What will the future bring for the role of workplace recognition and incentive programs? What about the whole area of behaviour modification and its place in safety. That question may have as many different answers as there are opinions on this controversial topic. John Blogg feels these programs will change as the nature and complexion of the workplace changes. Says Blogg,

"I think as companies become more sophisticated through technology they see less opportunity for incentives because technology is taking over, and you don't have as many people involved. I think the work of the behaviourists, and all of the books we have now on health and safety is certainly leading away from that." 35

Do these programs produce results, and improve safety performance? When Syncrude's Jim Williams was asked this question he replied, "I can't answer that. My gut feeling is that since the day when I came here in 1977, there was no recognition. Now you're recognised not only for what you do but for who you are." 36

Nowhere in the legislation of any province will you see suggestions or laws aimed specifically at attempting to influence or modify individual or group behaviours. It may be implied that through training, etc. certain behaviours are expected, but traditional approaches to safety have a number of drawbacks. In his article on 'The Behavioural Approach', Michael Gilmore, senior partner with Safety Performance Solutions notes. 'Training alone does not always result in compliance. Just because people know how to do something doesn't mean that they will automatically do it that way - especially if the required behaviour seems time-consuming or unattractive. Second, the reliance on supervision as a primary motivator is often at ends with workers' desire for self-reliance and independence. Compliance based on supervision tends to function only when supervision is actually present. This type of traditional top-down, directive approach to safety can squelch employee empowerment by reducing perceptions of sel-effectiveness, personal control and optimism'. 37

The current economic crunch which is forcing most organisations to objectively evaluate the logic and rationale of all programs may just be the cloud with a silver lining for those wishing to re-evaluate the expectations for their recognition or incentive programs, especially where there are substantial operating costs associated with the programs. Perhaps it may be the opportunity, in the words of the TQM gurus, to "do the right things, right."

Is there a balance between attempts by employers and employees to comply health and safety requirements legislation, and the ideas and strategies of those who see behaviours and key to preventing accidents? Will legislation ever keep up with the innovations which some employers and their employers are making towards improved accident reduction and human performance? Or does the answer lie somewhere in the middle?

The answer will become evident as employers and employees come to agreement on the best approaches which they can all equally participate in for the maximum bang for their hard earned, and increasingly precious safety budget. With all due respect to legislation and its honourable intentions, that's the reality of the workplace.

On to next section	Return to table of contents
HTML by Ralph Stuart	Last revised: April 6, 1997
URL: http://siri.org/library/incprog/future.html