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Experience of implementing safety information and management systems in industrial companies
Accidents,
6 (1984)
71
Journal
of Occupational
Elsevier
Science Publishers B.V.. Amsterdam - Printed in The Netheralnds
71-73
ABSTRACTS Experience of Implementing in Industrial Companies
Safety Information
and Management
Systems
M.T. HO INRS,
Dept. of General Studies,
30 rue Olivier Moyer,
75680 Paris, Cedex 14 (France)
To introduce and operate a safety information system or, in more general terms, a safety management system in a company is one of the central problems in occupational accident prevention. For some ten years now INRS has developed and put into practice in industry a method for analysing occupational accidents, choosing preventive measures and following them up. The report describes the INRS system and how it has been introduced into French firms. Two different systems which have been successfully implemented in two firms are presented for comparison. systems (or strategies) The most significant conclusions are: Different can give good results if they are implemented (or applied) with conviction. As well as this question of motivation it is important that they should be sufficiently broad and complete in their scope. A simple accident information system is generally inadequate; it has to be integrated into a wider system including methods and structures for defining, adopting and following up preventive measures. In other words, once it has been introduced, an information system needs, for its survival, to be backed up by practical results.
A Behavioural JUDITH
Purdue
Approach
to Work Motivation
L. KOMAKI
University,
Psychological
Sciences,
West Lafayette,
Indiana 47907
(U.S.A.)
The motivation for workers to perform safely is missing in most work settings. The applied behavior analysis approach is a particularly suitable strategy because of its focus on performance consequences as a source of motivation. Three recent field experiments illustrate how desired performance is taught, appraised, and reinforced. The last two studies also demonstrate the critical role of performance consequences in work motivation.
6 (1984)
71
Journal
of Occupational
Elsevier
Science Publishers B.V.. Amsterdam - Printed in The Netheralnds
71-73
ABSTRACTS Experience of Implementing in Industrial Companies
Safety Information
and Management
Systems
M.T. HO INRS,
Dept. of General Studies,
30 rue Olivier Moyer,
75680 Paris, Cedex 14 (France)
To introduce and operate a safety information system or, in more general terms, a safety management system in a company is one of the central problems in occupational accident prevention. For some ten years now INRS has developed and put into practice in industry a method for analysing occupational accidents, choosing preventive measures and following them up. The report describes the INRS system and how it has been introduced into French firms. Two different systems which have been successfully implemented in two firms are presented for comparison. systems (or strategies) The most significant conclusions are: Different can give good results if they are implemented (or applied) with conviction. As well as this question of motivation it is important that they should be sufficiently broad and complete in their scope. A simple accident information system is generally inadequate; it has to be integrated into a wider system including methods and structures for defining, adopting and following up preventive measures. In other words, once it has been introduced, an information system needs, for its survival, to be backed up by practical results.
A Behavioural JUDITH
Purdue
Approach
to Work Motivation
L. KOMAKI
University,
Psychological
Sciences,
West Lafayette,
Indiana 47907
(U.S.A.)
The motivation for workers to perform safely is missing in most work settings. The applied behavior analysis approach is a particularly suitable strategy because of its focus on performance consequences as a source of motivation. Three recent field experiments illustrate how desired performance is taught, appraised, and reinforced. The last two studies also demonstrate the critical role of performance consequences in work motivation.