATIONAL
BEHAVIOUR

HSEM 111
Essential of Management in
safety

1. ORGANIZATIONAL BEHAVIOR
(OB)

is the study of the way people

interact within groups. Normally
this study is applied in an attempt to
create more efficient business
organizations.

The central idea of the study of

organizational behavior is that a
scientific approach can be applied
to the management of workers.

Organizational behavior theories are

used for human resource purposes to
maximize the output from
individual group members.

BREAKING DOWN 'ORGANIZATIONAL

BEHAVIOR
- OB'

There are a variety of different

models and philosophies of
organizational behavior.

Areas of research include

improving job performance,
increasing job satisfaction,
promoting innovation and
encouraging leadership.

In order to achieve the desired results,

managers may adopt different tactics,

including reorganizing groups,

modifying compensation
structures and changing the way
performance is evaluated.

THE TOPICS COVERED BY

Micro OB include cognition,
decision making, learning,
motivation, negotiation,
impressions, group process,
stereotyping, and power and
influence.

Macro OB covers organizations as

social systems, dynamics of
change, markets, relationships
between organizations and their
environments, as well as identity
in organizational process, how

social movements influence

markets, and the power of social
networks.

OB IN PRACTICE
Findings
from
organizational
behaviors body of research can be
used by executives and
Human Relations professionals
better understand a business
culture, how that culture may
facilitate or hinder productivity
and employee retention, and how to
best evaluate candidates skill set

and personality during the hiring

process.

OB IN PRACTICE
The application of theory and
knowledge from the field of
organizational behavior can be broken
down into sections of Personality,
Job
Satisfaction and Reward
Management, Leadership,
Authority, Power, and Politics.
There is rarely one correct way to asses

the right way to manage any of these

things, but OB research can provide a
set of guidelines and topics to follow.

PERSONALITY,

essentially a series patterned

behavior, plays a large role in the
way a person interacts with groups
and produces work.

Knowing a persons personality, either

through a series of tests, or through
conversation can give a better idea of
whether theyre a fit for the

environment theyd be hired into, and

how best to motivate that person

THEORIES AROUND JOB

SATISFACTION
vary widely, but some argue that a
satisfying job consists of a solid
reward system, compelling
work, good supervisors, and
satisfactory working conditions

LEADERSHIP,

what it looks like and where it is

derived from is a rich topic of debate
and study within the field of
organizational behavior.

When one views it connected to

management, it can be either broad,
focused, centralized or decentralized, decision-oriented,

intrinsic in a persons personality

or a result of a place of authority.

POWER, AUTHORITY, AND

POLITICS

all operate inter-dependently in a

workplace. Understanding the
appropriate ways, as agreed upon by a
workplace rules and general ethical
guidelines, in which these elements
are exhibited and used are key

components to running a cohesive

business

2. HUMAN FACTORS CONTRIBUTING FOR

INDUSTRIAL ACCIDENTS

Accidents such as the disaster

illustrate that the performance of a
highly complex socio-technical
system, is dependent upon the
interaction of technical, human,
social, organisational, managerial
and environmental factors and that
these factors can be important cocontributors that could potentially lead

to a catastrophic event how human

factors contribute to accidents

An introduction to human errors

and how they relate to human
factors in general terms is given.

some of the human factors which

were found to influence safety in
industries and describes the human
factors codes the methods by which
accidents can be reduced by
focusing on the human factors,
such as feedback from accident

reporting in the industry, auditing of

unsafe acts and auditing of latent
failures.

In the past, industrial accidents were

reported mainly in terms of
technological malfunctions and the
human element in the cause of the
accident tended to be ignored.

Since the frequency of technological

failures has diminished, the role of
human factors has become more
apparent.

Human factors were deemed to be the

root cause of many major disasters, such
as Chemobyl and Piper Alpha and as
such were well-researched by those
interested in the human contribution to
the causes of accidents, such as

psychologists, reliability engineers

and human factors specialists
.

3.HUMAN BEHAVIOR
refers to the array of every physical
action and observable emotion associated
with individuals, as well as the human
race as a whole.

While specific traits of

one's personality and temperament may

be more consistent, other behaviors will
change as one moves from birth through
adulthood.

