UNIT - V

MANAGING INDUSTRIAL RELATIONS

Industrial relation means the relationship between employers and employees in course of
employment in industrial organizations. However, the concept of Industrial Relations has a
broader meaning. In a broad sense, the term Industrial Relations includes the relationship
between the various unions, between the state and the unions as well as those between the
various employers and the government. Relations of all those associated in an industry may be
called Industrial Relations.

 According to International Labour Organization, Industrial relations comprise

relationships between the state on one hand and the employer’s and employee’s
organization on the other, and the relationship among the occupational organizations
themselves.

 According to J.T. Dunlop, “Industrial relations are the complex interrelations among
managers, workers and agencies of the government”

Features of Industrial Relations:

 Industrial relations are outcomes of employment relationships in an industrial enterprise.

These relations cannot exist without the two parties namely employers and employees.

 Industrial relations system creates rules and regulations to maintain harmonious relations.

 The government intervenes to shape the industrial relations through laws, rules,
agreements, terms, charters etc.

 Several parties are involved in the Industrial relations system. The main parties are
employers and their associations, employees and their unions and the government. These
three parties interact within economic and social environment to shape the Industrial
relations structure.

 Industrial relations are a dynamic and developing concept, not a static one. They undergo
changes with changing structure and scenario of the industry as and when change occurs.

 Industrial relations include both individual relations and collective relationships.

Objectives of Industrial Relations:

  To maintain industrial democracy based on participation of labour in the management and
gains of industry.

 To raise productivity by reducing tendency of high labour turnover and absenteeism.

 To ensure workers’ participation in management of the company by giving them a fair

say in decision-making and framing policies.

 To establish a proper channel of communication.

 To increase the morale and discipline of the employees.

 To safeguard the interests of the labour as well as management by securing the highest
level of mutual understanding and goodwill between all sections in an industry.

 To avoid all forms of industrial conflicts so as to ensure industrial peace by providing

better living and working standards for the workers.

 To bring about government control over such industrial units which are running at a loss
for protecting the livelihood of the employees.

Importance of Industrial Relations:

1. Uninterrupted Production: The most important benefit of industrial benefits is that it

ensures continuity of production. This means continuous employment for all involved
right from managers to workers. There is uninterrupted flow of income for all. Smooth
running of industries is important for manufacturers, if their products are perishable
goods and to consumers if the goods are for mass consumption (essential commodities,
food grains etc.). Good industrial relations bring industrial peace which in turn tends to
increase production.

2. Reduction in Industrial disputes: Good Industrial relations reduce Industrial disputes.

Strikes, grievances and lockouts are some of the reflections of Industrial unrest. Industrial
peace helps in promoting co-operation and increasing production. Thus good Industrial
relations help in establishing Industrial democracy, discipline and a conducive workplace
environment.

3. High morale: Good Industrial relations improve the morale of the employees and
motivate the worker workers to work more and better.
 4. Reduced wastage: Good Industrial relations are maintained on the basis of co-operation
and recognition of each other. It helps to reduce wastage of material, manpower and
costs.

5. Contributes to economic growth and development.

Causes of poor Industrial Relations:

1. Economic causes: Often poor wages and poor working conditions are the main causes
for unhealthy relations between management and labour. Unauthorized deductions from
wages, lack of fringe benefits, absence of promotion opportunities, faulty incentive
schemes are other economic causes. Other causes for Industrial conflicts are inadequate
infrastructure, worn-out plant and machinery, poor layout, unsatisfactory maintenance
etc.

2. Organizational causes: Faulty communications system, unfair practices, non-

recognition of trade unions and labour laws are also some other causes of poor relations
in industry.

3. Social causes: Uninteresting nature of work is the main social cause of poor Industrial
relations. Dissatisfaction with job and personal life culminates into Industrial conflicts.

4. Psychological causes: Lack of job security, non-recognition of merit and performance,

poor interpersonal relations are the psychological reasons for unsatisfactory employer-
employee relations.

5. Political causes: Multiple unions, inter-union rivalry weaken the trade unions. Defective
trade unions system prevailing in the country has been one of the most responsible causes
for Industrial disputes in the country.

Suggestions to improve Industrial Relations:

1. Sound personnel policies: Policies and procedures concerning the compensation,

transfer and promotion, etc. of employees should be fair and transparent. All policies and
rules relating to Industrial relations should be fair and transparent to everybody in the
enterprise and to the union leaders.

2. Participative management: Employees should associate workers and unions in the

formulation and implementation of HR policies and practices.

3. Responsible unions: A strong trade union is an asset to the employer. Trade unions
should adopt a responsible rather than political approach to industrial relations.
 4. Employee welfare: Employers should recognize the need for the welfare of workers.
They must ensure reasonable wages, satisfactory working conditions, and other necessary
facilities for labour. Management should have a genuine concern for the welfare and
betterment of the working class.

