Bauer, Human Resource Management
SAGE Publishing, 2020
Lecture Notes
Chapter 15: Employee Safety, Well-Being, and Wellness
Learning Objectives
15.2 Describe the main workplace safety outcomes measured by organizations and what
organizations can do to promote safety.
15.3 Summarize issues around workplace stress and well-being.
Chapter Summary
This chapter discusses the strategic role that HRM plays in maintaining the safety, health, and well-being
of employees. This includes how HRM can promote effective workplace safety and wellness programs,
being mindful of data privacy issue. The chapter discusses the interrelatedness of employee well-being
with safety and offers suggestions as to type of programs and activities which can be implemented to
reduce risk and better identify the root cause of the matter.
Annotated Chapter Outline
I. Introduction
A. Safety for employees in the workplace and for customers is an important element of
organizational success.
II. The Role of HRM in Worker Safety and Health
A. Developing a culture of safety, health and well-being for employees
B. Goal is to retain the best talent, reduce health care costs, improve performance, and
reduce legal liability.
C. The Case for Employee Well-Being
i. Workers safety, health, satisfaction, and engagement
Bauer, Human Resource Management
SAGE Publishing, 2020
vi. Tools can all be used to effectively manage safety and health risks.
a. wellness programs
b. training managers to be more sensitive to work–life balance
III. The Legal Backdrop: Government Agencies and Resources
A. Occupational Safety and Health Administration (OSHA)
i. Sets and enforces safety and health standards in the United States
B. National Institute for Occupational Safety and Health (NIOSH) supports research work
workplace safety and health.
IV. Workplace Safety
A. Reduction of work-related accidents and injuries
i. Collection and analysis of data to understand causes
B. Workplace Safety Outcomes and Their Antecedents
i. Workplace accidents
in the safety arena
vi. Heinrich’s triangle, see Figure 15.2
vii. Key antecedents
a. Safety knowledge
V. OSHA Regulations and Compliance
A. OSHA recordable events must be maintained by employers with more than 10
employees
Bauer, Human Resource Management
SAGE Publishing, 2020
issues, and some work activities.
J. Ethical issues regarding employees’ right to privacy; this area evolving
i. Some companies have begun employee monitoring to assure employees are not
mishandling personal and sensitive data.
ii. Software solutions can aid in this monitoring process.
iii. Monitoring can erode workplace trust.
K. OSHA is applicable in the United States. Other countries have different programs, but
the International Labor Organization can provide broad standards for specific industries
and specific hazards.
VI. Workplace Stress
A. Stress is primary compliant about the job.
F. Employers can help mitigate stressors.
i. Providing role clarity, updating job descriptions, training supervisors, providing
support to workers
ii. Differentiating hindrance stressors and challenge stressors
G. Work–Life Balance
i. Many workers exceed the 40-hour standard workweek.
H. Ways for Organizations to Reduce Stress
i. Determining the source of employee stress through surveys and interviews
ii. Eliminating the root causes of employee stress
Bauer, Human Resource Management
SAGE Publishing, 2020
VII. Employee Wellness Programs
A. Promotes health, fitness, and well-being of workers
B. Benefits of Wellness Programs
i. Part of a progressive HR strategy
a. Consideration for time allotment
C. Types of Wellness Programs
i. Fitness club memberships and centers
ii. Nutritional education
D. Employee Assistance Programs
i. Help identify employees’ personal problems that may affect work and helping
with them.
E. Best Practices for Implementing Wellness Programs and the Role of HRM
i. Needs to fit the needs of the organization and its employees
a. Needs assessment
Bauer, Human Resource Management
SAGE Publishing, 2020
VIII. Workplace Interventions: Solutions to Address Specific Well-Being Issues
A. Improving Work-Life Balance
B. Enhancing Safety Through Improved Leadership and Communication
i. Programs in which leader received intervention, safety behavior, climate, and
audit scores improved.
C. Addressing the Needs of Specific Occupations
IX. Total Worker HealthTM, An Integrated Approach to Worker Well-Being
A. Worker safety, well-being, and wellness are interrelated.
i. NIOSH refers to their integration approach as Total Worker HealthTM.
ii. Helps identify underlying causes
X. Chapter Summary
A. HRM is a key player in workplace safety, well-being, and wellness.