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Melville School of Business
Project 3: Practical Applications
Occupational Health and Safety
HRMT 5150 (P60)
Submitted by
Ruth L. Pialan
100411421
Submitted on:
11/20/2022

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Table of Contents
Executive Summary .....................................................................................................................................2
Introduction..................................................................................................................................................2
Key Business Issues .....................................................................................................................................2
A. Specific HR-related Issues...................................................................................................................2
B. Specific Occupational Health and Safety Issues..................................................................................3
Recommendations........................................................................................................................................3
A. The process: Risk Assessment.............................................................................................................4
B. The Model: Organizational Behavioral (Instructional Systems Design) .............................................5
l The Process.................................................................................................................................6
l The Assessment Methods and Evaluation...................................................................................9
Conclusions................................................................................................................................................10
References..................................................................................................................................................12
Appendices.................................................................................................................................................14

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Executive Summary
This executive report provides a detailed analysis of the case study manufacturing company.
The company undergoes thorough risk assessment for the analysis of factors affecting the safety
culture between the stakeholders, management, leaders, and workers. Through the analysis, as the
human resources manager, created an instructional system design to address the company's key
business and human resources issues. This paper provided the process and content models of the
programs to ensure success. The recommendations constitute assessment and evaluation
measurements to use scientific research literature.
Introduction
The report focuses on creating a strategic human resource for the health and safety of the
company—this unionized manufacturing company employs 225 workers in one facility.
With a fully functioning health and safety committee, data records showed accident
frequency rate increased tremendously from 1.89 to 8.45 for one year. The data put the company
under the radar of WorkSafeBC and the executive management.
Therefore, the main objective of this report is to create a strategic solution in collaboration
with operations and human resources focusing on the health and safety perspective in Instructional
System Design using three learning theories, behavioural, social learning, and experiential learning.
Key Business Issues
A. Specific HR-related Issues
Based on the facts, the leadership style of the Plant Manager is one human resources issue that
must be addressed. The manager's leadership style has been seen in the statement about the lack
of “common sense.”

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The increased incidents, despite being at the first aid level, constitute a red flag on the health
and safety issues in the workplace. This indicates behavioural concerns for the plant manager and
workers regarding safety culture in the workplace.
B. Specific Occupational Health and Safety Issues
As stated in the facts, occupational health and safety issues are based on the vast increase in
accident rates from 1.89 to 8.45 in one year. This indicates that both the leaders and workers are
complacent. The corporate office is responsible for the safety issues of the plant; according to
legislation in the Criminal Code of Canada, the executives are accountable when workers are killed
or injured on the job because of management negligence. Therefore, the executive office must do
something before it can happen (Kelloway et al., 2021).
The four central health and safety issues that need to address are the following:
l Increasing injury rates in the plant
l An increasing amount of premiums paid to WorksafeBC
l Difficulties associated with getting injured employees to return to work promptly
l A lot of first-aid injuries
These issues must be addressed early on to ensure the company's beneficial financial
cost in the future.
Recommendations
As the new HR Manager and tasked to provide support on the health and safety policies of
the company by combining various methodologies using risk assessment, analysis, and risk control.

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These variables are the considerations of the instructional systems design as part of the solutions
to address the company's HR and health and safety issues.
A. The process: Risk Assessment
Table 1. Risk Assessment
The model determines the flow of the risk assessment on the root causes of the increase of
injuries in the plant by identifying the hazards, risk severity, minor injuries, and application of the
control types.

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B. The Model: Organizational Behavioral (Instructional Systems Design)
Table 2: Training Development Methodologies
(Kelloway et al., 2021)
Based on Table 2, the training development methods used are mixed with on-the-job
training using job instructions (company manual, see appendix B), coaching and mentoring. The
off-the-job training consists of lectures, technical training, and simulation, while technology-based
are E-learning (WorkDay), web-based and video tools.
The on-the-job is based on experiential learning, while off-the-job and web-based are based
on behavioural and social learning perspectives.