5. Grievance procedure: A well-established and properly administered system committed

to the timely and satisfactory redressal of employee’s grievances can be very helpful in
improving Industrial relations. A suggestion scheme will help to satisfy the creative urge
of the workers.

6. Constructive attitude: Both management and trade unions should adopt positive attitude
towards each other. Management must recognize unions as the spokesmen of the workers’
grievances and as custodians of their interests. The employer should accept workers as
equal partners in a joint endeavor for good Industrial relations.

7. Creating a proper communication channel to avoid grievances and

misunderstandings among employees

8. Education and training imparted to the employees

TRADE UNIONS

The trade union is an association, either of employees or employers or of independent

workers. It is a relatively permanent combination of workers and is not temporary or casual. It is
an association of workers engaged in securing economic benefits for its members. According to
Section 2(b) of the Trade Unions Act of 1926, “a trade union is any combination of persons,
whether temporary or permanent, primarily for the purpose of regulating the relations between
workers and employers, or between workers and workers and for imposing restrictive conditions
on the conduct on the conduct of any trade or business, and includes the federation of two or
more trade unions.

Characteristics of a Trade Union

1. Association of employees: A trade union is essentially an association of employees

belonging to a particular class of employment, profession, trade or industry. For example,
there are unions for teachers, doctors, film, artistes, weavers, mine workers and so on.

2. Voluntary Association: An employee joins the trade union out of his free will. A person
cannot be compelled to join a union.
 3. Permanent Body: A trade union is usually a permanent body. Members may come and
go but the trade union remains.

4. Common Interest: The member of a trade union have certain matters of common
interest-job security, better pay and working conditions and so on, which bring them
together.

5. Collective Action: Even when an individual employee has any grievance over certain
management decisions, the matter is sorted out by the intervention of the trade union
Employees are able to initiate collective action to solve any problem concerning any
particular employee or all the employees.

6. Rapport with the Management: The trade union seeks to improve relations between the
employees and employers. The officials of the trade union hold talks with the members of
the management concerning the problems of the employees in order to find an amicable
solution. It is thus possible for the employees to have better rapport with the
management.

Need for Trade Union

Workers join trade unions to achieve certain objectives that they may not be able to achieve in
their personal capacity. Trade unions are necessary.

 To ensure job security and right pay for the members: One of the basic needs of any
employee is security of service. The main reason why an employee joins a union is to get
him secured. Apart from job security and employees need to get pay commensurate with
their qualifications and skills. Trade unions strive to get both job security and correct pay
for all employees.

 To ventilate the grievances of employees to the management: When the employees in

general or some in particular have any grievance, they may not be able to convey the
same to the management in their personal capacity. Such grievances may be brought to
the knowledge of the management through the trade union. The members of the
management may be indifferent to the demands of the individual employees but they
cannot be so when it comes to union demands.

Nature and Scope of a Trade Union

The employer’s association or professional bodies were not included in any of the above
definitions. The employee’s unions are different from that of the employers or professional
bodies. The employee’s unions are primarily concerned with the terms and conditions of
employment of their members. The employer’s associations on the other hand are concerned
among other things with influencing the terms of purchase of services in favour of their
members. Hence, the two should not be placed in one category. The associations of professional
members also differ fundamentally from employees unions. Professional associations include
self employed as well as the employees where as trade unions consist only of the people who are
employed by others. In India the term Trade Union refers besides employee’s organizations to
employers association also. Similarly in Britain, even the associations of professional people
such as Artists Federation of Musicians Unions are also recognized as Trade Unions.

Thus trade unions are a major component of the modern industrial relation system. A
trade union of workers is an organization formed by workers to protect their interests. i.e.
improve their working conditions etc. All trade unions have objectives or goals to achieve, which
are contained in their constitution and each has its own strategy to reach those goals.

Trade Unions are now considered a sub-system which seeks to serve the specific sub-
groups interest and also considers itself a part of the organization, in terms of the latter’s viability
and contribution to the growth of the community of which it is a part.

Purpose of a Trade Union

Trade Union came into being for a variety of purposes. Individual workers found it more
advantageous to band together and seek to establish their terms and conditions of employments.
They realized that if they bargained as individuals, the employer would have a better leverage,
for an individual would not matter as much as a group in terms of the running of the enterprise. A
group’s contribution is much larger than an individual’s so are the effects of its withdrawal. An
individual may not be able to organize and defend his interests as well as a group can. Therefore
workers saw the advantages of organizing themselves into groups to improve their terms and
conditions of employment. Employers also found it advantageous to deal with a group or a
representative of a group rather than go through the process of dealing with each individual over
a length of time. Precisely, the major objectives of trade union are the following:

 Better wages

 Better working conditions

 Protection against exploitation

 Protection against victimization

 Provide welfare measures

  Promote industrial peace

 Take up Collective Bargaining

 Look after the interest of trade

EMPLOYEE PARTICIPATION SCHEME

Workers’ participation in management is an essential ingredient of Industrial democracy.

