session 7 pbl minutes

7/28/2019 Session 7 PBL Minutes

1/6

Session 7 PBL minutes

Chairperson: Karan

Secretary: Keiko

Tutor: Nicole

Announcement:

Next session, we will do a module evaluation. Please write down tips/tops of our tutor

and take it to class.

P.S:

How to create a sustainable workforce in diverse labor market?

Learning Goal:

1. How can the Unions influence creating a good working condition for hotel industry

employees? Think about the International demand (labor) and the supply of labor.

2. What kinds of injuries will normal happen in hotel industry? When it happens, how to

deal with? How to prevent?

3. What are the relations between culture and employment? ( You can read some

information of International Labor Flow and ILO)

4. Roles of ergonomic in creating a sustainable workforce? (staff turnover)

Time plan:


2/6

Announcement 5 minutes

Report problem 4: 40 minutes

Feedback: 25 minutes

Module evaluation: 20 minutes

Learning goals:

What are the relations between culture and employment?

Relationship between leadership behavior and job satisfaction

Job satisfaction has been associated with nurses who perceive their managers as

supportive and caring. A supportive manager shares values, believes in a balance of

power, and provides opportunities for open dialogue with nurses [21], which in turn

reduces the chances of internal conflicts. This type of leader is successful in his or

her role and is supportive and responsive to clinical nurses, thereby preserving power

and status within the hospital system. Such leaders are valued throughout the

organization and have executive power to do what they see as necessary to create a

positive environment for nursing [22]. Accordingly, they have a measurable effect on

the morale and job satisfaction of nurses [23].

Hypothesis 2 - Leadership behavior is positively correlated with job satisfaction.

Relationship between organizational culture and job satisfaction

Organizational culture expresses shared assumptions, values and beliefs, and is the

social glue holding an organization together [24]. A strong culture is a system of rules

that spells out how people should behave [25]. An organization with a strong culture

has common values and codes of conduct for its employees, which should help themaccomplish their missions and goals. Work recognition and job satisfaction can be

achieved when employees can complete the tasks assigned to them by the

organization.

Hypothesis 3 -.Organizational culture is positively correlated with job satisfaction.


3/6

The measurement of organizational culture, leadership behavior and job satisfaction

A structured questionnaire was compiled based on similar studies published in

international journals [26,27]. Twenty-three factors regarding organizational culture

were taken from Tsui et al. [26], a study based on two groups of MBA students from

two universities in Beijing, China. Our research was focused on clinical nurses in

hospitals; therefore, refinements were made to the questionnaire designed by Tsui et

al. [26] to cater for our particular research objective. The study invited three directors

or supervisors from the medical center to validate the questionnaire. Lastly, there

were 22 questions in the organizational culture section.

Thirty items regarding leadership behavior were taken from Strange & Mumford [27],

and the questions structured using this literature. However, the proposed test was not

empirically studied. Nurses from hospital A were used as a pilot study sample. Four

question items were deleted to improve the validity of the questionnaire: "People will

have an extreme reaction to the leader"; "Followers will sacrifice themselves for the

leader and/or the leader's vision"; "The leader is motivated by the accomplishment of

his vision"; and "The leader will take into account the needs of the organization in his

decision making."

Vroom [28] classified job satisfaction into 7 dimensions: organizational, promotion,

job content, superior, reward, working environment and working partners. We tookinto consideration that nurses' salary increases are based on promotion.

Furthermore, a large number of variables in organization culture and leadership

behavior were covered by this research. To prevent too few number nurses from

responding to the questionnaires, we asked only 4 job satisfaction dimensions out of

a total of 12 items: job recognition, reward and welfare, superior and working

partners.

Roles of ergonomic in creating a sustainable workforce?

While contracting with outside ergonomic consultants often is the best path to get

your ergonomics program off the ground, allowing them to coach from afar as

needed, you may find that dependence on them for the long term proves to be

unnecessary and cost prohibitive. It also is my experience that the best ergonomic

teams often are the ones consisting of companies' own employees. After all, who

better to identify the risks in a given work environment than the very employees who

work there?


