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They
understood
that
if
they
wanted
to
transform
their
companys
culture,
they
needed
to
move
from
the
tip
of
the
iceberg
to
below
the
water
line
and
into
the
heart
of
the
iceberg.
They
needed
to
determine
what
factors
were
perpetuating
the
current
culture
of
disengagement
so
they
could
transition
to
increased
engagement
and
performance.
Findings
from
the
OVS
culture
assessment
process
conKirmed
that
the
low
morale
was
indeed
negatively
affecting
the
plants
ability
to
perform
as
efKiciently
as
employees,
stakeholders,
and
managers
believed
was
achievable.
One
employee,
echoing
the
feelings
of
many
of
his
coworkers
and
managers,
stated,
We
have
tremendous
possibilities
and
potential,
but
we
cant
seem
to
Kind
a
way
to
make
it
all
come
together.
Another
added,
We
need
to
stop
playing
games
and
throwing
safety
program
after
safety
program
up
against
the
wall
hoping
they
will
stick.
The
climate
and
culture
factors
that
the
OVS
assessed
were:
Alignment:
To
what
extent
are
people
involved
in
their
organizations
stated
mission
and
its
execution?
Do
they
feel
a
sense
of
belonging
within
the
organization?
Accountability:
Do
people
in
the
organization
see
themselves
and
others
following
through
on
commitments?
Are
they
motivated,
and
do
they
take
responsibility
for
their
choices
and
the
outcomes?
Adaptability:
Are
people
seeking
change?
Are
they
ready
to
adapt?
Are
they
Klexible
problem-solvers,
open
to
innovation?
Collaboration:
How
well
do
people
interact
with
one
another
and
share
information?
Do
they
solve
problems
together?
Leadership:
What
level
of
commitment
do
employees
have
to
their
leaders?
How
do
they
perceive
their
leaders
and
leadership
throughout
the
organization?
Are
people
capable,
competent,
and
worth
following?
Micromanaging
Not
keeping
employees
informed
of
company
activities,
Kinancial
and
otherwise
Not
allowing
employees
input
into
decisions,
yet
holding
them
accountable
for
the
results
Showing
no
respect,
recognition,
or
appreciation
Not
empowering
employees
to
make
positive
changes
Showing
a
visible
lack
of
faith
and
trust
in
employees
commitment
and
abilities
Rewarding
employees
with
meaningless
tokens,
which
they
found
insulting
Culture
change,
at
its
root,
is
intimately
tied
to
individual
change.
Unless
mangers
are
willing
to
commit
to
personal
change,
the
organizations
culture
will
remain
resistant
and
frozen.
Self-Determination
Theory
(SDT)
The
management
team
decided
to
use
SDT
as
its
boilerplate
model
for
increased
employee
engagement.
After
an
in-depth
review
of
the
SDT
model,
managers
could
see
that
motivation
was
the
key
to
employee
engagement.
In
addition,
they
began
to
understand
the
difference
between
viewing
motivation
from
a
quantity
perspective
and
how
to
recognize
it
from
a
quality
perspective.
The
following
graph
clearly
demonstrates
the
link
between
employee
engagement
and
safety
performance.
It
shows
a
121Month,Rolling,Average,OSHA,Recordable,Per,Hour,Worked,
consistent
decline
in
OSHA
recordables
with
only
minor
Kluctuations.
This
trend
replicates
the
positive
progression
in
employee
engagement.
As
the
changes
in
the
culture
took
hold
and
more
employees
transitioned
to
feelings
of
engagement,
the
number
of
OSHA
recordables
also
declined.
Another
signiKicant
indicator
of
employee
engagements
positive
impact
on
safety
is
the
signiKicant
increase
of
reported
near-misses
the
organization
is
experiencing
as
a
result
of
the
changes.
In
a
culture
in
which
employees
mistrust
the
motivations
of
management,
and
in
which
punitive
actions
are
used
as
a
means
of
reinforcement
and
motivation,
near-miss
reporting
tends
to
be
viewed
as
a
got-cha
by
employees.
0.000016"
0.000014"
12MRA/Hours,Worked,
0.000012"
0.00001"
0.000008"
0.000006"
0.000004"
0.000002"
The
last
graph
shows
that
as
the
culture
factors
that
created
detachment
changed,
more
employees
became
engaged,
their
trust
in
management
increased,
and
therefore
their
willingness
to
report
near-misses
also
increased.
Summary
7)13"
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11)08"
7)08"
5)08"
3)08"
1)08"
0"
Incidents)Reported)Per)Hour)Worked)
0.0003"
0.00025"
0.0002"
0.00015"
Near"Miss/hour"
Non7Near"Miss/hour"
0.0001"
0.00005"
0"
2007"
2008"
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