Exam 2018, questions and answers PDF

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Chapter 10—Motivating Safety Behaviour at Work MULTIPLE CHOICE 1.

What are the three types of health and safety program interventions? a. engineering, psychological, and cultural b. behavioural, cultural, and physical c. engineering, administrative, and behavioural d. psychological, behavioural, and physical ANS: c PTS: 1 REF: p. 253 BLM: Remember

2.

Which of the following represents a behavioural intervention for improving occupational health and safety? a. job rotation b. skills training c. workstation redesign d. forming a safety committee ANS: b PTS: 1 REF: p. 253 BLM: Higher order

3.

Proper hand washing is an example of what category of safety behaviour? a. proper use of hazard control systems b. development of safe work habits c. maintenance of housekeeping standards d. maintenance of accepted hygiene practices ANS: d PTS: 1 REF: p. 253 BLM: Higher order

4.

What equation defines safety performance? a. Safety performance = Ability × Motivation × Opportunity b. Safety performance = Ability + Motivation + Opportunity c. Safety performance = Skill + Knowledge + Ability d. Safety performance = Skill × Knowledge × Ability ANS: a PTS: 1 REF: p. 254 BLM: Remember

5.

What basic model underlies most applications of behavioural programming in the workplace? a. Trigger → Behaviour → Reward Test Bank to accompany Management of Occupational Health and Safety, 6e

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b. Trigger → Consequence→ Behaviour c. Antecedent → Behaviour → Consequence d. Antecedent → Behaviour → Reward ANS: c PTS: 1 REF: p. 256 BLM: Remember 6.

Which of the following is a dimension for characterizing behavioural consequences? a. immediate or delayed b. short-term or long-term c. limited or extensive d. compliance or performance ANS: a PTS: 1 REF: p. 256–257 BLM: Remember

7.

When planning behaviour-based safety programs that include incentives, what do planners need to ensure? a. that feedback is not used as an incentive b. that incentives are used in place of employee training c. that incentive programs manipulate employees’ behaviour d. that incentives are tied to behaviours under individual control ANS: d PTS: 1 REF: p. 257 BLM: Remember

8.

What goal-setting technique explained why a larger proportion of one group of university staff members attended a health and safety training session, compared to the lower attendance seen in a second group of staff members? a. They were given a more difficult goal. b. They were given a more specific goal. c. They were more committed to the goal. d. They received more feedback about their progress. ANS: c PTS: 1 REF: p. 258–259 BLM: Higher order

9.

In the multi-tasking world that we live in today, why is goal setting even more important than ever? a. It makes us persist with a task. b. It directs our attention to a specific task. c. It helps us mobilize our efforts to achieve a task. d. It helps to find new strategies to overcome obstacles.

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ANS: b PTS: 1 REF: p. 258–259 BLM: Higher order 10.

What is a contribution that senior management can make to ensure that their organization will have a strong safety climate? a. monitoring use of personal protective equipment b. developing explicit and enacted policies on safety c. praising new hires for transfer of training d. reporting employees for unsafe behaviour ANS: b PTS: 1 REF: p. 261 BLM: Higher order

11.

According to research, what is the means through which an organization’s safety promotion activities produce safer work behaviour? a. safety compliance b. safety participation c. actual safety climate d. perceived safety climate ANS: d PTS: 1 REF: p. 264 BLM:

12.

According to self-determination theory, what forms of extrinsic motivation result in more of a selfdirected effort to work in safer ways? a. external and introjected b. introjected and identified c. identified and integrated d. integrated and external ANS: c PTS: 1 REF: p. 261 BLM: Higher order

13.

Setting and communicating high expectations for safe performance of work tasks is associated with what dimension of transformational leadership? a. idealized influence b. inspirational motivation c. intellectual stimulation d. individualized consideration ANS: b PTS: 1 Test Bank to accompany Management of Occupational Health and Safety, 6e

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REF: p. 266 BLM: Higher order 14.

How can HRMs ensure that employees utilize the knowledge and skills gained during training and consistently perform their work duties in a safe manner? a. by installing surveillance cameras b. by providing rewards for reporting unsafe behaviour c. by building a safety culture and safety leadership d. by rewarding reductions in incidents and injuries ANS: c PTS: 1 REF: p. 263–265 BLM: Remember

15.