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l The Process
n Step 1: Needs Analysis
Ø Determine how many workers are regularly employed in the workplace
The manufacturing company employed 225 workers, supervisors, and managers who have
been used for more than one month.
Ø Determine your hazard rating
Workplaces are classified as low, moderate, or high risk based on the nature and extent of the
risks and hazards in the industry. The hazard rating assignment on the classification unit
description is sent every year or can find your classification unit on worksafebc.com.
Table 3: Manufacturing Company Hazard Rating
Number of workers Program required for workplace based on hazard rating
Low Moderate High
Fewer than 20 Less formal Less formal Less formal
20 or more fewer than
50
Less formal Formal Formal
50 or more Formal Formal Formal
(WorkSafeBC, 2022a)
In this report, the company falls under more than 50 workers (225 on file) and low rating since
the incidents increased for one year from 1.89 to 8.45, company category is manufacturing.
Ø Identify the type of program required for the workplace

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Table 4: Topic / Learning Programs
Topic / Learning Type of Workers /
Participants
Key Content Delivery
First Aid All workers Basic First Aid & CPR Lectures, on-boarding
training & simulation
WHMIS 2015 All workers MSDS
Supplied Label
Workplace Label
E-learning (WorkDay)
Web-based
Health and Safety
Company Policies
All workers Company manual E-learning, visual signage
& job instruction
Health and Wellness
Policies
All workers Company manual &
policies
E-learning, lectures,
wellness activities (yoga,
tai chi exercises, fun runs,
visual signage & job
instruction
There are four major topics/learnings mandatory for all employers to address health and
safety issues, Table 4 indicates these topics, participants, key content and how it should be
delivered.
n Step 2: Organizational Analysis
Ø Manufacturing Process
At the onset of globalization, manufacturing companies geared towards lean manufacturing to
improve productivity while being cost-effective as possible may have effects on the health and
safety of workers (Walker & Lavery, 2009).
The increase in first aid injuries in the company may be the result of the lean manufacturing
process that leads to process flaws, workers burnout and stress due to long working hours or
insufficient manpower and equipment or machine performance. Below is a chart conducted in the

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US that confirmed that those who worked long hours have agreed on experienced burnout and
stress.
Ø Leadership style
In research conducted by Dahl et al (2022) leadership styles have been positively associated
with the compliance of workers' health and safety policies in the company.
In the case study company, the Plant Manager manifested not using a transformational
style of leadership through his statement describing workers not having common sense. Based on
the said research, leadership styles such as transformational and transactional have links to the
health and safety policy compliance of workers.
n Step 3: Creation of Health and Safety Policies
Table 4 identified the four programs that are implementable in various stages from onboarding
new workers to training existing workers and policy compilation in the company manuals (Sample

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Company Manual, Appendix B). Administrative control such as placement of signages in visible
areas of the company facility will be in place (Visual Safety Signage, Appendix A).
l The Assessment Methods and Evaluation
n Step 1: Feedback through surveys
After each lecture, E-learnings, web-based sources tools, and a knowledge assessment with a
passing rate of 80% was used to determine participants' knowledge-based learning from
onboarding to technical training. In the event of failure to reach the required score, a re-assessment
must be done, and results shall form part of the employee record management.
n Step 2: Leaders conducting regular inspections
This process shall be conducted regularly in formal or informal manners. Informal done on
daily check-ins, workplace observations, interviews on the process and behavioural perspective.
Formal inspections were conducted monthly and bi-annually by completing questionnaires,
checklists and performance evaluation sheets which included safety compliance measures
provided in the company manual.
The inspection process will be the data source of talent management and organizational
development department of human resources that will serve as the benchmark of compliance and
training effectiveness. This shall also form part of the creation of future learnings in the
instructional system designs in health and safety, leadership, and company culture.
n Step 3: Management Review and Support
At the end of the closing year and before the start of the fiscal year, a management review
using a SWOT analysis was initiated to determine the effectiveness of the programs related to the

