Parker Smallgoods Safety Culture Assignment

Parker Smallgoods Safety Culture 1
RECOMMENDATIONS ON HOW TO IMPLEMENT WORKPLACE SAFETY CULTURE
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Recommendations on How to Implement Workplace Safety Culture
For Parker Smallgoods the safety of the employees is a key issue that needs a well
laid down strategy on how a safety culture can be implemented in the company. From the
auditor’s report, the employees are operating on such a dangerous working environment
which can easily result in accidents. As per Peter Parkers these hazards may lead to death
within the factory. It is important to provide recommendations on how to implement the
safety culture for the company, analyzed and see their practicality. Within the paper a number
of recommendations will be provided for the company to apply.
Before providing these recommendations, it is important to clearly understand what a
workplace safety culture is to every party concerned. A workplace safety culture refers to the
way day to day matter are handled within a company (Nielsen, K.J., et al., 2015). A good
safety culture begins from the company’s management body which entails the managers
going downwards to the employees. When the management is dedicated in keeping the
workplace safe, then the policies will flow from the top level to the down levels of the
company smoothly. This entails, having specific workplace practices for dealing with the
workplace hazards, being in a committed position to the workplace safety daily, also making
the concerns about safety hazards in the company a shared responsibility for everyone so as
to increase the surveillance responsibility and finally giving the managers and workers the
opportunity to learn more on workplace safety via training and other forums (Williams, J.H.,
2008).
There are a number of recommendations that Parker Smallgoods should implement to
improve the safety culture of the organization. The first recommendation would be
performance management. This is the management of the performance of all the workers
within the company, it can be broken down into smaller sub units for easier explanation. The

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company can start by the identification of the hazard within the workplace, this involves
having the managers and the workers do a walkthrough of the working environment and in
the process note the hazards in every step of the processes involved in the productions phases
of the company. During this operation there should be notes on how the workplace is
currently laid out and the different types of machines that the employees are operating.
Inclusive of the movable equipment they use daily (Reiman, T. and Pietikäinen, E., 2010).
For the performance management approach, it will be more effective for the management to
identify solutions to all the hazards in the production arms of the company since the
identification of the hazards has been laid out. The approach on how to address the hazards
will also be much easier since the hazards have been broken down in to smaller units in
respect to where they emanate (Strauch, B., 2015). This also makes it possible to handled
them independently.
The other sub unit under performance management is the conducting of the annual
safety audits. Every year take time to analyze the performance of the company which is
basically the management of the company’s performance. But specifically, this will be based
on how well the company is running in regards to safety. In the process any incidences that
may have occurred in workplace can be analyzed, how they happened and what led to the
incident in the first place (Nordlöf, H., et al., 2015). With this information a perfect solution
as to how such a case can be avoided in case of a next time can be put in place. Such safety
audits will also keep the working team on there toes since they would not wish to be found
having neglected the company safety culture. This helps a lot in the management of
performance in the company. The recommendation will greatly help in the implementation of
a safe culture within the company.
The second recommendation would be the provision of safety trainings and forums
for the management and the employees. After the identification of all the hazards within the

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company, different safety procedures are needed and there exists companies which offer
trainings on the safety ways of operating different functions within the company that are
hazardous (Hussain, R., et al., 2018). Some including the different machines the employees
operate on daily basis. The training includes the safe ways on how the employees need to
operate these machines and ensure their safety is of key concern (Hollnagel, E., 2016). The
different training the company offers the employees can be certified and the attendants
receive different safety certifications so as to motivate them attend the trainings more. The
management on the other hand also attends the forums or the trainings so as to ensure they
are in a position to see if the employees are implementing the training knowledge received.
As the company grows and acquires more sophisticated equipment the employees need to be
kept up to speed with the operation of these equipment and the safety policies associated with
the equipment (Harris, J.R. and Current, R.S., 2012). This recommendation keeps the safety
information at the tips of both the managers and the employees’ heads. It is important for this
to be highly considered so as to see the safety culture in the company implemented.
The third recommendation would be rewarding the employees. This is one of the most
implemented strategy by many other companies. Research shows that the strategy has a 95%
success chance and has been very effective in most of the companies that have implemented
it. Rewarding involve the giving of awards to employees and department in relation to safety
measures. This means that department with the best safety adherence routine gets to receive
an award. With such a policy the departments will do their best so as to receive these awards.
These can be in the form of certifications, bonuses, trips for the involved bodies and other
awards that are in respect with what can highly motivate the teams. The strict adherence to
the safety culture starts with the employees (Reiman, T. and Pietikäinen, E., 2010). Employee
with the best safety abidance record can also be awarded. This not only motivates the
employees to follow the company’s safety culture but also motivates the productivity of the

