PubMed · 492119
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E Kuntz. 1979. HSAs will concentrate on plan implementation.. https://pubmed.ncbi.nlm.nih.gov/492119/
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Analyzing the workplace for hazards and controlling the hazards identified to reduce risk is a proactive approach to workplace safety and the primary prevention of occupational illnesses and injuries. A JHA is a simple, time tested, and effective tool to assist in this analysis. Job hazard analysis methods may enhance and complement many current business initiatives. When programs can be integrated to contribute to leadership mandates, there are opportunities for increased support and resources. Involving other departments and disciplines with complementary programs also reduces duplication of effort. Prioritizing jobs to be analyzed based on risk assessment results in a manageable approach for beginning a program. A team process involving employees, supervisors, and key safety participants is most effective. Successful programs encourage each team member to observe or videotape key jobs, list the job steps, and involve the team in developing hazard reduction solutions and safe job procedures. When effectually used, JHAs have been proven to improve communication and participation, while enhancing worker safety.
This paper presents the results of an attempt to assess the quality of voluntary activities aimed at improving the workers' health in Polish large and medium-sized enterprises in view of the health promotion requirements. Based on the data collected via a questionnaire mailed to enterprises selected at random in 1998 (147 enterprises), 2000 (755 enterprises) and 2001 (215 enterprises) the determinants of the health promotion quality are discussed. A long standing tradition to protect the workers' health was reported by 50% of enterprises as the major reason for undertaking health promotion activities. Only 25% of enterprises described their activities as health promotion understood as a tool for supporting their market strategy through well coordinated voluntary actions aimed at improving health and well-being of their employees, however, 85% of respondents reported the implementation of various health conducive programs. The most frequent failures of health-oriented activities to be of a required standard are: (a) regarding these activities as those of little importance compared with the enterprise priorities; (b) lack of a special section responsible for health promotion issues in an enterprise; (c) ignoring the employees' right to participate in planning and evaluating health promotion programs, which means that they are perceived as passive service recipients or passive performers of tasks assigned to them; (d) lack of cohesive approach towards health problems and strong belief that all the goals can be achieved through restrictions or education without any support; and (e) reluctance of enterprises to evaluate the organization, implementation and outcomes of health conductive activities. The major obstacle to health promotion is lack of money (reported by 60% of enterprises) and lack of statutory obligations (reported by more than 50% of enterprises). The former is usually reported by enterprises that are not active in this field, and the latter is an obstacle to enterprises that have invested in workplace promotion programs.
Despite the idyllic potential, many parts of New Zealand's rural health services have continued to struggle for want of a workforce whose retention is not threatened by demanding rosters, heavy workloads and overwhelming bureaucracy. There may now be a basis for cautious optimism that a plan to integrate recommendations and trialled initiatives from the past decade may attract sufficient government funding to see a renaissance for rural primary health care. This paper outlines the elements contributing to what may be a last hope before crisis takes over.