HEALTH AND SAFETY POLICY

Health and safety policy

Health and Safety Policy

Introduction

In this paper, we will discuss the health care policy in a manufacturing organization. Despite persistent evidence of continued manufacturing organization in health care, little explicit attention has been paid to how quality improvement activities might affect. In this paper, we highlight challenges to ensuring that quality improvement efforts reduce manufacturing organization. These include making certain that quality improvement efforts measure and improvements in them, notwithstanding providers' reputational concerns; that such efforts not create perverse incentives for providers to avoid serving minority employees; that they be applied to institutions where minority employees are most likely to receive care; and that they fully engage minority employees despite language or other barriers. To assist in these efforts, we argue for the development of impact assessments to measure the effect that the Affordable Care Act's quality provisions will have on reducing.

Stress management policy

In principle work is good for us; good work provides people with a focus, an income, a degree of personal satisfaction and the opportunity to socialize and interact with other human beings. Yet work can have a negative impact on people's lives - both in and outside work, an impact that is often not given the weight it deserves. Some employers are attempting to address this oversight. Faced with a challenging economic environment, the global marketplace and the need to have more efficient and productive workers, an increasing number of employers are seeking to create working environments in which protecting and promoting the health and wellbeing of their staff is seen as a corporate priority. In Europe much of the impetus for this approach stems from the Luxembourg Declaration for Workplace Health promotion first published in 1997 and updated in 2005. This declaration states that “Workplace Health Promotion (WHP) is the combined efforts of employers, employees and society to improve the health and well-being of people at work. This can be achieved through a combination of: improving the work organization and the working environment; promoting active participation; and encouraging personal development” (Keashly, 2003). Within this and other definitions of workplace health and wellbeing the implicit essential is that the workplace is safe - for an unhealthy workplace cannot by definition be “healthy”. Taken together, a “safe” and “healthy” workplace will be one in which every employee's physical, mental and spiritual wellbeing is valued, protected and promoted.

A core process to achieve the aforementioned goal is proactive workplace health management. Such management can take a number of forms ranging from a focus on lifestyle topics such as healthy eating, physical activity, smoking, and stress awareness in which employee awareness is raised and opportunities might be created for staff to engage in healthier eating, exercise, and smoking cessation to an approach in which wellbeing is deeply embedded in the corporate culture of the organization. Here the wellbeing of staff is at the centre of corporate decisions and practices; human resource management and occupational health are finely tuned in, and are supportive of, this ...