The concept of workers’ participation in management is based on Human Relations approach to
Management which brought about a new set of values to labour and management. Traditionally
the concept of Workers’ Participation in Management (WPM) refers to participation of non-
managerial employees in the decision-making process of the organization. Workers’ participation
is also known as ‘labour participation’ or ‘employee participation’ in management. In Germany it
is known as co-determination while in Yugoslavia it is known as self-management. The
International Labour Organization has been encouraging member nations to promote the scheme
of Workers’ Participation in Management.

Workers’ participation in management implies mental and emotional involvement of

workers in the management of Enterprise. It is considered as a mechanism where workers have a
say in the decision-making.

Definition:

 According to Keith Davis, Participation refers to the mental and emotional involvement
of a person in a group situation which encourages him to contribute to group goals and
share the responsibility of achievement.

 According to Walpole, Participation in Management gives the worker a sense of

importance, pride and accomplishment; it gives him the freedom of opportunity for self-
expression; a feeling of belongingness with the place of work and a sense of
workmanship and creativity.

The concept of workers’ participation in management encompasses the following:

 It provides scope for employees in decision-making of the organization.

 The participation may be at the shop level, departmental level or at the top level.

 The participation includes the willingness to share the responsibility of the organization
by the workers.
Features of WPM:

1. Participation means mental and emotional involvement rather than mere physical presence.
2. Workers participate in management not as individuals but collectively as a group through their
representatives.
3. Workers’ participation in management may be formal or informal. In both the cases it is a
system of communication and consultation whereby employees express their opinions and
contribute to managerial decisions.
4. There can be 5 levels of Management Participation or WPM:

 Information participation: It ensures that employees are able to receive information and
express their views pertaining to the matter of general economic importance.

 Consultative importance: Here workers are consulted on the matters of employee

welfare such as work, safety and health. However, final decision always rests with the
top-level management, as employees’ views are only advisory in nature.

 Associative participation: It is an extension of consultative participation as management

here is under the moral obligation to accept and implement the unanimous decisions of
the employees. Under this method the managers and workers jointly take decisions.

 Administrative participation: It ensures greater share of workers’ participation in

discharge of managerial functions. Here, decisions already taken by the management
come to employees, preferably with alternatives for administration and employees have
to select the best from those for implementation.

 Decisive participation: Highest level of participation where decisions are jointly taken
on the matters relating to production, welfare etc.

Objectives of WPM:

1. To establish Industrial Democracy.

2. To build the most dynamic Human Resources.
3. To satisfy the workers’ social and esteem needs.
4. To strengthen labour-management co-operation and thus maintain Industrial peace and
harmony.
5. To promote increased productivity for the advantage of the organization, workers and the
society at large.
6. Its psychological objective is to secure full recognition of the workers.

Importance of WPM:
  Unique motivational power and a great psychological value.

 Peace and harmony between workers and management.

 Workers get to see how their actions would contribute to the overall growth of the
company.

 They tend to view the decisions as `their own’ and are more enthusiastic in their
implementation.

 Participation makes them more responsible.

 They become more willing to take initiative and come out with cost-saving suggestions
and growth-oriented ideas.

Essential condition for WPM:

The success of workers portion in management depends upon the following conditions.
 The attitude and outlook of the parties should be enlightened and impartial so that a free
and frank exchange of thoughts and opinions could be possible. Where a right kind of
attitude exists and proper atmosphere prevails the process of participation is greatly
stimulated.
 Both parties should have a genuine faith in the system and in each other and be willing to
work together. The management must give the participating institution its right place in
the managerial organization of the undertaking and implementing the policies of the
undertaking. The labor, on the other hand, must also whole heartedly co-operate with the
management through its trade unions. The foremen and supervisory cadre must also lend
their full support so that the accepted policies could be implemented without any
resentment on either side.
 Participation should be real. The issues related to increase in production and productivity,
evaluation of costs, development of personnel, and expansion of markets should also be
brought under the jurisdiction of the participating bodies. These bodies should meet
frequently and their decisions should be timely implemented and strictly adhered to.
Further
 Participation must work as complementary body to help collective bargaining, which
creates conditions of work and also creates legal relations.
 There should be a strong trade union, which has learnt the virtues of unit and self-reliance
so that they may effectively take part in collective bargaining or participation.
 A peaceful atmosphere should be there wherein there are no strikes and lock-outs, for
their presence ruins the employees, harms the interest of the society, and puts the
employees to financial losses.
  Authority should be centralized through democratic management process. The
participation should be at the two or at the most three levels.
 Programs for training and education should be developed comprehensively. For this
purpose, Labor is to be given education not to the head alone, not to the heart alone, not
to the hands alone, but it is dedicated to the three; to make the workers think, feel and act.
Labor is to be educated to enable him to think clearly, rationally and logically; to enable
him to feel deeply and emotionally; and to enable him to act in a responsible way.