Elinor has the chance to earn a gift certificate for any Swiss Chalet restaurant if her department has over 90% use of safety glasses in the last six months. According to motivational theory what type of reward is this? a. compliance b. contingent c. complementary d. cooperation ANS: d PTS: 1 REF: p. 265 BLM: Higher order

16.

What two facets of the Canadian Standards Association model for Occupational Health and Safety Management Systems are reflected in Ontario Power Generation’s safety slogan? a. Plan, Do b. Check, Act c. Plan, Act d. Check, Do ANS: a PTS: 1 REF: p. 252 & 268 BLM: Higher order

17.

Which of the following categories uses techniques such as job rotation and the scheduling of work breaks? a. safety behaviour b. administrative controls c. engineering controls d. behavioural interventions ANS: b PTS: 1 REF: p. 253 BLM: Remember

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18.

What theory explains how we can motivate safe behaviour by recognizing that people are motivated by different things? a. reinforcement theory b. goal-setting theory c. self-determination theory d. transformational leadership theory ANS: c PTS: 1 REF: p. 259–260 BLM: Remember

19.

According to the reinforcement theory of safety, what do organizations need to do to improve poor safety behaviour? a. tailor rewards to workers’ preferences b. set specific and difficult goals c. link behaviour to consequences d. provide lots of feedback to workers ANS: c PTS: 1 REF: p. 256 BLM: Remember

20.

According to the textbook which employees should be eligible for safety incentives? a. employees who have a perfect safety record b. employees who have none or just a few minor safety issues c. just employees working in production/operations jobs d. all employees; production workers and office workers ANS: d PTS: 1 REF: p. 257 BLM: Remember

NARRBEGIN: Scenario 10-1 Read the following scenario and answer questions 21–25. Working for an oil drilling company in the oil sands region of northern Alberta can be very lucrative, even for workers in entry level jobs. Workers have moved to Fort McMurray and other northern Alberta towns in the thousands, from all over Canada and even from overseas. However, the work is demanding and the climate ranges from very hot to extremely cold. Oil drilling crews need to work as quickly and as efficiently as possible as every hour of operation represents a sizeable investment in machinery, labour, and land lease costs. Crews have to move regularly from one site to another site because either the well goes into production or the well comes up dry. Oil drilling companies tend to be very safety conscious because of the hazardous nature of the work; it is not uncommon for workers to experience injuries to extremities (arms, legs, hands, and feet) as well as blows to the head. Fatalities are less common but not unknown. NARREND Test Bank to accompany Management of Occupational Health and Safety, 6e

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21.

Given that engineering interventions are not always possible in this type of work, what would be the next best way of protecting oil rig workers? a. keeping the drilling rig as clean as possible to avoid trips and falls b. responding effectively to emergency situations to get medical aid c. mandatory use of hard hats and safety goggles to avoid contact injuries d. developing, teaching, and reinforcing safe work habits for every task ANS: d NAR: Scenario 10-1 PTS: 1 REF: p. 253 BLM: Higher order

22.

What action can management take in the planning stage of their OHSMS to prepare for the worker training that they will deliver in the subsequent stage? a. set safety objectives and targets b. identify the hazards and risks in each oil rig job c. clarify the legal requirements for safety on oil rigs d. develop a termination policy for unsafe acts ANS: d NAR: Scenario 10-1 PTS: 1 REF: p. 257 BLM: Higher order

23.

According to research, who will have the most influence on new oil workers’ attitudes about the safety climate on the rig? a. senior management b. their coworkers c. their immediate supervisor d. the Alberta Workers’ Compensation Board ANS: c NAR: Scenario 10-1 PTS: 1 REF: p. 263 BLM: Remember

24.

Dave tries to follow the safety protocols on the rig as much as possible because he knows he would feel terrible if a coworker was injured due to something stupid that Dave did or forgot to do. What type of extrinsic motivation is represented in this example? a. external regulation b. introjected regulation c. identified regulation d. integrated regulation ANS: b NAR: Scenario 10-1 PTS: 1

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REF: p. 260–261 BLM: Higher order 25.

