Description:
This article presents the results of an Australian survey into what OHS professionals do in practice. The survey forms part of a broader international survey that is being conducted across Europe by the European Network of Safety and Health Professional Organisations and will eventually allow for international comparisons to be made. The survey provides insight into the role that OHS professionals play in Australia and the types of hazards that they are involved in managing. The results have implications for OHS education in Australia and will contribute to an evaluation of Australia's capacity to meet the objectives of the national OHS improvement strategy.
Description:
Analysis of the data collected from a survey into what OHS professionals do in practice indicated that they are not strategically influential with senior managers and that this lack of influence may be limiting workplace health and safety improvements. This article revisits the survey data to investigate the potential links between the personal (gender) and professional (education and experience) characteristics of OHS professionals, the industry and the size and geographical location of the organisation in which they work, and their involvement in strategic activities. The analysis indicates that the profile of OHS professionals who are strategically influential includes the following: they are male; they have worked in OHS for six to 10 years; and they are employed by large organisations, particularly in the mining and construction industries. The data regarding the role of education were contradictory to expectations and other reports. While this analysis has provided a profile of OHS professionals in Australia, it has added little to our understanding of the interactions and dynamics of factors that might impact on the strategic influence of OHS professionals.
Description:
As indicated by the emergence of occupational health and safety (OHS) professional bodies in the United States of America (1911), United Kingdom (1945) and Australia (1949), OHS advisors have had a role in industry for over 50 years. However, despite changes in legislation and in the major paradigm for OHS together with changes in the industrial and economic environment, it appears that the role of the OHS professional has changed little from the technically-oriented, people-focused, compliance approach of 50 years ago. It appears that senior managers may not seek the input of OHS professionals on strategic business matters that may impact on workplace health and safety, and the activities of OHS professionals do not position themselves to be influential with senior managers. This lack of strategic influence may be inhibiting improvement in OHS in Australian workplaces. This document outlines the rationale, research framework and research design for a study that applied grounded theory analysis methods to data collected through interviews of senior managers and OHS professionals, supported by observations, to develop a theory and model to explain the way OHS professionals interact with senior managers and how the manager processes and perceives OHS professional advice. The implications for OHS professional practice are presented in the form of a letter to a young colleague. The outcomes of this research should assist OHS professionals in developing the capability to enhance the acceptance of OHS professional advice at senior levels of management and so optimise safety and health in Australian workplaces.
Description:
As indicated by the emergence of occupational health and safety (OHS) professional bodies in the United States of America (1911), United Kingdom (1945) and Australia (1949), OHS advisors have had a role in industry for over 50 years. However, despite changes in legislation and in the major paradigm for OHS together with changes in the industrial and economic environment, it appears that the role of the OHS professional has changed little from the technically-oriented, people-focused, compliance approach of 50 years ago. It appears that senior managers may not seek the input of OHS professionals on strategic business matters that may impact on workplace health and safety, and the activities of OHS professionals do not position themselves to be influential with senior managers. This lack of strategic influence may be inhibiting improvement in OHS in Australian workplaces. This document outlines the rationale, research framework and research design for a study that applied grounded theory analysis methods to data collected through interviews of senior managers and OHS professionals, supported by observations, to develop a theory and model to explain the way OHS professionals interact with senior managers and how the manager processes and perceives OHS professional advice. The implications for OHS professional practice are presented in the form of a letter to a young colleague. The outcomes of this research should assist OHS professionals in developing the capability to enhance the acceptance of OHS professional advice at senior levels of management and so optimise safety and health in Australian workplaces.
Description:
This article arose from a concern that OHS professionals are not strategically influential with senior managers, and that this lack of influence may be limiting workplace health and safety improvements and, in turn, hindering the progress of the national OHS improvement strategy. The article analyses data from an Australian survey into the communication patterns and activities of OHS professionals in an attempt to clarify whether their activities are likely to have a strategic influence on senior managers. While there may be a number of interpretations of the data, the results indicate that the focus of the activities of OHS professionals is mainly task-oriented. Less often, the focus of their activities is operational (such as developing the OHS management system), while a few of their activities may be considered as strategic. The Australian survey was part of a broader international study and a comparison of the results with those from other countries revealed that the limited focus on strategic activities is not unique to Australia.