Methods of Workers Participation in Management

1. Participation at the Board level: This would be the highest form of industrial democracy.
The workers’ representative on the Board can play a useful role in safeguarding the interests of
workers. He or she can serve as a guide and a control element.
2. Participation through ownership: This involves making the workers’ shareholders of the
company by inducing them to buy equity shares.
3 . Participation through complete control: Workers acquire complete control of the
management through elected boards. The system of self-management in Yugoslavia is based on
this concept. Self-management gives complete control to workers to manage directly all aspects
of industries through their representatives.
4. Participation through Staff and Works Councils: Staff councils or works councils are
bodies on which the representation is entirely of the employees. There may be one council for the
entire organization or a hierarchy of councils. The employees of the respective sections elect the
members of the councils. Such councils play a varied role.
5. Participation through Joint Councils and Committees: Joint councils are bodies
comprising representatives of employers and employees. This method sees a very loose form of
participation, as these councils are mostly consultative bodies. Work committees are a legal
requirement in industrial establishments employing 100 or more workers. Such committees
discuss a wide range of topics connected to labour welfare.
6. Participation through Collective Bargaining: Through the process of CB, management and
workers may reach collective agreement regarding rules for the formulation and termination of
the contract of employment, as well as conditions of service in an establishment. Even though
these agreements are not legally binding, they do have some force.
7. Participation through Job Enlargement and Job Enrichment: Excessive job specialization
that is seen as a by-product of mass production in industries, leads to boredom and associated
problems in employees.
8. Participation through Suggestion Schemes: Employees’ views are invited and reward is
given for the best suggestion. With this scheme, the employees’ interest in the problems of the
organization is aroused and maintained. Progressive managements increasingly use the
suggestion schemes. Suggestions can come from various levels.
9. Participation through Quality Circles: Concept originated in Japan in the early 1960s and
has now spread all over the world. A QC consists of seven to ten people from the same work
area who meet regularly to define, analyze, and solve quality and related problems in their area.
10. Empowered Teams: Empowerment occurs when authority and responsibility are passed on
to the employees who then experience a sense of ownership and control over their jobs.
Employees may feel more responsible, may take initiative in their work, may get more work
done, and may enjoy the work more.

COLLECTIVE BARGAINING- DEFINITION & FEATURES

Collective bargaining involves discussions and negotiations between two groups as to the
terms and conditions of employment. It is called ‘collective’ because both the employer and the
employee act as a group rather than as individuals. It is known as ‘bargaining’ because the
method of reaching an agreement involves proposals and counter proposals, offers and counter
offers and other negotiations.

Thus collective bargaining:

 is a collective process in which representatives of both the management and employees

participate.

 is a continuous process which aims at establishing stable relationships between the parties
involved.

 not only involves the bargaining agreement, but also involves the implementation of such
an agreement.

 attempts in achieving discipline in the industry is a flexible approach, as the parties

involved have to adopt a flexible attitude towards negotiations.

The main characteristics of collective bargaining are:

 Collective Process: The representatives of both the management and the employees
participate in it. Employer is represented by its delegates and , on the other side,
employees are represented by their trade union. Both the groups sit together at the
negotiating table and reach at some agreement acceptable to both.

 Continuous Process: It is a continuous process. It does not commence with negotiations

and end with an agreement. It establishes regular and stable relationship between the
 parties involved. It involves not only the negotiation of the contract, but also the
administration or application of the contract also. It is a process that goes on for 365 days
of the year.

 Flexible and Mobile: It has fluidity. There is no hard and fast rule for reaching an
agreement. There is ample scope for compromise. A spirit of give-and-take works unless
final agreement acceptable to both the parties is reached.

 Bipartite Process: Collective bargaining is a two party process. Both the parties—
employers and employees—collectively take some action. There is no intervention of any
third party. It is mutual give – and –take rather than a take-it-or-leave it method of
arriving at the settlement of a dispute.

 Dynamic: Collective bargaining is a dynamic process because the way agreements are
arrived at; the way they are implemented, the mental make-up of parties involved keeps
changing. As a result, the concept itself changes, grows and expands overtime. It is
scientific, factual and systematic.