In addition to being dictated by age

andgenetics, behavior, driven in part by
thoughts and feelings, is an insight into
individual psyche, revealing among

other things attitudes and values.

 Social behavior, a subset of human

behavior, study the considerable influence
of social
interaction and culture.

Additional influences
include ethics, encircling, authority,
rapport, hypno sis, persuasion
andcoercion
The behavior of humans (and other
organisms or even mechanisms) falls
within a range with some behavior being
common, some unusual, some
acceptable, and some outside acceptable
limits.

 In sociology, behavior in general

includes actions having no meaning,
being not directed at other people, and
thus all basic human actions.

 Behavior in this general sense should

not be mistaken with social behavior,
which is a more advanced social
action, specifically directed at other
people.
The
acceptability
of
behavior
depends heavily upon social norms
and is regulated by various means of
social control.
Human behavior is studied
by
the
specialized
academic

disciplines of psychiatry, psychology,

social work, sociology, economics, and
anthropology.

Human behavior is
experienced
throughout an individuals entire
lifetime.

It includes the way they act based on

different factors such as genetics,
social norms, core faith, and
attitude.

Behavior is impacted by certain

traits each individual has.

The traits vary from person to

person and can produce different

actions or behavior from each

person.

Social
norms
behavior.

Due
to
the
inherently
conformist nature of human
society in general, humans
are pressured into following certain
rules and displaying certain
behaviors
in
society,
which
conditions the way people behave.

also

impact

Different behaviors are deemed to be

either acceptable or unacceptable in
different societies and cultures.

Core faith can be perceived through

the religion and philosophy of that
individual.
It shapes the way a person thinks and
this in turn results in different human
behaviors.
Attitude can be defined as "the
degree to which the person has a
favorable or unfavorable
evaluation of the behavior in
question.

One's attitude is essentially a

reflection of the behavior he or she
will portray in specific situations.

Thus, human behavior is greatly

influenced by the attitudes we use on
a daily basis.

4. INDIVIDUAL DIFFERENCES

Individual differences mean the ways

in which people differ from each
other.
Individuals have different
abilities, personalities,
learning experiences and
attitudes.
It is not surprising that they
perceive work in different ways.

Differences between individuals can

be a source of developing
creativity or the root of conflict
and frustration.

The needs of
match with
organization
be met and
achieved.

It is important to emphasize individual

differences and valuing diversity is a
key driver in search for equality at
work.

the individual should

the needs of the
so that the goals can
satisfaction can be

With different backgrounds,

ethnicity, gender and

socialization, no one can expect all

individuals to view an event in the
same way.

The behavior of individuals /

humans is the foundation of
organizational performance.

Understanding individual behavior

is
crucial
for
the
effective
management.

Managers need to understand

individual differences because
they have an impact on the
feelings, thoughts, and
behaviors of each member of an
organization.

Individual differ on the basis of

personality, ethnic origin,

physique, gender, early family

experiences, social and cultural
factors, attitudes, motivation,
intelligence and abilities and
perception.

5. HUMAN BEHAVIOR AS FUNCTION

OF SELF
AND SITUATION

the core observation that human

behavior is a function of both the
person(self) and the situation.

Accordingly, each and every individual

contributes and expresses a set of
distinctive personal attributes to a
given situation.

However, each specific situation

also brings a unique set of forces

to bear on an individual, compelling

him or her to act in different ways in
different situations.

circumstances are more a power

determinant of individual behavior
than our own intuitions lead us to
believe.

Finally, people tend not to simply react

to the objective characteristics of
situation, but rather to their own
personal versions of them.

6. PERCEPTION OF DANGER AND

ACCEPTANCE
OF RISK

RISK PERCEPTION

refers to an individuals intuitive

judgement of both aspects of risk:
the probability of occurance and the
severity of the associated
consequences

only a judgement of the hazard

or
danger
without
a
consideration of the benefits

RISK ACCEPTANCE

involves a subjective balancing of

benefits with risks
two people who may agree on the
degree of risk involved may
disagree on its acceptability

7.KNOWLEDGE AND
RESPONSIBILITY OF
SAFETY PERFORMANCE

To
ensure
that
there
is
an
understanding by all employees of
their role and responsibilities for
Health and Safety Policy and the
associated
Standards and Procedures.