As the drilling supervisor, Travis is responsible for getting the rig dismantled, moved, and set up on a new site as quickly as possible. What dimension of transformational leadership is he demonstrating when he asks the workers to try to identify safer ways of carrying out the move? a. idealized influence b. inspirational motivation c. intellectual stimulation d. individualized consideration ANS: c NAR: Scenario 10-1 PTS: 1 REF: p. 266 BLM: Higher order

TRUE/FALSE 1.

Behaviour-based safety programs aim to make the consequences of safe behaviour positive, immediate, and contingent. ANS: T PTS: 1 REF: p. 256–257

2.

Reinforcement theory focuses on the power of internal rewards and punishment in the motivation of behaviour. ANS: F PTS: 1 REF: p. 256

3.

A difficult safety goal can undermine the safety program by causing employees to under-report incidents. ANS: T PTS: 1 REF: p. 257

4.

Considerable research suggests that noticing and praising safe work behaviour may be sufficient to sustain that behaviour without the need for tangible incentives. ANS: T PTS: 1 REF: p. 258

5.

Transactional leadership can be effective in producing safety performance. Test Bank to accompany Management of Occupational Health and Safety, 6e

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ANS: F PTS: 1 REF: p. 265 6.

Safety goals should be set by management based on past records of incidents and injuries. ANS: F PTS: 1 REF: p. 259

7.

Compliance with CSA Standard Z1000-06 is voluntary in Canada. ANS: T PTS: 1 REF: p. 270

8.

Senior managers should participate in occupational health and safety training programs as part of an Occupational Health and Safety Management System. ANS: T PTS: 1 REF: p. 269

9.

Having a documented Occupational Health and Safety Management System will not reduce civil or criminal penalties if the company is taken to court on a criminal charge under Bill C-45. ANS: F PTS: 1 REF: p. 270

10.

Safety climate perceptions are only effective in predicting current behaviour. ANS: F PTS: 1 REF: p. 264

SHORT ANSWER 1.

List the eight general categories of behaviours that contribute to safe working performance. Share an example of a training program that targets one of the behaviours. ANS: 1. Proper use of hazard control systems in the workplace 2. Development of safe work habits 3. Increased awareness and recognition of workplace hazards 4. Acceptance and use of personal protective equipment 5. Preservation of housekeeping and maintenance standards 6. Adherence to accepted hygiene practices

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7. 8.

Proper responses to emergency situations Self-monitoring and recognition of symptoms of hazardous exposure*

Examples include WHMIS programs (Behaviour 1), teaching proper lifting techniques or proper sitting posture while using a computer (Behaviour 2), how to put on and use respirators (Behaviour 4) and so on. PTS: 1 REF: p. 253–254 2.

Explain why an organization should have an occupational health and safety policy and describe the elements of an effective policy statement. List the information that should be covered in an organizational occupational health and safety policy and describe how to implement the policy. ANS: Having an explicit and enacted policy statement is one component of developing a strong safety climate. Having the policy posted in all offices and job sites helps to remind everyone from executives to front line of workers of their personal responsibility for safety. Having an explicit policy whose implementation is regularly monitored and modified through the Plan-Do-Check-Act cycle can help to demonstrate due diligence on the part of the organization. A specific list of questions to be answered in an OH&S safety policy is found in the OH&S Notebook 10.3 (p. 271). You can also access this Guide to Writing an OHS Policy Statement at http://www.ccohs.ca/oshanswers/hsprograms/osh_policy.html

PTS: 1 REF: p. 263 & 269–271 3.

Describe the three conditions necessary for individuals to work safely. How can these conditions be used to increase safe work behaviours? ANS: Employees in the workplace must 1. have the ability (e.g. knowledge and skills obtained through experience and /or training) 2. be motivated to act in a safe manner, by reinforcement, goals, or self-determination through a combination of intrinsic or extrinsic factors 3. have the opportunity to engage in safe behaviour while at work (through organizational resources and support such as a safety climate and transformational leadership) These three factors combine in a multiplicative equation: Safety performance = Ability × Motivation × Opportunity PTS: 1 REF: p. 254–255

4.