 Industrial Democracy: It is based on the principle of industrial democracy where the

labour union represents the workers in negotiations with the employer or employers. It is
a joint formulation of company policy on all matters affecting the labour.

 Complementary Process : Collective bargaining is essentially a complementary process,

i.e., each party needs something which the other party has, namely, labour can put greater
productive effort and management has the capacity to pay for that effort and to organize
and guide it for achieving the organizational objectives.

 It is an Art: Collective bargaining is an art, an advanced form of human relations.

 Discipline in Industry: Collective bargaining is an attempt in achieving and maintaining

discipline in the industry.

 Industrial Juries prudence: It is an effective step in promoting industrial jurisprudence.

Importance of Collective Bargaining

Collective Bargaining not only includes negotiation, administration and enforcement of the
written contracts between the employees and the employers, but also includes the process of
resolving labor-management conflicts. Thus, collective bargaining is a legally and socially
sanctioned way of regulating in the public interest the forces of power and influence inherent in
organized labor and management groups.
1. Importance to Employees
Collective Bargaining helps the employees:
 To develop a sense of self-respect and responsibility among the employees.

 To increase the strength of the workers. Their bargaining capacity as a group increases.

 To increase the morale and productivity of employees.

 To restrict management’s freedom for arbitrary action against the employees. Unilateral
actions by the management are discouraged.

 To strengthen the trade union movement.

2. Importance to Employers
 The workers feel motivated as they can talk to the employers on various matters and
bargain for higher benefits. As a result, their productivity increases.
 It is easier for the management to resolve issues at the bargaining table rather than taking
up complaints of employees individually.

 Collective bargaining promotes a sense of job security among the employees and thereby
tends to reduce cost of labor turnover to management, employees as well as the society at
large.

 Collective bargaining opens up the channels of communications between the top and
bottom levels of organization which may be difficult otherwise.

3. Importance to Society
Collective Bargaining helps the society:
 To attain industrial peace in the country.
 To establish a harmonious industrial climate which supports the pace of a nation’s efforts
towards economic and social development since the obstacles to such development can
be largely eliminated or reduced. As a vehicle of industrial peace or harmony, collective
bargaining has no equal.

 To extend the democratic principle from the political to the industrial field. It builds up a
system of industrial jurisprudence by introducing civil rights in industry and ensures that
management is conducted by rules rather than by arbitrary decisions.

 To check the exploitation of workers by the management.

  To distribute equitably the benefits derived from industry among all the participants
including the employees, the unions, the management, the customers, the suppliers and
the public.

GRIEVANCES AND DISPUTES RESOLUTION MECHANISMS

An employee will be afforded the opportunity to file a grievance on

matters associated with the employee’s employment relationship with the
University or to enter into a dispute resolution process to facilitate resolving
misunderstandings and maintain positive work relationships. An allegation
that an employee’s rights under this policy have been violated also will be
subject to review under the grievance procedure. (This procedure is not
available for resolving disputes or concerns regarding the University’s Benefit
Plans. A separate procedure, administered by the Benefits Office, exists for
those matters.)

