کلیک

Exercise 4:

1) Translate to Farsi :

The Core Values that Support Health, Safety, and Well-being at Work

Health, safety, and well-being at work (HSW) represent important values in themselves. It seems, however, that other values can positively or negatively contribute to HSW. This is to some extent reflected in the scientific literature in the attention paid to values like trust or justice. However, an overview of what values are important for HSW was not available. Our central research question was: what organizational values are supportive of health, safety, and well-being at work? As a research team we represent different research traditions, e.g., health promotion, health and safety management, and safety culture. We were surprised about the differences in theories and practices between occupational health management and occupational safety management. In the safety literature, there is much interest in “safety culture” (e.g., [1e4]), whereas there are only a few publications on the relevance of organizational culture for occupational health or well-being at work; with some notable exceptions. Recently, there has been great interest in the concept of “prevention culture”, especially from Occupational Safety and Health (OSH) policy makers. We felt health and safety management and culture are most likely to be two sides of the same coin and must have more in common than is reflected in the dominant, separated research traditions. We were aware that in the safety culture literature, the values “trust” and “justice” are addressed. Trust is also addressed in the literature on health or psychosocial health [9e13], and is a major issue for well-being at work, e.g., as measured by the benchmark system of “great place to work”. However, we were not aware of any publication wherein trust was said to be relevant for the combination of HSW. We were also prompted by the increasingly close relationship of health and safety management and corporate social responsibility (CSR; see, e.g.,). CSR includes a “business ethics” dimension implying attention for the social values of the organizations and we were interested to know what that could mean for HSW. Another observation was that many organizations nowadays have a set of core values, usually defined by top management and communicated externally through the company website. Finally, we had in mind the paper of Zwetsloot, stating that if we want to achieve excellence in health and safety management, as well as environmental or quality management, it is essential to have a combination of the “rationalities of prevention” as organized through OSH management systems, which are essential for “doing things right”, with value management, which is important for “doing the right things.” That can be easily stated, but what would that value management mean? And what values are then relevant?

We understand the “culture of organizations” as a complex and ambiguous concept, comprising the values, norms, habits, opinions, attitudes, taboos, rituals, and visions of reality that have an important influence on decision making and behavior of and within organizations. This research focuses on values, and does not address other relevant aspects of organizational culture or prevention culture.