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health and safety of the company. As the HR Manager, it is the duty of the annual executive reports
through data analytics and balance scorecard techniques to evaluate the programs in place as a
form of return on investment.
The health and wellness factors contributing to stress and burnout are another factor in the
increase in injuries. Thus, it is part of the approach to include programs related to wellness to
address work-related stress.
The joint committee on health and safety shall continue to function, including the fully
operational system on Return-to-Work Management. Strict compliance with WorkSafeBC
reporting to avoid administrative penalties and fees. The data management through proper
recording and data analytics serves as a reliable, measurable assessment of the efficiency and
effectiveness of the programs.
Conclusion
One of the most common pressing issues with manufacturing industries in delivering high
productivity is the effects on the health and safety of workers (Hamja et al., 2019). The same
research states that health and safety are not integrated into these industries' core business goals
and daily operations. These resulted in health and safety problems constituting low to high
workplace risks and hazards. The company case study has low ratings; however, it will increase to
maximum risk ratings if not addressed and proactively with the current frequency, without proper
administrative, procedural, and strategic interventions.
The effectiveness of the designed systems is another variable that constitutes the health and
safety culture of the company. The measurement of the training and development success does not
necessarily come from considerable investments in extensive data but from the right measuring

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tools to determine the impacts of training. The small un-intrusive daily reminders through emails
or other messaging platforms shall benefit managers in facilitating health and safety discussions.
Through these, everyone shall participate in the safety culture's success (Bock, 2019).
The continued collaboration of the joint health and safety committee with a system in place
on return to work will constitute the behavioural interventions for a more robust safety culture.
Lastly, leadership style shall take part in the success of the program. Research showed that
mandatory health and safety training of business leaders is positively correlated to legal
compliance and culture. Safety leadership, such as transformational and transactional leadership,
shall build an intrinsic and extrinsic motivation approach to workers. In the case of a study
manufacturing company, the Plant Manager and other leaders must undergo leadership style
development to strengthen the commitment to a safety culture (Dahl et al., 2019). Therefore, the
instructional system design on the health and safety of the manufacturing is integrated with the
leadership style of the plant manager to form part of a holistic approach to the strategic business
goal of the company.

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References
Bock, L. (2019). You Learn Best When You Learn Less. Harvard Business Review.
https://hbr.org/2019/06/you-learn-best-when-you-learn-less
Dahl, O., Rundmo, R., & Olsen, E. (2022). The Impact of Business Leaders’ Formal Health and
Safety Training on the Establishment of Robust Occupational Safety and Health
Management Systems: Three Studies Based on Data from Labour Inspections.
International Journal of Environment Research and Public Health. https://
doi.org/10.3390/ijerph19031269
Hamja, A., Maalouf, M. & Hasle, P. (2019). The effect of poor occupational health and safety and
productivity in the garment industry – a literature review. Production & Manufacturing
Research. Vol. 7, No. 1, 316–334. https://doi.org/10.1080/21693277.2019.1620652
Government of Canada. (2022). Justice Law Website. https://www.laws-
lois.justice.gc.ca/eng/acts/L-2/page-1.html
Kelloway, K., Francis, L., Gatien, B., & Belcourt, M. (2021). Management of Occupational
Health and Safety. Nelson Series in Human Resources Management.
Statista Survey (2022). Percentage of adults in the U.S. agreed with select statements related
to stress and life as of February 2017 by weekly working hours. Statista.
Walker, E. & Lavery, K. (2009). A work-based research assessment of the impact of “lean

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manufacturing” on health and safety education within an SME. Research in Post-
Compulsory Education Vol. 14, No. 4, December 2009, pp. 441–458. DOI:
10.1080/13596740903360992
WorkSafeBC, (2022a). Creating and Managing a Healthy and Safe Workplace.
WorkSafeBC.https://www.worksafebc.com/en/resources/health-safety/books-
guides/creating-managing-healthy-safe-workplace?lang=en

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Appendices
Appendix A

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Appendix B