职业健康安全管理体系和安全文化英文翻译.docx

职业健康安全管理体系和安全文化英文翻译.docx

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职业健康安全管理体系和安全文化英文翻译

OHSMSandSafetyCulture

Whatisanoccupationalhealthandsafetymanagementsystem（OHSMS）?

OnedifficultlyinevaluatingtheeffectivenessofOHSMSliesinthedifferentmeaningsgiventotheteam.Findingagreementuponcriteriaforeffectiveness,ormethodsofmeasure-mentandevaluationisespeciallyhardwherebasicdisagreementexistsuponwhatanOHSMS.

1、TheGeneralCharacteristicsOfanOHSMS

AllOHSMSowesomethingtothelegacyofgeneralsystemtheory.SystemstheorysuggeststhatthereshouldbefourgeneralrequirementsforanOHSMS,althoughhowthererequirementsaremetinpracticeallowsforconsiderablediversity.Thefourgeneralrequirementsareasfollows.

1）Systemobjectives.

2）Specificationofsystemelementsandtheirinter-relationship;notallsystemsneedhavethesameelements.

3）DeterminingtherelationshipoftheOHSMStoothersystems（includingthegeneralmanagementsystem,andtheregulatorysystem,butalsotechnologyandworkorganization）.

4）Requirementsforsystemmaintenance（whichmaybeinternal,linkedtoareviewphase,orexternal,linkedforexampletoindustrypoliciesthatsupportOHSbestpractice;systemmaintenancemayvarybetweensystems）.

SeveralAustralianauthoritiesuponOHSMShavegivendefinitionsbroadlyconsistentwiththesegeneralsystemrequirements.ThusBottomleynoteswhatmakesanOHSMSasystem“isthedeliberatelinkingandsequencingofprocessestoachievespecificobjectivesandtocreatearepeatableandidentifiablewayofmanagingOHS.Correctiveactions…（arealso）centraltoasystematicapproach.”

WarwickPearsealsoemphasisessystemiclinkages,defininganOHSMSas“distinctelementswhichcoverthekeyrangeofactivitiesrequiredtomanageoccupationalhealthandsafety.Theseareinter-linked,andthewholethingisdrivenbyfeedbackloops.”

Similarly,GallagherdefinesanOHSMSas“…acombinationoftheplanningandreview,themanagementorganizationarrangements,theconsultativearrangements,andthespecificprogramelementsthatworktogetherinanintegratedwaytoimprovehealthandsafetyperformance.”

2、VoluntaryOrMandatoryImplementationMethods

OnewaythatOHSMSdifferarisesfromthevariousmethodsofimplementation.FrickandWrendistinguishthreetypes—voluntary,mandatoryandhybird.VoluntarysystemsexistwhereenterprisesadoptOHSMSontheirowevolition.Oftenthisistoimplementstrategicobjectivesrelatingtoemployeewelfareorgoodcorporatecitizenship,althoughtheremaybeothermotivessuchasreducinginsurancecosts.Incontrast,mandatorysystemshaveevolvedinanumberofEuropeancountrieswherelegislationrequiresadoptionofariskassessmentsystem.Quasimandatorymethodsmayalsoexistwhereexternalcommercialpressurestaketheplaceoflegislativerequirements.ThusmanybusinessesadoptOHSMStocomplywiththerequirementsofcustomersandsuppliers,principalcontractorsandothercommercialbodies.Hybridmethodsaresaidtoentailamixtureofvoluntarymotivesandlegislativerequirements.

3.ManagementSystemsorSystematicManagement

FollowingfromtheirdistinctionbetweenvoluntaryandmandatoryOHSMS,FrickandWrenalsoseparateoccupationalhealthandsafety“managementsystems”,andthe“managementsystems”ofoccupationalhealthandsafety.Specifically,theformerhavebeencharacterizedas:

market-based,promotedtypicallybyconsultingfirms,andwithusuallyhighlyformalizedprescriptionsonhowtointegrateOHSMwithinlargeandcomplexorganizationsandalsocomprehensivedemandsondocumentation.

This“managementsystems”frommustmeetstringentcriteria.Wheretheserequirementsofa“systems”arenotmet,thenthetermissaidtobeinapplicable.Ontheotherhand,“systematicmanagement”isdescribedas“…alimitednumberofmandatedprinciplesforasystematicmanagementofOHS,applicabletoalltypesofemployersincludingthesmallones”.

ThisapproachstemsfrommethodsofregulationfoundinEuropeaswellasAustralia,wherebusinesses,includingsmallerones,areencouragedorrequiredtocomplywithalessdemandingframeworkthan“managementsystems”.Oneexampleofthissimplerregulatoryframeworkmightbetheriskassessmentprincipleswithinthe1989/391EuropeanUnionFrameworkDirective.

SupportforsuchalooseapproachtoOHSMalsoexistsinAustralia.OneemployerexpertonOHSdefinedsystemssimplyas“justawordforwhatyoudotomanagesafety”.ConsistentwiththisisBottomley’sall-encompassingapproachwhichallowsthat“…anOHSMScanbesimpleorcomplex,itcanbehighlydocumentedorsparinglydescribed,anditcanbehomegrownorbasedonanavailablemodel”.Anexampleofarelativelysimple“systematic”approachtothemanagementofoccupationalhealthandsafetyistobefoundin“SmallBusinessSafetySolutions”-abookletforsmallbusinesspublishedbytheAustralianChamberofCommerceandIndustry.