Grievance Procedure
The Grievance Procedure is a three step management review process
whereby employees may address matters associated with their employment
in accordance with the procedures set forth in this Standard Practice Guide.
The process begins generally with a conversation between the employee and
his/her supervisor (step 1). If not resolved there, step 2 in the process is for
the employee to submit his/her concerns in writing to the next level of
supervision. The final step, if needed, is the University Review Committee
(see Grievance Proceduresand item 6 below).
1. Time Standards
Time limits set forth for filing and appealing grievances, must be
strictly followed by the grievant. Mutually agreeable adjustments in the time
period for holding a review meeting and in issuing an answer may be made
due to the unavailability of a necessary party. The grievance is considered
settled on the basis of the last answer if the grievant fails to appear at a
scheduled review meeting or does not appeal on a timely basis.
When both parties in a formal grievance process request it, the time
clock on the grievance procedure may be stopped for a time period
satisfactory to both parties to allow for a good faith attempt to resolve the
conflict or disagreement through mediation.
2. Modification
The progression from Steps 1 through 3 (see attached procedures) may
be modified by the University by reducing the number of steps for grievance
resolution where the origin of the grievance, the operational unit involved, or
the content and scope of the grievance makes that progression impractical.
In addition, at the option of the grievant, the grievance may begin at a level
above the supervisor involved if the grievance alleges unlawful
discrimination by such supervisor.
3. Assistance in Review Meetings
An employee may select any individual (except an employee who is
included in a University collective bargaining unit or the grievant’s
immediate supervisor) to assist in the review meetings at Steps 2 and 3. If
the assistant is a University employee, the assistant will not lose time or pay
for attending meetings held during the assistant’s normal working hours.
4. No Loss of Time or Pay
An employee’s attendance at a grievance review meeting held during
normal working hours shall be with pay. Any other time spent in formulating
or preparing a grievance shall be done outside the regular work schedule and
shall be without compensation.
5. Discipline Grievances
Grievances concerning discharge, disciplinary layoff, a written
reprimand in lieu of a disciplinary layoff, alleged sex harassment or alleged
unlawful discrimination will begin at Step 3.
6. University Grievance Review Committee
The University Grievance Review Committee includes the head of the
aggrieved employee’s operating unit, or a designated representative, who is
responsible for the answer; an appropriate Director of Human Resources or a
designated representative, who will preside and is responsible for conducting
the review; and an employee not employed in the vice presidential or vice
chancellor area in which the aggrieved employee works, who will be selected
by the aggrieved employee from a panel appointed by the Vice Presidents
and Vice Chancellors. When unlawful discrimination is alleged, the
committee will also include a representative of the Office of Institutional
Equity.
The conduct of the meeting is prescribed by the University. The
employee will have an opportunity to present all relevant information to the
University Review Committee during the meeting. The Committee will
consider this information in formulating its response. Participants should not
expect that witnesses will be called, testimony taken or that the proceedings
will be recorded electronically.
The University Grievance Review Committee may explore the context
in which the grievance occurred and consider other remedies. When one or
more members of the committee do not agree with the grievance answer
proposed by the operating unit, the member(s) may present concerns to the
appropriate Executive Officer or designee for review.
7. Limits on Financial Reimbursement
Except as otherwise specifically provided, University liability for back
wages or other financial reimbursement is limited to the period of 30
calendar days prior to the University’s knowledge of the facts brought to the
University’s attention through this procedure.

SAFETY AT WORK

Workplace safety is very important for each and every employee in the industry because
all the workers desire to work in a safe and protected atmosphere. Health and safety is the key
factor for all the industries in order to promote the wellness of both employees and employers. It
is a duty and moral responsibility of the company to look after the employee’s protection.

These days, workplace health and safety procedures are important for the well-being of
both employees and employers because human loss is immeasurable and intolerable. As, such
loss or injuries can employ major loss to the families.

All the industries do have safety risks but the management should devote their time to
think and strategize the things that what safety precautions are required in their company to make
sure that their workers are safe enough for all the time. Also, the management should confirm
with all the workers related to their daily work and comfort. So, that the management can take
the same step according to the desired aspects of workers. This helps them in improving the
productivity and quality of the products and lot more.

1. Aware about the surroundings: There are many employees who doesn’t bother about their
surrounding hazards. But, it is important to observe your co-employees working circumstances.
Once you get to know about the particular hazards that occur at your workplace, then it will help
you in reducing the risk and allow you to take the precautionary steps.
2. Reduce workplace stress: Most of the employees are not fit and healthy because of their busy
schedule, which includes long working hours, work-pressure and conflicts occur with co-workers
or with the boss of the organization.
3. Use tools appropriately: Take appropriate precautions while using machinery or any other
tool, instead of taking any shortcuts. Taking shortcuts is one of the biggest reason behind
workplace loss. It’s a biggest safety risk to use scaffolding as a ladder or one tool instead of
another for a particular job.
4. Keep crisis exits which are easily accessible: In case there is an emergency, you will need
quick access to the exits. It is also advised to keep clear usage of equipment shutoffs which
might stop you from performing at emergency.
5. Update Your Supervisor about the unsafe conditions: It is important that you keep updating
your supervisor about the hazards or risks occur at workplace. They should be legally obligated
to ensure that their employees are working a safe environment or not..
6. Use mechanical assistance: Whenever, you want to carry or lift up some heavy equipment’s
then you should use a conveyor belt, crank or forklift. There are lot of risks involved, if you try
to lift something which is heavier, it can affect your weighing capability and can lead to some
muscle displacement.
7. Stay Alert: There are many employees who usually compromise or ignore the alerts of
advance warning and due to this, a number of workplace injuries or fatalities occur.
8. Reduce Workplace Environment Stress: Stress to any employee or to any co-worker, can
lead into depression and into concentration problems. And the main reason includes, extended
working hours, excess of work, insecurity of job and issues which occur at co-workers or
professionals.
9. Wear the right safety equipment’s: It is essential that you wear the right protection
equipment tools during your work. And, the equipment’s can be in any form like, earplugs,
earmuffs, hard hats, gloves, full-face masks, safety gloves and any other equipment which is
required to wear while working. These tools will prevent the workers from the incidents that
occur at workplace.
10. Sit in a proper posture: If have a sitting job, then it is essential than keep your posture
correct, while working on a desk. You need to keep your shoulders in line and straight back to
avoid any spine problem. Try to ignore stooping and twisting regularly and if possible, then try to
use the comfort designed furniture and the safety equipment’s, so that the desired things will be
in your reach.

