Occupational Health and Safety (OHS) management focuses on employee safety and health; OHS legislation establishes the requirements for OHS management competencies. This study aims to identify measures for developing OHS management skills during a management career to support managers' competence development and continuing learning. A qualitative multiple-case study of seven industrial companies in the energy and processing industries and industrial services was conducted. Measures for developing OHS management skills during the following stages of a management career were identified: 1) recruitment, 2) orientation, 3) competence assessment, 4) competence development, 5) performance assessment and measurement, and 6) incentives and rewards. This study suggests practical organizational measures for developing managers' OHS competence at different career stages as general management competencies. Developing managers' OHS competence provides them with knowledge of their responsibilities and expectations, as well as company-wide OHS objectives and practices to improve OHS and operational efficiency. ; publishedVersion ; Peer reviewed
The management of occupational health and safety (OHS) in the workplace imposes a regulatory, moral and economic obligation on organisations, while the successful management of OHS contributes to both employees' well-being and organisational performance. Hence, aspects of OHS are increasingly embodied in the overall management system of organisations and included in the managerial activities. Managers at different organisational levels play a significant role in improving OHS, with their commitment to OHS being generally considered one of the most important factors that influence successful OHS management and culture. Nevertheless, the management of OHS may be very dependent on individual managers within organisations, whereas it should actually be based on regulatory requirements and organisation-specific OHS policies and procedures. There exists a need to support managers so as to achieve real advances in OHS. In order to support both organisations and managers in the continuous improvement of OHS, information regarding effective OHS management is needed. Accordingly, information is required concerning the challenges that managers face, as well as how they can best be supported in relation to OHS management. This study discusses the management of OHS as an aspect of managerial work and from managers' point of view. The qualitative study aims to develop new knowledge regarding the challenges and necessary support associated with managing OHS, as well as to suggest organisational measures that can be applied to support managers' OHSrelated work. The results are based on the prior OHS literature and three empirical substudies. In sub-study 1, thematic interviews (n=17) and qualitative inquiries (n=55) were carried out with top, middle and frontline managers from three public service organisations (a governmental expert organisation, a municipal social and healthcare service unit and a public vocational education organisation). In sub-study 2, thematic interviews (n=49) were carried out with middle and frontline managers from five industrial companies (a chemical processing company, an energy production company and three industrial service companies). In sub-study 3, a literature review and related categorisation were supplemented with thematic interviews (n=17) in a governmental expert organisation. The results of the sub-studies were used in the construction of a conceptual framework of organisational measures intended to support managers with regards to OHS management. The study approaches OHS management from the managers' viewpoint, which has only rarely been studied. According to the participating managers, the most challenging OHS management situations found in public organisations are related to the psychosocial risks contained within the work environment. The managers considered their employees' mental overload, instances of negligence and the consideration of individual needs to be difficult OHS issues to manage. Due to the current economic situation and the associated lack of resources, the managers perceived both pressure and concern in relation to their employees' well-being. In the industrial organisations, managerial overload, production pressure and role conflicts were perceived as the main factors that hinder the managers' commitment to OHS. However, the managers did not request more resources from upper management, presumably due to the tight economic situation. In order to cope with difficult OHS situations, the managers