Fell-Carlson Deborah
SAIF Corporation, Salem, OR, USA.
AAOHN J. 2004 Dec;52(12):521-7; quiz 528-9.
Effective, sustainable safety incentives are integrated into a performance management system designed to encourage long term behavior change. Effective incentive program design integrates the fundamental considerations of compensation (i.e., valence, instrumentality, expectancy, equity) with behavior change theory in the context of a strong merit based performance management system. Clear expectations are established and communicated from the time applicants apply for the position. Feedback and social recognition are leveraged and used as rewards, in addition to financial incentives built into the compensation system and offered periodically as short term incentives. Rewards are tied to specific objectives intended to influence specific behaviors. Objectives are designed to challenge employees, providing opportunities to grow and enhance their sense of belonging. Safety contests and other awareness activities are most effective when used to focus safety improvement efforts on specific behaviors or processes, for a predetermined period of time, in the context of a comprehensive safety system. Safety incentive programs designed around injury outcomes can result in unintended, and undesirable, consequences. Safety performance can be leveraged by integrating safety into corporate cultural indicators. Symbols of safety remind employees of corporate safety goals and objectives (e.g., posted safety goals and integrating safety into corporate mission and vision). Rites and ceremonies provide opportunities for social recognition and feedback and demonstrate safety is a corporate value. Feedback opportunities, rewards, and social recognition all provide content for corporate legends, those stories embellished over time, that punctuate the overall system of organizational norms, and provide examples of the organizational safety culture in action.
有效的、可持续的安全激励措施被整合到一个绩效管理系统中，该系统旨在鼓励长期的行为改变。有效的激励计划设计在强大的基于绩效的绩效管理系统背景下，将薪酬的基本考量因素（即效价、工具性、期望、公平性）与行为改变理论相结合。从申请人申请职位时起就确立并传达明确的期望。除了薪酬体系中内置的财务激励措施并定期作为短期激励提供外，还利用反馈和社会认可作为奖励。奖励与旨在影响特定行为的特定目标挂钩。目标旨在挑战员工，提供成长和增强归属感的机会。在全面的安全系统背景下，安全竞赛和其他提高认识活动在用于在预定时间段内将安全改进努力集中于特定行为或流程时最为有效。围绕伤害结果设计的安全激励计划可能会导致意想不到的不良后果。通过将安全纳入企业文化指标，可以利用安全绩效。安全标志提醒员工企业的安全目标（例如，张贴安全目标并将安全纳入企业使命和愿景）。仪式和典礼提供了社会认可和反馈的机会，并表明安全是一种企业价值观。反馈机会、奖励和社会认可都为企业传奇提供了内容，这些故事随着时间的推移被美化，突出了组织规范的整体体系，并提供了组织安全文化实际运作的例子。
