职业健康安全管理体系和安全文化英文翻译.docx

1、职业健康安全管理体系和安全文化英文翻译OHSMS and Safety CultureWhat is an occupational health and safety management system(OHSMS)?One difficultly in evaluating the effectiveness of OHSMS lies in the different meanings given to the team .Finding agreement upon criteria for effectiveness, or methods of measure-ment and e

2、valuation is especially hard where basic disagreement exists upon what an OHSMS .1、The General Characteristics Of an OHSMSAll OHSMS owe something to the legacy of general system theory. Systems theory suggests that there should be four general requirements for an OHSMS, although how there requiremen

3、ts are met in practice allows for considerable diversity. The four general requirements are as follows.1）System objectives.2）Specification of system elements and their inter-relationship; not all systems need have the same elements.3）Determining the relationship of the OHSMS to other systems (includ

4、ing the general management system, and the regulatory system , but also technology and work organization ). 4）Requirements for system maintenance (which may be internal, linked to a review phase , or external , linked for example to industry policies that support OHS best practice; system maintenanc

5、e may vary between systems).Several Australian authorities upon OHSMS have given definitions broadly consistent with these general system requirements. Thus Bottomley notes what makes an OHSMS a system “is the deliberate linking and sequencing of processes to achieve specific objectives and to creat

6、e a repeatable and identifiable way of managing OHS. Corrective actions (are also )central to a systematic approach .”Warwick Pearse also emphasises systemic linkages, defining an OHSMS as “distinct elements which cover the key range of activities required to manage occupational health and safety. T

7、hese are inter-linked, and the whole thing is driven by feedback loops.”Similarly, Gallagher defines an OHSMS as “a combination of the planning and review, the management organization arrangements, the consultative arrangements, and the specific program elements that work together in an integrated w

8、ay to improve health and safety performance.”2、Voluntary Or Mandatory Implementation Methods One way that OHSMS differ arises from the various methods of implementation. Frick and Wren distinguish three typesvoluntary, mandatory and hybird. Voluntary systems exist where enterprises adopt OHSMS on th

9、eir owe volition. Often this is to implement strategic objectives relating to employee welfare or good corporate citizenship, although there may be other motives such as reducing insurance costs. In contrast, mandatory systems have evolved in a number of European countries where legislation requires

10、 adoption of a risk assessment system. Quasimandatory methods may also exist where external commercial pressures take the place of legislative requirements. Thus many businesses adopt OHSMS to comply with the requirements of customers and suppliers, principal contractors and other commercial bodies.

11、 Hybrid methods are said to entail a mixture of voluntary motives and legislative requirements. 3. Management Systems or Systematic ManagementFollowing from their distinction between voluntary and mandatory OHSMS, Frick and Wren also separate occupational health and safety “management systems”, and

12、the “management systems” of occupational health and safety. Specifically ,the former have been characterized as: market-based, promoted typically by consulting firms, and with usually highly formalized prescriptions on how to integrate OHSM within large and complex organizations and also comprehensi

13、ve demands on documentation.This “management systems” from must meet stringent criteria. Where these requirements of a “systems” are not met, then the term is said to be inapplicable. On the other hand, “systematic management” is described as “ a limited number of mandated principles for a systemati

14、c management of OHS, applicable to all types of employers including the small ones”.This approach stems from methods of regulation found in Europe as well as Australia, where businesses, including smaller ones, are encouraged or required to comply with a less demanding framework than “management sys

15、tems”. One example of this simpler regulatory framework might be the risk assessment principles within the 1989/391 European Union Framework Directive.Support for such a loose approach to OHSM also exists in Australia. One employer expert on OHS defined systems simply as “just a word for what you do

16、 to manage safety”. Consistent with this is Bottomleys all-encompassing approach which allows that “an OHSMS can be simple or complex, it can be highly documented or sparingly described, and it can be home grown or based on an available model”. An example of a relatively simple “systematic”approach

