Page 175 - Serious Incident Prevention How to Achieve and Sustain Accident-Free Operations in Your Plant or Company

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144 Serious Incident Prevention

concerns, but compliance with the SSIP rule and other guidelines will allow
the benefits of reinforcement to be realized while minimizing unwanted
side effects. Delivery of reinforcement should be contingent upon perform-
ance completed rather than as a “bribe” intended to force a future outcome.
Reinforcement should be specific to the achievement and, whenever feasi-
ble, based upon performance data. To avoid being perceived as insincere, in-
dividuals must conduct sufficient research to understand the achievement
they intend to reinforce. Managers must also avoid harboring a hidden
agenda in their reinforcement efforts. Resentment is certain if employees
perceive self-promotion as the manager’s real purpose in publicizing indi-
vidual or team contributions.
Management should avoid over-reliance on tangible reinforcers, such as
cash, gift certificates, clothing, or other items. Individuals receiving tangi-
ble awards often perceive the level of appreciation as proportional to the
value of the recognition item received—“We saved the company a hundred
grand; how can that be worth only a T-shirt?” Furthermore, when rein-
forcement is based on tangible recognition, employees are often disap-
pointed unless the value of items received escalates over time. Individuals
rationalize that if a ball cap was given for working a year without a lost-time
accident, certainly two years should merit a lined jacket, and perhaps a $100
bonus for the third year.
Compliance with the SSIP rule can become treacherous when rein-
forcement is focused on tangible items. Tangible reinforcers are often diffi-
cult to administer in a specific, immediate, and personal manner. Rather
than a satisfactory experience, reinforcement initiatives can become stress-
ful for the manager if employees begin to consider tangible reinforcement
as a standard part of the compensation package with an expectation for
awards to continually escalate. The “it takes big bait to catch big fish” phi-
losophy can create havoc. In order to maximize the “payout,” individuals
may rationalize massaging the data used to measure performance. Such fil-
tering of data is a major disservice to the organization when the potential
consequences of performance deficiencies include serious incidents.
Tangible reinforcers, however, do have an appropriate place in rein-
forcement processes. In some circumstances, the prudent use of tangible re-
inforcers can help facilitate effective communication of the reinforcement
message. For example, the serving of snacks or lunch can provide an en-
hanced setting for effectively communicating a message of thanks for a job
well done. Reinforcers with symbolic value, such as plaques, team photo-
graphs, or ball caps can also be effective in helping communicate appreci-
ation for performance.
What is perceived as desirable reinforcement may vary among individ-
uals and from team to team. Astute managers and team leaders should main-