||Manager Commitment to Occupational Health and Safety Coverage in Non-Profit Organizations (IWH Project 222)
||This study explores how the inherent flexibility of current occupational health and safety policy functions in the context of ‘new economy’ work organizations, which are also very flexible. Work organizations are increasingly fluid with downsizing, out-sourcing, joint ventures, and alliances and with tenuous, insecure labour relations. How do these organizations actually implement health and safety systems when their own organizational structures are precarious? How do current occupational health policy and laws function in this context? Through this qualitative research will explore the meaning of managerial ‘commitment’ in workplaces, and examine how decision-makers in new
economy workplaces form and implement health and safety systems.
||• To gain a grounded understanding of manager ‘commitment’ to occupational health and safety when workplaces themselves are changing and unstable.
• To examine how managers in such changing environments make decisions about occupational health and safety.
• To examine how health and safety policy is implemented in new economy workplaces.
• To explore characteristics of new economy workplaces.
||This research will interest the Workplace Safety and Insurance Board Policy Branch as it evaluates the effectiveness of current occupational health and safety policy in changing work environments. It will also be relevant to researchers interested in work organization, contingent workplaces and workplace health , and to health and safety organizations.
Judy Clarke, Institute for Work & Health (IWH)
Ellen MacEachen, Institute for Work & Health (IWH) (email@example.com)
Institute for Work & Health (IWH)
||Qualitative, health and safety, workplace organization