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THE HAPPINESS FACTOR: Happy Employees Are Safer Employees

机译：幸福因素：快乐的员工是更安全的员工

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摘要

The happiness factor is real and it really works. Cognitive psychology has replaced behaviorism as the dominant field in scientific psychology. Behavior-based schemes may work on routine frequent tasks, but they have little value in avoiding low-frequency, high-consequence events. Some even argue that focusing on minor incidents may decrease the likelihood of seeing early warning signs of low-frequency, high-consequence incidents (Manuele, 2018). According to the Baker Panel report on the BP Texas City refinery incident:BP has emphasized personal safety in recent years and has achieved significant improvement in personal safety performance, but BP did not emphasize process safety. BP mistakenly interpreted improving personal injury rates as an indication of acceptable process safety performance.... BP's reliance on this data, combined with an inadequate process safety understanding, created a false sense of confidence that BP was properly addressing process safety risk. (BP U.S. Refineries Independent Safety Review Panel, 2007)A new generation safety approach will target the ability of positive psychology or happiness factor to affect the decision-making processes before the unsafe behavior happens and, more importantly, will address nonroutine low-frequency, high-consequence events.Employee well-being can be measured. The transparency and trust gained by conducting a validated survey can lead to actions that improve safety and overall work performance. The consequences of these actions can be observed in follow-up surveys to retool and continuously improve the organization's happiness factor.
机译：幸福因素是真实的，它真的有效。认知心理学已经取代了行为主义作为科学心理学的主导领域。基于行为的方案可以在常规频繁任务上工作，但它们在避免低频，高后果事件方面具有很小的价值。有些人甚至认为专注于小事可能会降低看到低频，高后果事件的预警迹象的可能性（Manuele，2018）。根据BP德克萨斯城炼油厂事件的贝克小组报告：BP近年来强调了个人安全，并取得了个人安全性能的显着改善，但BP没有强调过程安全。 BP错误地解释了提高人身伤害率作为可接受的过程安全性能的指示...... BP依赖这一数据，结合过程安全了解不足，创造了BP正确地解决了流程安全风险的虚假信心。 （BP U.S. Refineries独立安全审查小组，2007年）新一代安全方法将针对积极心理或幸福因素影响决策过程的能力，在不安全的行为发生之前，更重要的是，将解决非排列低频，高后果事件。员工井可以衡量。通过进行验证的调查获得的透明度和信任可能导致改善安全和整体工作绩效的行动。这些行动的后果可以在随访调查中进行，以便重新加速，不断完善组织的幸福因素。

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