What is an OHSMS Certification?
One difficulty in evaluating the effectiveness of OHSMS lies within the different meanings given to the term. Finding agreement upon criteria for effectiveness, or methods of measurement and evaluation is particularly hard where basic disagreement exists upon what an OHSMS is. This Report adopts an inclusive approach to the meaning of OHSMS, recognizing various distinctions drawn within the literature as evidence of their diversity. The following discussion of the definition of OHSMS falls into eight parts. It begins by listing general characteristics of all OHSMS. Second, it distinguishes voluntary and mandatory methods of the implementation. Third and related, may be a distinction between OHSM ‘systems’ and ‘systematic’ OHSM.
Expanding on the previous the one-fourth compares managerial and participator sorts of OHSMS. Fifth, a more comprehensive framework for categorizing organizational sorts of OHSMS is introduced. It's supported cross-typology using control strategy and management structure/style as variables. Sixth, OHSMS are scaled consistent with the degree of implementation on an ascending hierarchy of quality levels. Seventh, an extra developmental framework is introduced supported the implementation of continuous improvement projects. Eighth and eventually, the Section closes by summarizing the size on which OHSMS vary, and remarking implications for evaluation and measurement.
How effective are OHSMS in delivering enhanced OHS outcomes?
The research and consultations reviewed during this Report suggest OHSMS can deliver more healthy and safe workplaces under the proper circumstances. The consultations with experts revealed samples of successful OHSMS; circumstantial evidence concerning similar innovations shows, they will deliver results; and therefore, the research provides evidence of superior OHS performance in firms with a dominant ‘safe place’ control strategy and ‘innovative management’ structure and elegance. The chances are that OHSMS can deliver better OHS outcomes, although the quantity and quality of direct research on this issue remains limited. The research and consultations strongly indicate that such success is conditional upon a variety of things, including the type of system used, senior management commitment, integration into general management systems and effective employee participation. OHSMS can succeed, but within the wrong circumstances they're going also to fail.
How can OHS outcomes and OHSMS performance best are measured?
OHS outcomes and OHSMS performance aren't easily measured. The complexity of OHS is such simple quantified measures are often inadequate and traditional incident/claims data has also proved unreliable. Whilst there's agreement on the necessity to enhance basic injury/illness/claims data, the most need is to develop supplementary measures. In recent years, increased attention has been given to positive performance indicators and audit tools as measures of some aspects of OHSMS performance. However, such data also can prove difficult to interpret and to integrate. A Balanced Scorecard approach tailored to the special characteristics of OHSMS is advocated as efficient way of mixing multiple measures, and reflecting different stakeholder interests in an operational OHSM plan.
Prospect Developments
The findings of this Report point to the requirement for further development of public policy on OHSMS. Firstly, our findings suggest any departure from the voluntary approach to the utilization of OHSMS be treated with caution. The experts consulted for this review identified a variety of problems with OHSMS adopted to satisfy external requirements. Secondly, we found that conditions for OHSMS effectiveness are demanding, which many businesses are claimed to come short. Until business develops a far better understanding of the conditions for fulfillment, it's likely that mandatory systems or incentives to adopt systems will mainly increase the amount of companies with ineffective OHSMS. The strength of concern expressed in consultations suggests the necessity for a fundamental re-evaluation of how OHSMS are promoted and the way to support their effective implementation. The critical issues emerging from this Report which will inform such a review are the necessity for:
• Promotion of the establishment of effective OHSMS within the first place, instead of promotion of audit tools to support their measurement.
• Guidelines on establishing ‘Best Practice’ OHSMS to include: the known conditions for fulfillment - effective senior manager and employee involvement, and effective integration with broader systems
effective hazard management
tailoring to specific organizational needs.
• Promotion of traditional legislative approaches to effective OHS hazard management where ‘Best Practice’ OHSMS can't be achieved.
System Characteristics: Managerial and Participator Models
With in ‘management systems’ two different models will be found. The primary variant stems from what Nielsen terms ‘rational organization theory’ (Taylorist and bureaucratic models of organization) (Nielsen, 2000:100). Rational organization theory is related to top down managerial models of OHSMS like Du Pont. Some authorities now consider most voluntary systems to be managerial. Thus, Frick et al. observe that. ‘most voluntary OHSM systems define top management because the (one and only) actor’ (Frick et al, 2000:6). Conversely, an alternate participator model of ‘management systems’ will be traced to social-technical systems theory, which emphases organizational interventions supported analysis of the inter-relationships of technology, environment, the orientation of participants, and organizational structure. The socio-technical systems approach is related to participator job design. In Australia, socio-technical systems theory influenced the ‘Best Practice’ approach to organizations. These policies were translated to OHSM during a model which prescribed facilitating external interventions to help worker involvement through self managed work teams whilst using positive performance indicators to manage outcomes advantageous to all or any parties (Blewett & Shaw, 1995; Shaw & Blewett, 1995, 2000).
System Characteristics: Control Strategy and Management Structure/Style
A more comprehensive approach to differentiating systems is Gallagher’s classification of systems. The cortically, the kinds identified all meet the essential requirements of an OHSMS — a formalized management system to enhance OHS comprising a posh set of interrelated program elements. However, the four are distinguished first by different OHS control strategies and second by different management’s structures and designs. OHS control strategies are categorized as either ‘safe person’ or ‘safe place’. Management structures and designs are either ‘traditional’ or ‘innovative’. These are explained below.
What can we learn from the ‘effectiveness studies’?
The first of them stem from a project commenced within the late 1970s, a three-stage study by the researchers at the U.S. National Institute of Occupational Safety and Health (NIOSH) to define the distinguishing features of firms with better health and safety performance. Within the first two phases, matched pair comparisons were undertaken of safety program practices in firms with low and high injury rates (Cohen et al. 1975; Smith et al. 1978). The third phase examined the health and safety programs of five companies with exemplary health and safety performance (Cohen & Cleveland, 1983). Variety of possible discerning factors were identified within the NIOSH research, and in other studies linking health and safety management practices with injury outcome data (Simonds & Shafai-Sahrai, 1977; Viner et al., 1989; Gallagher, 1994; Zohar, 1980; Chew, 1988; Shannon et al., 1996; Simard & Marchand, 1995; Eyssen et al., 1980). Health and safety management practices identified as making a difference during a number of those studies are noted in Table 1. Recurring findings across the studies were the critical role played by senior managers in successful health and safety management systems, and therefore, the importance of effective communication, employee involvement and consultation. Another set of studies also used injury and ill-health outcome data to assess the effectiveness of a proprietorial OHSMS, during this case the International Safety Rating 5-star System. In both studies (Eisner & Leger, 1988; Guastello, 1991) no correlation was found between the star rating and injury outcomes. Read more
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