4/6

LEADERSHIP

First and foremost, a leader for your ergonomic team must be selected. Without a

leader, it can be very difficult for decisions to be made and for your ergonomic team

to be effective in its mission.

Nomination of your leader must be a function of his or her willingness to accept this

role and leadership ability. However, willingness and ability are not the only

characteristics your leader will need. Ideally, he or she also should possess some

experience in safety or ergonomics.

However, since having personnel with such experience not always is possible for

every organization intent on having an ergonomics program, there is the option of

contracting with outside ergonomics professionals to train your designated leader.

Your leader then can function as the trainer for the members of your ergonomic team.

TEAM

As mentioned above, it often is best to recruit an ergonomic team from among your

own ranks. As is the case with selecting your team leader, your team members alsoshould be willing participants who want to have a stake in the team's mission and

success.

Your team ultimately should consist of various employee classifications as well:

hourly vs. salaried, union vs. non-union and office vs. shop floor workers. Workers

from various departments should be represented as well, because with a spectrum of

employees on the team, everybody's paradigms and contributions to group

discussions are represented.

As it relates to team members participating and contributing, the group ultimately

must be a safe place where members can speak freely and respectfully, without

concern for sensitive issues communicated. If there is a perception that there are

consequences for speaking openly, meaningful discussion will be stymied and

opportunities will be missed to reduce ergonomic risk.

SUSTAINABILITY


5/6

For your ergonomics program to be effective over the long term, its vision, purpose

and processes must be well defined and sustainable. Perhaps easiest to develop are

the vision and purpose of the program. It is the processes that will require more up-

front effort to create, though doing so will pay dividends in the long run as far as

sustainability of your program.

Over time, members will invariably join and leave your team. As is the case with any

other position in your facility, it is the standardized recruiting and training procedures

you put in place that allow for the most seamless transitions when new personnel are

brought on. In fact, it is a good practice to continually identify and recruit prospective

ergonomic team members from among your work force, even when there is not an

immediate need for additional members. Having this practice in place ensures that

there is a pool of candidates from which to select when the need arises.

A major factor in the initial and long-term effectiveness of an ergonomic team is how

efficiently and how thoroughly the charter members, as well as future new members,

can be trained to identify risk. Again, it is in the area of training the team leader and

new members that contracting with outside consultants will help get your program up

and running smoothly. After that, your team leader and core team become the

trainers for new recruits and ensure they possess the necessary competencies to be

effective risk assessors.

DATA MANAGEMENT

An ergonomic data management mechanism is needed for a number of reasons.

Among them are the need to document your team's processes, to hold team

members accountable to tasks, to record and store risk assessment findings and to

document the effectiveness of the ergonomic solutions you put in place.

Furthermore, a comprehensive risk assessment tool that identifies both human and

environmental factors is critical to the successful identification and mitigation of

workplace risk. Because a thorough, in-depth risk assessment tool can be difficult to

create on your own, using one from an outside consultant or vendor can be the

easiest and most cost-effective way to get started.

To best manage your ergonomic data, there are a number of third-party software

options available. In choosing software that will work best for you, look for a package

that offers real-time reporting of first reports and risk issues as they arise, that


6/6

allows for collaboration between your internal and external resources for

standardization of procedures, that allows you to manage risk according to various

risks' severity and that provides these capabilities in a secure, HIPAA-compliant

fashion.

MANAGEMENT SUPPORT

Finally, for your ergonomic program to produce meaningful results, it must have the

full support of upper management. Management must be willing to listen to the

ergonomic team's findings and implement the suggested fixes whenever possible.

Management's support is a clear demonstration to every employee that leadership is

committed to reducing risk and to the safety and health of the work force.

When used in conjunction with the three other key elements of the BEEA+ paradigm,

biophysics, education and awareness, a strong ergonomics program will be an

integral part of your facility's overall risk reduction strategy. Establishing an

ergonomics team is a great way to get employees from within your own ranks

involved with and committed to workplace injury prevention. Employee involvement

becomes infectious and it also goes a long way towards establishing and enhancing

your facility's safety culture.

session 7 pbl minutes

Documents