17、to the management of occupational health and safety is to be found in “Small Business Safety Solutions”-a booklet for small business published by the Australian Chamber of Commerce and Industry.This advocates a four step process as follows:Step1: Commitment to a Safe Workplace(framing a policy based

18、 on consultation).Step2: Recognising and Removing Dangers(using a danger identification list)Step3:Maintaining a Safe Workplace (including safety checks, maintenance, reporting dangers, information and training, supervision ,accident investigation, and emergency planning).Step4: Safety Records and I

19、nformation (including records and standards required to be kept by law)It is debatable whether such a framework for “systematic management” in a small business can include all the elements of planning and accountability that are essential to a “management system” in a large business.4 . System Chara

20、cteristics : managerialist and Participative ModelsWithin “management systems” two different models can be found . The first variant stems from what Nielsen terms “rational organisation theory” ( Taylorist and bureaucratic models of organisation ) . Rational organisation theory is associated with to

21、p down managerialist models of OHSMS such as Du Pont . Some authorities now consider most voluntary systems to be managerialist . Thus Frick. et al . observe that “ . . . most voluntary OHSM systems define top management as the ( one and only ) actor”. Conversely, an alternative participative model

22、of “management systems” can be traced to socio-technical systems theory, which emphasises organisational interventions based on analysis of the inter-relationships of technology , the orientation of participants , and organisational structure . The strengths of this typology are two-fold . First , i

23、t is grounded in the literature that discusses alternative approaches to managing OHS and different control strategies , and it reflects the principal debates in that literature . Second , it can be operationalised through empirical tests to see which type of OHSMS performs best . The typology also

24、faces a difficulty in the fact that the “ safe place control strategy “ is mandatory in Australia and should be found in all workplaces . There in not , therefore . a clear choice between two mutually exclusive control strategies ; the workplace with dominant safe person characteristics should also

25、be implementing safe place characteristics . 5 . Degree of Implementation: Quality Levels Frick and Wren expand upon their distinction between mandatory and voluntary OHSMS to further identify three levels of systems objectives , drawn from the literature on product quality control , that represent

26、different levels of achievement and measures of OHSM performance. 6 . degree of Implementation: Introductory and Advanced Systems The idea that there may be different levels of OHSM has been interpreted another way in Australia where performance levers in some programs are explicitly developmental (

27、 the business graduating up an ascending ladder as it demonstrates compliance with the requirements of each successive lever ) . One example of Australian program with developmental steps is the South Australian Safety Achiever Business System ( SABS ) ( formerly known as the Safety Achiever Bonus S

28、cheme ) . The program specifies five standards ( commitment and policy , planning implementation , measurement and management systems review and implementation ) linked in a continuous improvement cycle . Three “levels”of implementation are then prescribed cumulatively introducing all five standards

29、 from a basic or introductory program to a continuous improvement system . Different evaluation standards are prescribed for each level .7. OHSMS Diversity and Evaluation : A Summary While, in general, this Report advocates care in defining OHSMS with respect to the problems outlined above , for the

30、 purpose of this project an inclusive approach to the phenomena is to be adopted .In particular , the term OHSMS will be used broadly to encompass both the highly complex formal systems adopted voluntarily by some businesses as well as the more rudimentary mandatory or advisory frameworks offered to

31、 and implemented by small business.So far , we have shown that OHSMS can vary upon a number of dimensions relating to method of implementation , system characteristics , and degree of implementation . Such variance is important because it affects evaluation and measurement of OHSMS performance . Mea

32、sures appropriate for one dimension of a system will be irrelevant to another . Evaluation of OHSMS effectiveness may need to take account of what systems are expected to do . Are they to meet complex system or simple design standards ? Are they implemented at the behest of management or external OH

33、S authorities ? Are objectives the simple ones such as reducing direct lost-time injuries or do they include satisfying multiple stakeholders ? Are they at an early or established stage of development ; and which of several different configurations of control strategy and management structure/style is adopted