WORK HAZARDS

Every workplace has hazards. As an employer, you have a legal responsibility to look
after your employees’ safety and protect them against health and safety hazards at work. In order
to manage workplace health and safety and help prevent accidents and sickness absence, it’s
important to identify, monitor and reduce the risk associated with workplace hazards.

What are workplace hazards?

Simply put, workplace hazards are any aspect of work that cause health and
safety risks and have the potential to harm.
Some hazards are more likely to be present in some workplaces than others,
and depending on the work that you do, there will be hazards that are more
or less relevant to your business.

What are the most common workplace hazards?

There are many types of workplace hazards, which tend to come under four
main categories:
 o physical hazards – the most common workplace hazards, including
vibration, noise and slips, trips and falls;
o ergonomic hazards – physical factors that harm the musculoskeletal
system, such as repetitive movement, manual handling and poor body
positioning;
o chemical hazards – any hazardous substance that can cause harm to
your employees;
o biological hazards – bacteria and viruses that can cause health
effects, such as hepatitis, HIV/AIDS and Legionnaire’s disease.

Common health risks

Some of the most common health risks associated with workplace hazards
include:
o breathing problems;
o skin irritation;
o damage to muscles, bones and joints;
o hearing damage;
o reduced wellbeing.

How to prevent workplace hazards

The best way to protect yourself and your employees from workplace
hazards is to identify and manage them and take reasonable steps to
prevent their potential to harm.
In order to control workplace hazards and eliminate or reduce the risk, you
should take the following steps:
o identify the hazard by carrying out a workplace risk assessment;
o determine how employees might be at risk;
o evaluate the risks;
o record and review hazards at least annually, or earlier if something
changes.

SAFETY MECHANISMS

A safety is a device that blocks the action to prevent the firearm from
shooting until the safety is released or pushed to the off position. The safety
is intended to prevent the firearm from being fired accidentally. However,
safeties should never be relied on totally to protect against accidental
shooting. Safeties are mechanical devices subject to mechanical failure from
wear and other factors, and they can fail when least expected. Also, safeties
can be unknowingly bumped from the safe position as your firearm is being
handled or as it catches on clothing or tree branches.

Safety and security are not only practical components of a well-run

workplace, many aspects have legal requirements at state and federal levels.
Depending on the type of business and the regional location, you may be
subject to a range of statutory obligations for the health and the security of
your workplace.
Beyond that, it's just good business. Effective health and safety plans
can reduce workplace injuries, which are a source of lost time, lost money for
you and your employees, as well as an administrative drain. Workplace
security can protect your business against theft, while also guarding the
safety of your staff against incursions of violence. Having effective health
and safety programs, and security programs in place meet statutory
requirements; they also have buy-in from management and workers alike,
and these programs don't place a burden on the business or on its efficient
operation.

Key Components of a Health and Safety Plan

1. A reporting system: A simple, clear , well-communicated procedure
to report accidents (including near misses), injuries and illness, as well
as potential hazards in the workplace.
2. Training programs: Some aspects may be legal requirements, such
as dangerous goods handling, while other components may deal with
the facility, and specific aspects of the health and safety plan.
3. Inspections: Employee and management teams regularly inspect the
workplace to identify changing conditions or activities that may
compromise safety.
4. Emergency planning: Foreseeable emergencies such as fires and
flooding have developed action plans that are well-communicated with
all staff through meetings and workplace postings.
5. Continuous improvement: Management seeks staff input before
implementing changes to the workplace, and regular meetings address
not only current health and safety issues, but also improvements to the
health and safety plan.

Workplace Security Procedures

Concerns around security are topical, with workplace violence frequently in
the news, but security has other important aspects, such as protecting
assets and inventory and, increasingly, maintaining cyber security of data
and client information. Each aspect of security has its own challenges and
procedures, so security plans may often be segregated by outcome. For
example, procedures to secure a facility during a workplace violence incident
may have little in common with the lock-up procedures for raw materials.
Security may also have departmental concerns, just as the shop floor has
different health and safety challenges than the office. Data security is likely
the responsibility of IT staff, whereas a manager may have oversight over
control of office supplies storage and distribution. As with the health and
safety plan, effective workplace security procedures have:

1. Commitment by management and adopted by employees.

2. A clear, defined plan that's well communicated to staff.
3. Education and training provided to all employees affected by the
procedures.

