Renegade Cardio Pdf

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Employees must feel that they have a "stake" in the program. Employees are more accepting of a program they helped develop than they are of one that has simply been handed down to them. For example, it is difficult to imagine anything more boring or wasteful than a Renegade Cardio Review group of workers sitting around a table in a safety meeting, listening to their supervisor read out safe work procedures developed by either them or the Safety Advisor. Half of the employees present will likely have their mind elsewhere. What really gets employees' attention is having them participate in safety procedure exercises or emergency drills, then soliciting their input. Employee participation brings about improved procedures that employees are more committed to following because they have participated in their development.

Autonomy takes employee participation to another level as employees are allowed to actually make key decisions on various aspects of the program. The levels of commitment obtained through participation and autonomy are far greater than what would be obtained by a supervisor reading aloud at a meeting. Companies that allow for a high degree of employee autonomy generally have what is typically called an "open culture" because they engage employees in decisions and in the creative processes. Credibility is closely aligned with trust. Trust is gained when there are no differences between what is said and what is practised. For example, when management condones or ignores the behaviour of workers who are not complying with procedures, credibility is lost. The next time management promotes compliance to procedures, employees will roll their eyes in disbelief.

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Alternatively, if management is aggressive in correcting the behaviour of some individuals but not others, their credibility again comes into question. As with any of these human factors, there are no barriers to protect management from these negative employee perceptions leaching into other aspects of the business. If one has lost credibility in safety, credibility overall is lost. Renegade Cardio A manager's ability to manage all other aspects of the job effectively is negatively affected. Leadership is a key element of the human factor-oriented approach to health and safety. It is leadership's words and actions that establish behavioural expectations of employees. One can generally determine the extent of management's leadership in health and safety by observing how workers behave on the job. If employees demonstrate a lack of commitment to health and safety it is because management has not led the health and safety charge.

In order to influence employees, leaders must demonstrate unwavering support for health and safety regardless of the business climate of the day. Leaders must always "walk the talk." They can never make exceptions and allow operations to take priority over employee safety. For example, if a manager, despite operational costs, shuts a job down to ensure worker safety, he or she is a leader who will be believed when he/she proclaims that safety is number one. When exceptions are made to allow production to continue at the expense of safety, the leadership sends a strong message that production is really the number one priority. Under these circumstances, any attempts to convince employees that safety is management's number one priority are simply not believable.

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