Research Assignment Paper Stress at work has a large impact on our daily lives. There are a number of factors that that contribute to an employee’s work-related health, and a number of ways managemen

Research Assignment Paper Stress at work has a large impact on our daily lives. There are a number of factors that that contribute to an employee’s work-related health, and a number of ways managemen
Safety Incentive Programs: What makes a Good Safety Incentive Program? Polly Ester The University of Texas Permian Basin Safety Incentive Programs: What makes a Good Safety Incentive Program? According to Maslow’s Hierarchy of Needs, security needs (like safety) are the second most significant human need after providing the most basic physiological needs (Truxillo,et al., 2016). Therefore, if people do not feel safe at work it can cause serious amounts of stress and unhappiness. In 2015, the United States reported that 4,836 people were killed on the job (Bureau of Labor Statistics, 2016). Workplace death impacts employee morale, how the company is perceived by the public, and it may result fines or health insurance rate increases (Truxillo et al., 2016). In order to combat workplace accidents, many companies have opted to develop Safety Incentive Programs. The goal of these incentive programs is to promote and reward safety behaviors. However, do Safety Incentive Programs work? According the research by Resnick (2009), they do and they don’t. Resnick (2009) categorizes motivation through two very important factors called intrinsic and extrinsic. When a person is intrinsically motivated, they make decisions based on how it makes them feel. Is this the right thing to do? Will I be appreciated or complimented for this act? The climate of the workplace has a tremendous effect on an employee’s intrinsic motivation. If it is an environment that has safety participation behavior, then being acknowledged for an effort would fill an intrinsic desire. Fellow employees would support their efforts because it is a norm within the organization (Truxillo et al., 2016). However, if safety was not a legitimate concern, then praise may make a person feel awkward or embarrassed, thus lowering employee safety motivation (Resnick, 2009). Extrinsic motivations are external rewards that a person may receive. What will I get if I do this? What is the value or reward? Having a program that places too much emphasis on the extrinsic reward system may cause dishonest reporting or a reduction in prosocial behaviors (Resnick, 2009). This may result in additional stress of employees. They may feel guilty for committing ethics violations or cut adrift from the rest of their coworkers. A company needs to be mindful when instituting a safety program. It is important to provide a balance to prevent dishonesty and provide appropriate praise and recognition. Resnick (2009) recommends beginning by gathering data about the company. What is the climate? Who is the type of person that works here? What are our safety considerations and possible deficits? Is there a material or product that the company can provide to make the job safer? The next step then, according to Resnick, is to choose your metrics. “Selecting your metrics is the most critical step of any incentive program” (Resnick, 2009, p. 47). Focus on the behaviors that will fix the problem, not the problems itself. These behaviors will minimize incidents because they are clear directions that will enable change. Another way for safety incentives to work is to target a group of employees. For example, if employees focus on their own incentive plan as a group, the will be more likely to assist a coworker by providing models of prosocial behaviors (Resnick, 2009). Overall, it is important to create a safety climate that encourages and rewards competence and performance. Proactive safety policies that serve to reduce harm are essential. The type of reward system for conducting a job safely needs to have equal parts of intrinsic and extrinsic elements to have continued success and prevent dishonest reporting. A safety incentive program that encourages teamwork creates comradery and establishes consistency. A balanced safety incentive program serves to alleviate stress and by doing so, it will make happier employees. References Bureau of Labor and Statistics (2016). BLS: On-the-job deaths at highest level since 2008. http://www.safetyandhealthmagazine.com/topics/803-bureau-of-labor- statistics Resnick, M. (2009). Safety incentive programs. Professional Safety, 54, 46-48. http://ezproxy.utpb.edu/docview/200327403?accountid=7137 Truxillo, D. M., Bauer, T., & Erdogan, B. (2016). Psychology and work: Perspectives on industrial and organizational psychology. Routledge, Taylor, & Francis Group.