The health and safety responsibilities

associated with a role will be included
in all employee Job

Descriptions.

Health and safety responsibilities will

be in line with legislative
requirements and placed in
employees job descriptions.

The Health and Safety Manager

has overall accountability to
provide support, advice and
guidance to the organisation on the
effective management of health and
safety.
They will ensure there are appropriate
systems, processes, and tools to
enable all roles to effectively manage
and implement health and safety in

compliance with legislation and

achieving international best practice.

RESPONSIBILITIES:

Develop and implement an effective

best
practice
Health
and
Safety
Management System

Regularly report to the Chief Executive,

the Board
Directors, and Divisional Managers on the
organisations health and safety
performance and make
recommendations for improvement as
required;

Provide competent advice, guidance

and input that enables the Chief
Executive and Divisional
Managers to discharge their H&S
responsibilities and duties;

Provide competent advice, guidance

and information to line managers and
employees to ensure they
understand and can implement
the organisations H&S systems
and safeguards;

Establish competent H&S training

providers to support the business
with maintaining their competency

SAFETY PERFORMANCE

Safety performance can be measured in a

number of ways, usually through a
combination of lag
(output) and lead (input) indicators.

Lag indicators ? measure outcomes

after an incident (e.g. incident rate, lost
time work injury), and is effectively a
measure of past results

Lead indicators ? measure activities to

prevent or reduce the severity of an
incident in the present or future (e.g.
safety training, safety audits).

MEASURING PERFORMANCE

allows the review of an industry or

organisations
safety
and
health
performance over time.

This may identify trends or clusters

of incidents that can be tackled to
prevent workplace deaths, injury
and disease.

Safety performance information also

provides feedback on the

effectiveness of controls and

systems of work, allowing continual
improvements to be made.

MEASURING PERFORMANCE ALLOWS

QUESTIONS TO BE ANSWERED SUCH
AS:

Are we achieving our overall health

and safety aims and objectives?

Are we getting better or worse

over time in controlling hazards
and risks?

Are we managing safety and health

effectively

(doing it right)?

Do we have an effective health and

safety management system in place
across all parts of the organisation?

How do we compare with others? Can

we learn from them?

8. THEORIES OF MOTIVATION
Motivation is a theoretical construct
used to explain behavior.

It represents the
people's actions,
needs.

reasons for
desires, and

Motivation can also be defined as

one's direction to behavior, or what
causes a person to want to repeat a
behavior and vice versa.

A motive is what prompts the person

to act in a certain way, or at least
develop an inclination for specific
behavior.

According to Maehr and Meyer,

"Motivation is a word that is part of the
popular culture as few other
psychological concepts are."

TYPES OF THEORIES AND MODELS

Motivation theories can be classified on

a number of bases.
Natural vs. Rational based on whether
the underlying theory of human
Cognition is based on natural forces
(drives, needs, desires) or some kind of
rationality (instrumentality,
meaningfulness, self-identity).
Content vs. Process based on whether
the focus is on the content ("what")
motivates vs process

("how") motivation takes place.

PSYCHOLOGICAL THEORIES AND

MODELS

Motivation can be conceived of as a

cycle in which thoughts influence
behaviors, behaviors drive
performance, performance affects
thoughts, and the cycle begins
again.

Each stage of the cycle is composed of

many dimensions including attitudes,
beliefs, intentions, effort, and

withdrawal which can all affect the

motivation that an individual
experiences.

RATIONAL MOTIVATIONS

The ideal way that human beings are

rational and human behavior is
guided by reason is an old one.
However, recent research (on
Satisficing for example) has
significantly undermined the idea of
homo economics or of perfect
rationality in favor of a more bounded
rationality.
The field of behavioural
economics is particularly

concerned with the limits of

rationality in economic agents.

I)MASLOW'S HIERARCHY OF NEEDS

Content theory
1. Physiological these needs must be
met in order for a person to survive,
such as food, water and shelter.
2. Safety including personal and
financial security and health and
wellbeing.
3. Love/belonging the need for
friendships, relationships and family.
4. Esteem the need to feel
confident and be respected by others.
5. Self-actualisation the desire to
achieve everything you possibly can and
become the most that you can be.

