Document x1ORy5dVmqRZ1K0y3vGpyNoK1

png as be-. further with perspri." a belter operai ground ' : appli- . por of the [ Research jsionv'that pi protec ts..over seen ca ble to gel' kironment. I his hear- recover Alien the I from the |in noise. ermahem hie about be noises . pm where ng. "You dmpharo- eraic it [said. He can he Jtcrc they . png. hut so that f as hear- Anything, into the pc work[be safe. : safe- i of the bed that amine.'* fr'mean-process Pplnycc psurc re fers of Broad, [degree fckc the irkcr. in ^idying and fety' inJary to bar 1964 Efrmonstratc to the worker that the served with friendly small talk, ...gleet of a safety practice is likely keeps communication channels Congress lo jeopardize something that is im Exposition:, aportant to him--such as his fife, open.** In-order to he effective. this mo health, or his job--before the practice, in itself, can become im portant.*1 ., . tivation - maintenance theory must find expression in the day-to-day f.behavior and decisions of super Changing Scene Peterson suggested.that workers Imieht be required to keep records of safety practices related to their I jobs as a means of "keeping safety lat the forefront,** at least during I the critical learning period. Citing the principles of reinforceI ment--in which' a given act tends I to he repeated, or not repeated, ac- [ cording to what happens immedi ately following '-- he stressed the importance of follow-up, in the form of supervisory praise or recog nition .for safe acts, as the backbone ! of a systematic and successful train ing program. "The nature and fre quency of this follow-up must he 'suited to the scope of. the safety program, .the worker's particular job, his work setting, and. most . importantly, to the'worker himsejf." Peterson said. Myers cast (he supervisor in - a similar reinforcing role and staled . that he must provide both the con*, diiions of motivation and the satis faction of maintenance needs. Since the conditions of motiva tion are task-centered, they depend - pn the supervisor's skill in planning . and organizing, woifC Ideally, according'to/Myers, this planning arid -organization begins at the top, "to provide members at each succeed ing organizational level with respon visors. Myers stated. ' For supervisors . X HE- three exhibit areas at the with "a natural aptitude for effec Conrad Hilum Hotel were targets tive supervision, motivation-mimic- for nearly every .delegate who .came nancc theory offers-additional in to the Chicago Congress. (In a sights and guidance for reinforcing slack of more than 400 question and further developing leadership naires completed by a random sam skills.'* For them, the theory finds ple of delegates .we couldn't find almost immediate expression. For ' event one who hadn't been or didn't others, adopting and practicing this intend to go.)' approach requires ."an evolutionary process whereby 11 awareness, 2) understanding. 3) conviction, ami; 4) habits are developed over a pe riod of perhaps five vcirs." Since safe, working conditions fall wfthin the realm of maintenance needs, once these needs have been met, they wookl serve'to reinforce supervisory efforts to motivate workers to be safe. This year 1.500 exhibitors repre senting 247 firms (in 361 booths) and 41 educational interests traded . idcqs with more than 10.0(H) safety. . men, foremen, supervisors, line workers, labor officials, and govern ment employees. These 10,000 men Jiad four- goals in the exhibition areas: I) check new products. 2) collect product literature, 3) dis cuss prices, and terms, and,, 4) compare competing products. According to IngenhiVI. the very We wondered what were the es fact of the va>t improvement in sential differences between the men safety condition* over the last half- engaged in this Huge cxcnahgc of' century has served to. lull the work safety product information today ers' concern for safety. Since there and those pioneers who met on the .is no inner tension within the work -same ground.40 years ago. . er concerning hi> own safety, it's We looked up F. R. Davis Sr. difficult for safety educators, such and T. R. Claffy, of Davis Emer as supervisors, who lack deep at- gency Equipment Co., Inc., and'TV. tachmchts with the individual work H. Salisbury and Co., respectively. ers and must, therefore, approach Roth, are among (he dozen or 'so safely needs- `irom the outside -companies exhibiting back in 1923. rather than the inside," to motivate We asked them what significant workers to adopt safer.work habits. changes they had noted in the busi sibilities. which in turn can he "We have, perhaps too long, ness of making and selling safety subdivided into meaningful chunks sought jthc link between, pur high that challenge capabilities and sat level and. other people's appareni isfy aspirations." tow level of motivation for. safety It's also essential that supervisors satisfy their employees* maintenance needs, such as pay, supplemental henelifs, supervision, working con ditions, status,' and job security, since these arc hasfc to security and orientation. in skillful' communication and per suasion," lnecnh.il stated. "We have spent much effort, research, money, and lime in. becoming better per suaders and-belter communicators. , We have not only .communicated, * . hut we have written more on com Myers pointed out that "the sat isfaction of orientation needs re munication than anyone .can ever hope to read.. quires supervisors -steeped in com "Perhaps the solution to motivat pany lore, policies, procedures, and ing others to he safer does not lie practices. The ability and willing in the media of communication and ness of supervisors to dispense persuasion. Perhaps up. can help to information when requested meets produce situations in which people a' need seldom satisfied' by .hand will find for themselves the neces books land other written communi sary needs; tensions, and drives to cations. Further, this information actually behave more safely on dispensing role of the supervisor, their own." National Safety Newt; December 1964 J