Prevention of musculoskeletal disorders within management systems: A scoping review of practices, approaches, and techniques

Yazdani, Amin; Neumann, Patrick; Imbeau, Daniel; Bigelow, Philip; Pagell, Mark; Wells, Richard

doi:10.1016/j.apergo.2015.05.006

Cited by 38 publications

(25 citation statements)

References 39 publications

(61 reference statements)

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“…Integration of OHSAS 18001 throughout the process and organizational frameworks could improve the performance of OHS in reality, not on paper. Organizational actions such as involvement of employees in OHS/OHSAS 18001 practices, OHS training, and enhancement of safety culture could facilitate this integration (Badri et al, 2012;Yazdani et al, 2015). Such integration could result in continuous improvement of OHS and OHSAS 18001 performance, and sustainable prevention of occupational injuries, illnesses and accidents.…”

Section: Discussionmentioning

confidence: 99%

Factors that influence the maintenance and improvement of OHSAS 18001 in adopting companies: A qualitative study

Ghahramani

2016

Journal of Cleaner Production

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Many organizations are adapting to the requirements of occupational health and safety management systems worldwide. Despite the considerable acceptance of the systems for managing occupational health and safety in organizations, there is still no clear consensus on their effectiveness. The present study aimed to identify potential areas for improvements based on the experience and perception of the managers who worked in companies that are adopting the occupational health and safety assessment series 18001 standard in Iran. Sixteen semi-structured interviews were conducted with the managers. A qualitative study design using a grounded theory approach was used to analyze the gathered data. Eleven categories emerged to explain the influencing factors that hinder or facilitate the effectiveness of the standard in the companies: (1) management commitment; (2) safety communication; (3) employee involvement; (4) integration; (5) training; (6) safety culture; (7) internal incentives; (8) enforcement; (9) occupational health and safety authority' support, (10) auditing, and (11) external incentives. Moreover, a conceptual model was developed based on the categories. The commitment of the senior managers to safety and their support of the system in practice can facilitate the improvement of the adaptation to the standard in the companies. Conducting efforts to train employees about occupational health and safety and to involve them in the practices required by the standard can help the companies in creating a positive safety culture. The development of a new inspection program with more enforcement on occupational health and safety legislation by the authorities would help the companies to adopt the requirements of the legislation. The application of an enforced policy by accreditation bodies to check the third-party auditing process could also increase the quality of auditing and help to improve the effectiveness of their systems to achieve a better occupational health and safety performance.

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Section: Discussionmentioning

confidence: 99%

Factors that influence the maintenance and improvement of OHSAS 18001 in adopting companies: A qualitative study

Ghahramani

2016

Journal of Cleaner Production

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“…In past studies, the PE program often was viewed as a stand alone program, created to solve a specific problem, but it did not fit within the companies’ management system (Yazdani, et al, 2015). In the current study, many barriers to the PE program were outside of the contractor and worker control such as the design of the structure and project schedule.…”

Section: Discussionmentioning

confidence: 99%

Evaluation of a participatory ergonomics intervention in small commercial construction firms

Dale¹,

Jaegers

Welch

et al. 2016

American J Industrial Med

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Background Work-related musculoskeletal disorders (WMSD) among construction workers remain high. Participatory ergonomics (PE) interventions that engage workers and employers in reducing work injury risks have shown mixed results. Methods Eight-six workers from seven contractors participated in a PE program. A logic model guided the process evaluation and summative evaluation of short term and intermediate impacts and long term outcomes from surveys and field records. Results Process measures showed good delivery of training, high worker engagement, and low contractor participation. Workers’ knowledge improved and workers reported changes to work practices and tools used; contractor provision of appropriate equipment was low (33%). No changes were seen in symptoms or reported physical effort. Conclusions The PE program produced many worker-identified ergonomic solutions, but lacked needed support from contractors. Future interventions should engage higher levels of the construction organizational system to improve contractor involvement for reducing WMSD.

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“…Unfortunately, the dissemination, adoption and implementation of these control actions are slow and challenging [37]. This is because controls are often implemented as part of a stand-alone ergonomics programme [34], yet the lack of coherency within existing business processes minimises their effectiveness and sustainability. Additionally, an isolated approach is vulnerable to financial downturns [34].…”

Section: Prevention Measures That Can Be Taken In the Workplacementioning

confidence: 99%

“…The challenges that organisations may face to prevent workplace injuries, including MSDs can be addressed by integrating injury prevention activities and approaches, using harmonised concepts and terminology, into existing broader management systems and frameworks (i.e. quality and environment management systems) [34,38,39]. By integrating prevention activities into central business functions, a novel integrative approach is taken which is sustainable and can be positioned at an organisationallevel using a continuous improvement approach [34,39].…”

Section: Prevention Measures That Can Be Taken In the Workplacementioning

confidence: 99%

“…quality and environment management systems) [34,38,39]. By integrating prevention activities into central business functions, a novel integrative approach is taken which is sustainable and can be positioned at an organisationallevel using a continuous improvement approach [34,39]. Previous research found that integrating injury prevention into a broader organisational framework and management systems, not only leads to a healthier, safer, and more productive workforce, but also enhances organisational success and overall performance [39].…”

Section: Prevention Measures That Can Be Taken In the Workplacementioning

confidence: 99%

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Musculoskeletal health in the workplace

Crawford

Berkovic

Erwin

et al. 2020

Best Practice & Research Clinical Rheumatology

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Prevention of musculoskeletal disorders within management systems: A scoping review of practices, approaches, and techniques

Cited by 38 publications

References 39 publications

Factors that influence the maintenance and improvement of OHSAS 18001 in adopting companies: A qualitative study

Factors that influence the maintenance and improvement of OHSAS 18001 in adopting companies: A qualitative study

Evaluation of a participatory ergonomics intervention in small commercial construction firms

Musculoskeletal health in the workplace

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