MASLOW'S HIERARCHY OF NEEDS

THEORY CAN
BE SUMMARIZED AS FOLLOWS:

Human beings have wants and

desires which influence their
behavior.

Only
unsatisfied
needs
influence
behavior,
satisfied
needs do not.

Needs are arranged in order of

importance to human life, from the
basic to the complex.

The person advances to the next level

of needs only after the lower level need
is at least minimally satisfied.

The further the progress up the

hierarchy, the more individuality,
humanness and psychological
health a person will show.

APPLICATIONS

Conleys team were able to realise the

importance of their job to the
company and to the people they were
helping.

By showing them the value of their

roles, the team were able to feel
respected and motivated to work
harder.

In order to get the most out of your

team, you should also make sure you
support them in other aspects of
their lives outside work.

Perhaps you could offer flexible

working hours to give employees time
to focus on their families and make

sure they are paid fairly to help them

feel financially stable.

II)HERZBERG'S TWO-FACTOR
THEORY
Frederick Herzberg's two-factor theory
concludes that certain factors in the
workplace result in job satisfaction, but
if absent, they don't lead to
dissatisfaction but no satisfaction.

The factors that motivate people can

change over their lifetime, but

"respect for me as a person" is

one of the top motivating factors
at any stage of life.

HE DISTINGUISHED BETWEEN:

Motivators (e.g. challenging work,

recognition, responsibility) which give
positive satisfaction,
Hygiene factors (e.g. status, job
security, salary and fringe benefits)
that do not motivate if present,
but, if absent, result in
demotivation.

Herzberg concluded that job

satisfaction and dissatisfaction
were the products of two separate
factors: motivating factors
(satisfiers) and hygiene factors
(dissatisfiers).
Some
motivating
factors
(satisfiers) were:
Achievement, recognition,
work itself, responsibility,
advancement, and growth.

Some hygiene factors

(dissatisfiers) were: company
policy, supervision, working
conditions, interpersonal
relations, salary, status, job
security, and personal life.

The name hygiene factors is used

because, like hygiene, the presence
will not improve health, but
absence can cause health
deterioration.

Herzberg's
theory
has
found
application in such occupational
fields as information systems and
in studies of user satisfaction such

as computer user satisfaction

APPLICATIONS

This theory implies that for the

happiest and most productive
workforce, you need to work on
improving both motivator and
hygiene factors.

To help motivate your employees,

make sure they feel appreciated
and supported.

Give plenty of feedback and make

sure your employees understand
how they can grow and progress
through the company.

To prevent job dissatisfaction,

make sure that your employees feel
that they are treated right by
offering them the best possible
working conditions and fair pay.

Make sure you pay attention to

your team and form supportive
relationships with them.

Dont forget that all of your

employees are different and what
motivates one person might not
motivate another.

the benefits packages should not

be one-size-fits all

10. ROLE OF SUPERVISORS AND

SAFETY
DEPARTMENTS IN MOTIVATION

Safety ultimately is about

happens in the workplace.

what

When leaders set the directive to

change the culture and lead
improvement throughout the
organization, it becomes imperative to
transfer safety leadership principles
and practices down to the site level.

At its heart, management is about

motivating, coordinating and
directing the efforts of other people in
accomplishing organizational
objectives.

While front-line employees exercise

some control over how they interact
with the technology, they often have
little if any control over the quality
or condition of equipment, how
systems fit the particular situation, the
unstated assumptions of the
organization or other factors that
affect the level of exposure to
hazard.

This is where supervisors

and middle managers come
in.

By virtue of their proximity to the

front-line, supervisors and
managers provide the first line of
defense in managing safety
issues, communicating organizational
priorities and values and building
relationships with individual team
members.
They act as messengers from the
senior leader to the employee and
back up to leadership.

The basic safety role of

supervisors and managers is to
enable and reduce exposures and
to promote a culture in which
injuries are not acceptable.

Engaging supervisors and managers

effectively in safety requires more than
a general charge to support
safety.

Organizations need to define specific

activities that can be integrated with

the supervisors or managers

other tasks and demands

SUPERVISORS OR MANAGERS
OTHER TASKS
AND DEMANDS

Practice safety-critical behaviors

Make regular safety contacts
Remove system barriers

Monitor
working
conditions

and

correct
interface

Build the culture