focused on individual relations and emotional support from their immediate superior, their colleagues, and OHS and human resources (HR) professionals. The conceptual framework of organisational measures intended to support managers in OHS management includes top management support regarding OHS management, uniform and simple OHS procedures, and the systematic development of OHS management. Developing consistent OHS attitudes and commitment among all the managers requires strong support on the part of top management. An emphasis on leadership development is important for managers to be able to motivate their employees' OHS participation and compliance and, hence, improve OHS performance. Existing management development practices, for example, management training, can provide easy ways to incorporate OHS management and leadership perspectives into general management development. Developing the support, resources and understanding of managers in relation to OHS may considerably improve both employees' well-being and the performance of organisations. This dissertation contributes to the research by providing new knowledge regarding OHS management from the managers' point of view, in the organisational context and in relation to organisational performance. Moreover, it provides a research-based conceptual framework for evaluating and developing OHS management within various organisations. The dissertation also provides a practical contribution by discussing OHS management as an integral part of general management and by pointing out the managers' central role in improving OHS. Moreover, it suggests practical organisational measures to support managers and promote their consistent commitment to OHS. ; Työterveyden ja -turvallisuuden (TTT) johtamiselle on organisaatioissa lainsäädännön asettamia, moraalisia ja taloudellisia velvoitteita, ja onnistunut TTT-johtaminen tukee työntekijöiden hyvinvointia ja organisaatioiden suorituskykyä. TTT-näkökohdat sisältyvät yhä enenevissä määrin organisaatioiden johtamisjärjestelmiin ja esimiesten tehtäviin. Eri organisaatiotasojen esimiehillä on merkittävä rooli TTT:n edistämisessä, ja heidän sitoutumisensa työterveyden ja turvallisuuden kehittämiseen on yksi tärkeimmistä tekijöistä TTT-johtamisen onnistumisessa. Kuitenkin joissain organisaatioissa TTTjohtaminen on hyvin henkilösidonnaista, kun sen pitäisi perustus lainsäädännön vaatimuksiin ja organisaation TTT-politiikkaan ja menettelytapoihin. Esimiehiä on tarpeen tukea, jotta TTT:ssä voidaan saavuttaa aitoa kehitystä. Jotta organisaatioita ja esimiehiä voidaan tukea TTT:n jatkuvassa kehittämisessä, tarvitaan tietoa tehokkaasta TTT-johtamisesta. Lisäksi tietoa tarvitaan niistä vaikeuksista, joita esimiehet kokevat ja niistä keinoista, joilla esimiehiä voidaan tukea TTT-johtamisessa. Tämä tutkimus tarkastelee TTT-johtamista osana esimiestyötä esimiesten näkökulmasta. Tämän laadullisen tutkimuksen tavoitteena on tuottaa uutta tietoa niistä vaikeuksista ja tuen tarpeista, joita esimiehet kokevat TTT-johtamisessa. Lisäksi tutkimuksessa esitetään organisatorisia keinoja, joilla esimiehiä voidaan tukea TTTjohtamisessa. Tulokset perustuvat TTT-johtamisen aiempaan tutkimukseen ja kolmeen empiiriseen osatutkimukseen. Osatutkimuksen 1 aineistona olivat eri organisaatiotasojen esimiesten teemahaastattelut (n=17) ja laadulliset kyselyt (n=55) kolmessa julkisessa organisaatiossa (valtion asiantuntijaorganisaatio, kunnallinen sosiaali- ja terveyspalvelujen yksikkö sekä ammatillinen oppilaitos). Osatutkimuksen 2 aineistona olivat keskijohdon ja lähiesimiesten teemahaastattelut (n=49) viidessä teollisessa organisaatiossa (kemianteollisuus, energiantuotanto sekä kolme teollisten palvelujen tarjoajaa). Osatutkimuksessa 3 kirjallisuuden perusteella laadittua luokittelua täydennettiin teemahaastatteluilla (n=17) valtion asiantuntijaorganisaatiossa. Näiden osatutkimusten tulosten perustella rakennettiin viitekehys niistä organisatorisista keinoista, joilla esimiehiä voidaan tukea TTT-johtamisessa. Tässä tutkimuksessa TTTjohtamista tarkastellaan esimiesten omien kokemusten ja tuen tarpeen näkökulmista, joita on aiemmin tutkittu varsin vähän. Esimiesten kokemat vaikeat tilanteet TTT-johtamisessa liittyivät julkisella sektorilla tyypillisesti työympäristön psykososiaalisiin riskeihin. Esimiehet pitivät vaikeina johtamistilanteina erityisesti työntekijöiden henkistä ylikuormittumista, laiminlyöntejä ja yksilöllisten tarpeiden huomioimista. Nykyisestä taloustilanteesta ja resurssien niukkuudesta johtuen esimiehet kokivat painetta ja kantoivat huolta työntekijöiden hyvinvoinnista. Teollisissa organisaatioissa