Thisadvocatesafourstepprocessasfollows:

Step1:

CommitmenttoaSafeWorkplace（framingapolicybasedonconsultation）.

Step2:

RecognisingandRemovingDangers（usingadangeridentificationlist）

Step3:

MaintainingaSafeWorkplace（includingsafetychecks,maintenance,reportingdangers,informationandtraining,supervision,accidentinvestigation,andemergencyplanning）.

Step4:

SafetyRecordsandInformation（includingrecordsandstandardsrequiredtobekeptbylaw）

Itisdebatablewhethersuchaframeworkfor“systematicmanagement”inasmallbusinesscanincludealltheelementsofplanningandaccountabilitythatareessentialtoa“managementsystem”inalargebusiness.

4.SystemCharacteristics:

managerialistandParticipativeModels

Within“managementsystems”twodifferentmodelscanbefound.ThefirstvariantstemsfromwhatNielsenterms“rationalorganisationtheory”（Tayloristandbureaucraticmodelsoforganisation）.RationalorganisationtheoryisassociatedwithtopdownmanagerialistmodelsofOHSMSsuchasDuPont.Someauthoritiesnowconsidermostvoluntarysystemstobemanagerialist.ThusFrick.etal.observethat“...mostvoluntaryOHSMsystemsdefinetopmanagementasthe（oneandonly）actor”.Conversely,analternativeparticipativemodelof“managementsystems”canbetracedtosocio-technicalsystemstheory,whichemphasisesorganisationalinterventionsbasedonanalysisoftheinter-relationshipsoftechnology,theorientationofparticipants,andorganisationalstructure.

Thestrengthsofthistypologyaretwo-fold.First,itisgroundedintheliteraturethatdiscussesalternativeapproachestomanagingOHSanddifferentcontrolstrategies,anditreflectstheprincipaldebatesinthatliterature.Second,itcanbeoperationalisedthroughempiricalteststoseewhichtypeofOHSMSperformsbest.

Thetypologyalsofacesadifficultyinthefactthatthe“safeplacecontrolstrategy“ismandatoryinAustraliaandshouldbefoundinallworkplaces.Thereinnot,therefore.aclearchoicebetweentwomutuallyexclusivecontrolstrategies;theworkplacewithdominantsafepersoncharacteristicsshouldalsobeimplementingsafeplacecharacteristics.

5.DegreeofImplementation:

QualityLevels

FrickandWrenexpandupontheirdistinctionbetweenmandatoryandvoluntaryOHSMStofurtheridentifythreelevelsofsystemsobjectives,drawnfromtheliteratureonproductqualitycontrol,thatrepresentdifferentlevelsofachievementandmeasuresofOHSMperformance.

6.degreeofImplementation:

IntroductoryandAdvancedSystems

TheideathattheremaybedifferentlevelsofOHSMhasbeeninterpretedanotherwayinAustraliawhereperformanceleversinsomeprogramsareexplicitlydevelopmental（thebusinessgraduatingupanascendingladderasitdemonstratescompliancewiththerequirementsofeachsuccessivelever）.

OneexampleofAustralianprogramwithdevelopmentalstepsistheSouthAustralianSafetyAchieverBusinessSystem（SABS）（formerlyknownastheSafetyAchieverBonusScheme）.Theprogramspecifiesfivestandards（commitmentandpolicy,planningimplementation,measurementandmanagementsystemsreviewandimplementation）linkedinacontinuousimprovementcycle.Three“levels”ofimplementationarethenprescribedcumulativelyintroducingallfivestandardsfromabasicorintroductoryprogramtoacontinuousimprovementsystem.Differentevaluationstandardsareprescribedforeachlevel.

7.OHSMSDiversityandEvaluation:

ASummary

While,ingeneral,thisReportadvocatescareindefiningOHSMSwithrespecttotheproblemsoutlinedabove,forthepurposeofthisprojectaninclusiveapproachtothephenomenaistobeadopted.Inparticular,thetermOHSMSwillbeusedbroadlytoencompassboththehighlycomplexformalsystemsadoptedvoluntarilybysomebusinessesaswellasthemorerudimentarymandatoryoradvisoryframeworksofferedtoandimplementedbysmallbusiness.

Sofar,wehaveshownthatOHSMScanvaryuponanumberofdimensionsrelatingtomethodofimplementation,systemcharacteristics,anddegreeofimplementation.SuchvarianceisimportantbecauseitaffectsevaluationandmeasurementofOHSMSperformance.Measuresappropriateforonedimensionofasystemwillbeirrelevanttoanother.EvaluationofOHSMSeffectivenessmayneedtotakeaccountofwhatsystemsareexpectedtodo.Aretheytomeetcomplexsystemorsimpledesignstandards?

AretheyimplementedatthebehestofmanagementorexternalOHSauthorities?

Areobjectivesthesimpleonessuchasreducingdirectlost-timeinjuriesordotheyincludesatisfyingmultiplestakeholders?

Aretheyatanearlyorestablishedstageofdevelopment;andwhichofseveraldifferentconfigurationsofcontrolstrategyandmanagementstructure/styleisadopted