MANAGING WORK PLACE STRESS

While some workplace stress is normal, excessive stress can interfere with your
productivity and performance, impact your physical and emotional health, and affect your
relationships and home life. It can even determine success or failure on the job. You can’t control
everything in your work environment, but that doesn’t mean you’re powerless, even when you’re
stuck in a difficult situation. Whatever your ambitions or work demands, there are steps you can
take to protect yourself from the damaging effects of stress, improve your job satisfaction, and
bolster your well-being in and out of the workplace.

When is workplace stress too much?

Stress isn’t always bad. A little bit of stress can help you stay focused, energetic, and able
to meet new challenges in the workplace. It’s what keeps you on your toes during a presentation
or alert to prevent accidents or costly mistakes. But in today’s hectic world, the workplace too
often seems like an emotional roller coaster. Long hours, tight deadlines, and ever-increasing
demands can leave you feeling worried, drained, and overwhelmed. And when stress exceeds
your ability to cope, it stops being helpful and starts causing damage to your mind and body—as
well as to your job satisfaction.

If stress on the job is interfering with your work performance, health, or personal life, it’s
time to take action. No matter what you do for a living, or how stressful your job is, there are
plenty of things you can do to reduce your overall stress levels and regain a sense of control at
work.

Common causes of workplace stress include:

  Fear of being laid off
 More overtime due to staff cutbacks
 Pressure to perform to meet rising expectations but with no increase in job satisfaction
 Pressure to work at optimum levels—all the time!
 Lack of control over how you do your work
 Interpersonal conflicts
 Disorganization
 Multitasking
 Physical discomfort

Stress at work warning signs

When you feel overwhelmed at work, you lose confidence and may become angry, irritable, or
withdrawn. Other signs and symptoms of excessive stress at work include:
 Feeling anxious, irritable, or depressed
 Apathy, loss of interest in work
 Problems sleeping
 Fatigue
 Trouble concentrating
 Muscle tension or headaches
 Stomach problems
 Social withdrawal
 Loss of sex drive
 Using alcohol or drugs to cope

Ways to Deal With Stress at Work

 Start Your Day Off Right: After scrambling to get the kids fed and off to school, dodging
traffic and combating road rage, and gulping down coffee in lieu of something healthy, many
people come in already stressed, and more reactive to stress at work. In fact, you may be
surprised by how much more reactive to stress you are when you have a stressful morning. If
you start off the day with good nutrition, proper planning, and a positive attitude, you may
find the stress of the workplace rolling off your back more easily.
 Be Clear on Requirements: A factor that contributes to job burnout is unclear requirements.
If you don’t know exactly what’s expected of you, or if the requirements keep changing with
little notice, you may find yourself much more stressed than necessary. If you find yourself
falling into the trap of never knowing if what you’re doing is enough, it may help to have a
talk with your supervisor and go over expectations, and strategies for meeting them. This can
relieve stress for both of you!
 Stay Away From Conflict: Because interpersonal conflict takes a toll on your physical and
emotional health, and because conflict among co-workers is so difficult to escape, it’s a good
 idea to avoid conflict at work as much as possible. That means don’t gossip, don’t share too
many of your personal opinions about religion and politics, and try to steer clear of colorful
office humor. Try to avoid those people at work who don’t work well with others. If conflict
finds you anyway, learn how to deal with it appropriately.
 Stay Organized: Even if you’re a naturally disorganized person, planning ahead to stay
organized can greatly decrease stress at work. Being organized with your time means less
rushing in the morning to avoid being late and rushing to get out at the end of the day.
Keeping yourself organized means avoiding the negative effects of clutter, and being more
efficient with your work.
 Be Comfortable: Another surprising stressor at work is physical discomfort. You may not
notice the stress you experience when you’re in an uncomfortable chair for a few minutes.
But if you practically live in that chair when you’re at work, you can have a sore back and be
more reactive to stress because of it.
 Forget Multitasking: Multitasking was once heralded as a fantastic way to maximize one’s
time and get more done in a day. Then people started realizing that when they had a phone in
their ear and were making calculations at the same time, their speed and accuracy (not to
mention sanity) suffered. There is a certain kind of frazzled feeling that comes from splitting
one’s focus that doesn’t work well for most people. Rather than multitasking, try a new
strategy known as chunking.
 Walk at Lunch: Many people are feeling ill effects from leading a sedentary lifestyle. One
way you can combat that, and manage stress at work at the same time, is to get some exercise
during your lunch break and perhaps take short exercise breaks throughout the day. This can
help you blow off steam, lift your mood, and get into better shape.
 Keep Perfectionism In Check: Being a high achiever can help you feel good about yourself
and excel at work. Being a perfectionist, on the other hand, can drive you and the people
around you a little nuts. Especially in busy, fast-paced jobs, you may not be able to do
everything perfectly. But striving to just do your best and then congratulating yourself on the
effort is a good strategy. Your results will actually be better and you’ll be much less stressed
at work.