ایجاد ایمنی در کار: جلب تعهد مدیریت به سلامت و ایمنی شغلی

Managers are often reluctant to commit resources to Occupational Health and Safety (OHS) despite implied benefits to employees and the organization. The author looks at the reasons for this reluctance and argues that the current policy of "safety pays" is not effective. Rather, it is the threat of personal prosecution that most impresses employers. Included in this text are strategies OHS officers and representatives can use to gain management co-operation and build a safety culture within their organizations. * Who is responsible for workplace safety?

* Does self-regulation work?

* Does safety pay?

Managers are often reluctant to commit to occupational health and safety despite proven benefits to employees and the organisation. In Making Safety Work, Andrew Hopkins looks at the reasons behind the reluctance and argues that the current policy of emphasizing safety pays' is not effective. Rather, it is the threat of personal prosecution that most impresses employers.

Based on interviews with Australian managers and occupational health and safety officers, Making Safety Work includes extensive case material from a wide variety of organisations. Hopkins also outlines strategies which OHS officers and representatives can use to gain management cooperation and build a safety culture within their organisation.

Making Safety Work is essential reading for occupational health and safety practitioners, as well as students of management, organizational behaviour, business regulation and social policy. * Who is responsible for workplace safety? * Does self-regulation work? * Does safety pay? Managers are often reluctant to commit to occupational health and safety despite proven benefits to employees and the organisation. In Making Safety Work, Andrew Hopkins looks at the reasons behind the reluctance and argues that the current policy of emphasizing 'safety pays' is not effective. Rather, it is the threat of personal prosecution that most impresses employers. Based on interviews with Australian managers and occupational health and safety officers, Making Safety Work includes extensive case material from a wide variety of organisations. Hopkins also outlines strategies which OHS officers and representatives can use to gain management cooperation and build a safety culture within their organisation. Making Safety Work is essential reading for occupational health and safety practitioners, as well as students of management, organizational behaviour, business regulation and social policy Managers are often reluctant to commit to occupational health and safety despite proven benefits to employees and the organisation. In Making Safety Work, Andrew Hopkins looks at the reasons behind the reluctance and argues that the current policy of emphasising 'safety pays' is not effective. Rather, it is the threat of personal prosecution that most impresses employers. Based on interviews with Australian managers and occupational health and safety officers, Making Safety Work includes extensive case material from a wide variety of organisations. Hopkins also outlines strategies which OHS officers and representatives can use to gain management cooperation and build a safety culture within their organisation. Making Safety Work is essential reading for occupational health and safety practitioners, as well as students of management, organisational behaviour, business regulation and social policy. Making safety work: getting management commitment to occupational health and safety