Essay - Workplace Safety Total Safety Management (Tsm) is a Philosophy and...


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Workplace Safety

Total safety management (TSM) is a philosophy ********** process developed primarily by David L. Goetsch.

Used properly, the method can be a valuable replacement for what Dr. E. Scott Geller of Virginia Tech calls ***** "flavor of the month" approach to industrial *****. (Safety Performance Web site, 2004)

***** does not find its basis in ***** safety department of any organization. Rather, Goetsch designed the program so that it would have to involve executive commitment; in short, it is a '*****p down' approach. Moreover, it is designed to permeate all parts of a company, the rationale be*****g that any "performance-oriented approach to safety management... involves the total organization in establishing and maintaining a safe and healthful work environment." (U.S. Army Safety ***** site, *****) However, it does more than pay lip service to those ideas. As practiced at the Idaho N*****ional *****ngineering and Environmental Laboratory (INEL), employees "Clearly understand that if, at any time, (they) deem an activity to be un***** due to conditions or behavior, (they) have the obligation to stop work until the situation is resolved." (***** Web site, 2004, roles-responsibilities page)

It is also dependent upon altering the culture ***** organizations that adopt it, which means altering the organization's "customs, tradition, rites and rituals" (Goetsch, 1997, p. 15) if necessary to im*****lant the safety-consciousness needed for TSM ***** work as envisioned. ***** acknowledges that ***** that rely on conventional safety leadership approaches very often fail to inspire optimal safety-related attitudes and *****s in their employees. Organizations rely*****g on conventional safety ***** ***** approaches often fail to inspire the necessary ***** behaviors and attitudes in their employees. (INEL Web site, 2004, total safety culture page)

***** believed that in order to achieve the goal of optimal safety, companies need to change values, not models, and these are often expressed through the cultural norms of the organization. (Goetsch, 1997, p. 15)He also believed that implementation must involve the entire organization.

Implementing TSM requires, first, that the executives ***** a working knowledge of the fund*****mentals of TSM. The basic elements can be divided into these categories:

Performance Orientation

Leader Commitment

Teamwork *****

Employee Empowerment

Scientific Decision-Making

Continual Improvement

Comprehensive Training

Unity ***** Purpose (U.S. Army safety Web *****, 2004)

***** the performance orientating of the organization has ********** made a part, or at least a goal, ***** the *****, ***** first activity is gaining leader commitment. Leaders must ensure ***** ***** and health are included as high priorities in the *****'s strategic plan, and resources to cover costs must be allocated. A system for moni*****ring employee performance relative to safety ***** health must ***** monitored, *****sess and properly rewarded as *****. Employees must be empowered to make ***** *****ir highest priority, despite deadlines or any other necessity. (U.S. *****rmy safety Web site, 2004)

***** second step is establishing a steering committee including the leadership of the organization and the safety officer. The committee assumes responsibility for:

Making ***** ***** health concerns a p*****rt of the organization's ***** plan.

. . . . [END OF DISSERTATION PREVIEW]

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