Define and give an example of engineering interventions, administrative interventions, and behavioural interventions. Which intervention is most effective? ANS: Test Bank to accompany Management of Occupational Health and Safety, 6e

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Engineering interventions focus on changing the physical environment to reduce employees’ exposure to hazards (e.g., through PPE), administrative interventions focus on modifying procedures in the work process (e.g., through job rotation), and behavioural interventions focus on changing employee attitudes, knowledge, or behaviour about occupational health and safety (e.g., through information and awareness campaigns, training, and implementation of behaviour modification techniques). It is preferable to use engineering controls to eliminate the hazard. Injuries related to unsafe equipment are decreasing and injuries related to unsafe behaviour are increasing, which emphasizes the importance of behavioural occupational health and safety interventions. PTS: 1 REF: p. 253 5.

Describe the four stages of the Plan-Do-Check-Act continuous improvement model and how each contributes to the organization’s Occupational Health and Safety Management System. ANS: CSA-Z1000-06 for OHSMS is based on the Plan-Do-Check-Act cyclical model. This promotes OH&S in a strategic and continuous manner. The Plan stage allows organizations to consider such issues as hazards and risk, legal requirements pertaining to safety, and the setting of OH&S goals and objectives. The Do stage includes engagement in ongoing safety activities such as emergency preparedness, safety training, and preventive measures. The Check stage incorporates such activities as incident investigation, safety monitoring, and auditing. The Act stage involves managerial review and continuous improvement.

PTS: 1 REF: p. 267–268

PROBLEM 1.

What can organizations do to create a work environment that motivates employees to work safely? ANS: A safety climate reflects employee and organizational shared perceptions on the importance of safety in the workplace. The following list describes several ways in which an organization can promote a positive safety climate. • Enact safety policies • Involve all levels of management and employees in safety initiatives • Include safety-related information in the communication of production-related goals • Provide appropriate safety training that is transferable to the workplace • Reward safe behaviour • Encourage and motivate employees to comply to safety-related rules and initiate safer behaviours

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Support for employee safe work behaviours requires safety leadership and management’s commitment to safety expressed as part of the organization’s strategic business plan. A safety culture requires support and involvement from all levels of management, employees , and stak eholders (refer to The Occupational Health and Safety Notebook 10.3, Health and Safety Policy Checklist, p. 266). For individuals to work safely, at least three conditions are necessary. Workers must have 1. the knowledge, skills, and abilities necessary to perform their jobs 2. the motivation to work safely 3. the opportunity to work safely, meaning that the organization supports safe work These three factors combine in a multiplicative equation: Safety performance = Ability × Motivation × Opportunity The employee’s ability, motivation, and provision of opportunity are key determinants of a safety culture. Organizations can create a work environment that motivates employees to work safely by implementing successful processes such as goal setting, behaviour modification, and feedback. Motivating environments require safety leadership, communication, and employee and management involvement. PTS: 1 REF: p. 253–262 2.

What does reinforcement theory tell us about why employees are or are not motivated to wear personal protective equipment? ANS: Motivation is the process that initiates, directs, and sustains behaviour. One major theoretical explanation of motivation for safety behaviour is reinforcement theory (behaviour modification). It focuses on external rewards and punishment to motivate behaviour. The likelihood of a safe work behaviour being repeated increases when a current performance of that behaviour receives reinforcement/positive rewards and decreases when it receives punishment/negative rewards. Behavioural programming in the workplace uses the ABC model: Antecedent → Behaviour → Consequence To change the behaviour, either the antecedent or the consequence must change. Understanding why an employee performs an unsafe act requires an understanding of the consequences of the safe or unsafe behaviour. The following table gives examples of why an employee might not wear personal protective equipment and the resulting consequences. The employee receives more “+” than “–” consequences for his/her unsafe behaviour, which suggests that the unsafe behaviour will continue. To change the behaviour, the HRM will need to use more positive consequences associated with specific behaviours. Supervisors could give immediate feedback on safe work behaviours and implement effe...