Fatigue complaints are frequent and important problems affecting people's quality of life and creating puzzles for the General Practitioners they consult. Little is known about what actions people undertake to deal with fatigue, and even less about their success. As revealed by multivariate analyses health-related action patterns can classify people as being particularly successful or unsuccessful in dealing with their complaints of chronic fatigue. This study suggests that a few actions applied in combination and in a concentrated manner constitute the basis for a successful action pattern. The number, type and predictive power of the relevant actions vary depending on the persons in question: having chronic diseases or not and being under 44 or over 44 years old.
This paper presents the findings and recommendations of a study on the management of competence in the areas of Health, Safety and Environment from an organizational perspective. A conceptual model is developed which describes the management of business processes and the aspect controls for the associated business risks. Within the study, HSE is considered as one of the business risk areas. Progress in competence management in each of the elements of the model was assessed through a survey. The results of this survey support the integrated approach, which is being developed. Skills portfolios have recently been formulated, covering the technical disciplines and business skills for individuals and teams. These skill requirements are supplemented with the required competencies to execute the tasks and maintain' the barriers identified in the Hazard and Effect Management Process [1]. Results from a case-study confirm the value of the approach in the development of learning and training programmes as well as provide a tool to assess and demonstrate the extent to which the existing competence assurance programmes match the requirements identified in HSE cases.
TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractMany Exploration and Production (EP) companies world-wide have made significant investments in setting up formal Health, Safety and Environmental management systems. The challenge is now to convert these investments into performance improvements. In this paper it is argued that a good "return on investment" will depend on: 1. The level of integration with general business controls and management systems: more integration means more impact, 2. The strength and quality of feedback loops: good feedback loops make the useful elements of a management system more effective and ensure timely removal of uncontrolled growth, 3. The clarity of the longer-term vision: an HSE management system is a means to an end. Without a clearly defined "end" vision and policies, even the best HSE-MS may result in only marginal improvements and consequently disappointments. The question "Is your HSE-MS in Action?" has to be answered negatively. In the end it is people, not Management Systems, who get into action. Which is why the clear longerterm vision is so important. Management systems alone do not motivate people to get into action. Motivation is created by building a shared vision on shared values and by translating this into a concrete strategy and goals.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
customersupport@researchsolutions.com
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.