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employee. The strategy has an impact on different fields of the company hence making its an
appropriate recommendation for Parker Smallgoods. The management body needs to
consider the different awarding plan for its employees that will greatly impact their
productivity (Robertson, M.F., 2017). The management body is responsible for this task so as
to avoid picking the wrong awards that do not have a significant effect on the employees.
Implementing the safety culture in such an environment becomes easier. This makes the
recommendation such a productive tool.
Employee involvement is the next recommendation on how Parker Smallgoods can
implement a safety culture in the working environment. This has been a perplexing issue in
many companies. How does the company get its employees? There is no specific answer to
the question but there are different strategies that Parker Smallgoods can utilize so as to get
the employees involved in safety culture implementation. The first being the internalization
of safety (Little, B. and Little, P., 2016). This involves the making of the issue personal for
the employees. Let them know that their safety affects not only them or the company but it
also affects their families. This involves the sharing of miss/close calls and incidences that
are in relation to the hazards the employees have to operate close to. With this the employees
get as sense as to why it is important for the safety culture in the company. Also letting the
company know the impact of such incidents to their families or those closely associated with
them All these approaches makes the employees takes take the matters more personally hence
the implementation of the safety culture becomes less troubling to adapt.
The other sub unit under employee involvement would be the implementation of a
‘Good Catch and Near Miss Process’ this is a process that has been developed even for
mobile phones especially smartphones (Biddison, E.L.D et al., 2016). It’s a process that
involves the employees to capture a potential hazard in advance in order to get the potential
hazard corrected by the management. This makes it easier for the employees to keep track of

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any hazard around their workplace. In the process the safety culture within the company will
be highly prioritized, the employees will be actively involved and in return the safety of the
company will be greatly upheld.
The other applicable recommendation for Parker Smallgoods would be recruitment
and hiring strategy or body of the company. This involves different aspects of the body.
Hired employees need to be qualified for the position so as to avoid any possible incidences
from occurring which would be as a result of incompetence of the employee (Zwetsloot,
G.I.J.M., 2009). This endangers the other employees as well as affects the safety culture of
Parker Smallgoods. The body responsible for hiring needs to perfectly vet the interested
workers for any jobs they need new employees. This means that all the hired employees are
competent at what they are doing. Employees involved in handling heavy machines within
the company on daily basis need to be practically assessed in a safe environment so as to
avoid any accident from happening and with this, the right person for the job is hired due to
their competence. The strategy greatly torches on the Human Resource department since it’s
in charge of the recruitment and hiring duties. The company also needs to assign an assistant
for the employees who temporarily guides the employee on the different safety measures
involved in their operations. This greatly helps in the implementation of a safety culture
within Parker Smallgoods and with the growth of the company it is evident that recruitment
and hiring of new employees is inevitable.
The company needs to consider the five recommendations so as to facilitate the
implementation of a safety culture within its operations. From the analysis of the previously
conducted audit it is evident that the company has a number of hazards that can trigger
different unexpected accident within the workplace which can result to the loss of employee
lives or other cases. This shows the serious need for the implementation of the Parker
Smallgoods safety culture.

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References
Biddison, E.L.D., Paine, L., Murakami, P., Herzke, C. and Weaver, S.J., (2016).
Associations between safety culture and employee engagement over time: a
retrospective analysis. BMJ Qual Saf, 25(1), pp.31-37.
Harris, J.R. and Current, R.S., (2012). Machine Safety. Professional Safety, 57(5), p.50.
Hollnagel, E., (2016). Safety management–looking back or looking forward. In Resilience
Engineering Perspectives, Volume 1 (pp. 77-92).
Hussain, R., Pedro, A., Lee, D.Y., Pham, H.C. and Park, C.S., (2018). Impact of safety
training and interventions on training-transfer: targeting workers. International
journal of occupational safety and ergonomics, (just-accepted), pp.1-24.
Little, B. and Little, P., (2016). Employee engagement: Conceptual issues. Journal of
Organizational Culture, Communications and Conflict, 10(1), p.111.
Nielsen, K.J., Kines, P., Pedersen, L.M., Andersen, L.P. and Andersen, D.R., (2015). A
multi-case study of the implementation of an integrated approach to safety in small
enterprises. Safety science, 71, pp.142-150.
Nordlöf, H., Wiitavaara, B., Winblad, U., Wijk, K. and Westerling, R., (2015). Safety
culture and reasons for risk-taking at a large company: investigating the worker
perspective. Safety science, 73, pp.126-135.
Reiman, T. and Pietikäinen, E., (2010). Indicators of Safety Culture: Selection and
Utilization of Leading Safety Performance Indicators, 63, pp.110-185.
Robertson, M.F., (2017). Examining the Relationship between Safety Management System
Implementation and Safety Culture in Businesses, 22, pp.210-335.

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Strauch, B., (2015). Can we examine safety culture in accident investigations, or should
we?. Safety Science, 77, pp.102-111.
Williams, J.H., (2008). Employee engagement. Professional Safety, 53(12), p.40.
Zwetsloot, G.I.J.M., (2009). Prospects and limitations of process safety performance
indicators. Safety Science, 47(4), pp.495-497.