esimiesten oma ylikuormittuminen, tuotannolliset paineet sekä rooliristiriidat olivat tekijöitä, jotka vaikeuttivat esimiesten sitoutumista TTT-johtamiseen. Esimiehet eivät kuitenkaan vaatineet lisää resursseja ylemmiltä esimiehiltä oletettavasti kireästä taloustilanteesta johtuen. Selviytyäkseen vaikeissa tilanteissa esimiehet keskittyivät henkilösuhteisiin ja hakivat emotionaalista tukea omalta esimieheltään, työtovereiltaan sekä TTT- ja henkilöstöasiantuntijoilta. Viitekehys organisatorisista keinoista esimiesten tukemiseksi TTT-johtamisessa sisältää ylimmän johdon tuen TTT-johtamiseen, yhtenäiset ja yksinkertaiset TTT-toimintatavat sekä suunnitelmallisen TTT-johtamisen kehittämisen. Esimiesten yhtenäisten TTTasenteiden ja sitoutumisen kehittäminen edellyttää ylimmän johdon vahvaa tukea. Johtajuuden korostaminen on tärkeää, jotta esimiehet osaavat motivoida työntekijöitä noudattamaan turvallisuusohjeita ja osallistumaan turvallisuuden kehittämiseen ja siten parantamaan TTT-tasoa. Olemassaolevat johtamisen kehittämisen käytännöt, kuten johtamiskoulutus, voivat tarjota luontevan keinon sisällyttää TTT-johtamisen ja – johtajuuden näkökulmat yleiseen johtamisen kehittämiseen. Kehittämällä esimiesten tukea, resursseja ja ymmärrystä liittyen TTT-johtamiseen voidaan organisaatioissa parantaa merkittävästi työntekijöiden hyvinvointia ja suorituskykyä. Tämä tutkimus tuottaa uutta tietoa TTT-johtamisesta esimiesten näkökulmasta organisaatiokontekstissa ja suhteessa organisaation suorituskykyyn. Lisäksi tutkimus tarjoaa käytäntöön perustuvan viitekehyksen TTT-johtamisen arvioimiseen ja kehittämiseen erilaisissa organisaatioissa. Tutkimus tarkastelee TTT-johtamista olennaisena osana muuta johtamista ja korostaa esimiesten keskeistä roolia TTT-tason parantamisessa. Lisäksi tutkimus esittää käytäntöön perustuvia organisatorisia keinoja esimiesten tukemiseen ja heidän sitoutumisensa edistämiseen.
Proper working conditions and successful occupational health and safety (OHS) management help organizations achieve their targets and support the quality of working life and performance. Work-related stress, conflicts, work ability issues, ill health, and other challenging OHS situations in the workplace may impede the well-being and productivity of employees. According to OHS legislation, employers are responsible for managing risks and solving problems in the work community. Challenging situations can be viewed from the perspective of efficiency, since their economic effects may be remarkable. The objective of this study is to describe the challenging OHS situations managers encounter and the support they require in these situations. The results are based on thematic interviews and inquiries with top, middle, and front-line managers in three Finnish public sector service organizations. The most challenging OHS management situations are related to the administration of work under high economic pressure and constant changes in the work community, managing employee workload and time pressures, providing feedback, facilitating collaboration, and managing conflict. The managers' own understandings, competences, and resources, as well as organizational supports, have an effect on successful resolutions of challenging OHS management situations.
Proper working conditions and successful occupational health and safety (OHS) management help organizations achieve their targets and support the quality of working life and performance. Work-related stress, conflicts, work ability issues, ill health, and other challenging OHS situations in the workplace may impede the well-being and productivity of employees. According to OHS legislation, employers are responsible for managing risks and solving problems in the work community. Challenging situations can be viewed from the perspective of efficiency, since their economic effects may be remarkable. The objective of this study is to describe the challenging OHS situations managers encounter and the support they require in these situations. The results are based on thematic interviews and inquiries with top, middle, and front-line managers in three Finnish public sector service organizations. The most challenging OHS management situations are related to the administration of work under high economic pressure and constant changes in the work community, managing employee workload and time pressures, providing feedback, facilitating collaboration, and managing conflict. The managers? own understandings, competences, and resources, as well as organizational supports, have an effect on successful resolutions of challenging OHS management situations.
