Supervisors and Safety Performance
Supervisors play a key role in any project's performance in terms of safety. Additionally, they are essential in sustaining and developing a successful safety culture. Increased benefits for the investors result from such a secure environment. If a high ROI is to be attained, customers should track and evaluate the performance of overseers, their participation, and their progress. This essay also underlines the necessity to inspire supervisors to increase their engagement and, as a result, their performance.
Monitoring Supervisor Activities
A measuring system must be implemented in order to guarantee that supervisors are proactive and dedicated to achieving safety performance. This determination of their involvement can be achieved by coming up with specific parameters for monitoring supervisor activities (Manuele, 2013). What an investor wants are high-profit margins within the stipulated time frame. The clients must, therefore, evaluate to determine whether the supervisors work maximally to post the desired output. The first step towards the realization of supervisory control in any project is measurement. It leads to a better understanding, regulation, and improvement of significant issues. To achieve this, clients can employ the KPIs (Key Performance Indicators) tool. The supervisors can then be rated against the listed parameters in the system.
Inspiring Supervisors to Improve Performance
Secondly, measures need to be put in place to ensure that supervisors realize that they are being observed. Afterwards, they get more motivated to engage more actively in attaining a high safety performance. Also, taking a psychological approach towards inspiring project administrators would largely contribute to their effectiveness. One of the employed techniques is making their performance public. Since measurement alone does not lead to increased work output, the management should share the different aspects of supervisor performance (Heppner et al. 2008). Further, such a reactivity or psychological phenomena, resulting in a change in the behavior of supervisors, can be demonstrated using The Hawthorne Effect. When the Western Electric employees realized that they were being watched through increased illumination, their performance improved notably (Porter 2012). As well, to get project overseers more involved, an accountability board can be developed. The table monitors their accountability regarding weekly audits, participation in safety meetings, and filling the attendance register.
The Role of Frontline Supervisors
Frontline supervisors play a chief role in ensuring that investors benefit maximally from production, safety, and quality performance processes. They monitor every aspect of the daily activities while sealing any loopholes involving the regular running of the projects. As a result, the clients minimize possible losses and cut on unnecessary expenditure which translates to higher returns on capital invested. Likewise, supervisors contribute largely to creating a link between employees and the management. They act as a rational bridge ensuring that the employee's activities yield maximum results. Besides, they report any hitches in the project directly to the administration warranting quick response to resolve any arising issues. Such reactions and staff oversight increase profits (Krause, 2008).
Cost-effectiveness of Measurement and Monitoring
The concept of implementing measurement and monitoring control measures on supervisors is quite sensitive. First, clients do not have to worry that hiring and monitoring a supervisor imposes a new cost. On the contrary, the investor only pays for tracking activities which are already taking place. Secondly, clients can employ cheap and reliable KPI systems which include Microsoft Excel and low-priced monthly subscriptions programs. Though the ROI varies for different projects, studies have shown that for every $1 that is invested towards the management of safety, the client can expect saving returns ranging from $3 to $6 (Huang et al. 2009).
Conclusion
In conclusion, I would recommend that companies should raise the compliance levels of supervisors through correction of behavior, implementing effective programs, policies, procedures, and processes. In so doing, the clients realize increased supervisor involvement and that the laid down objectives are met. These factors accompanied by the identification of parameters to be measured, increased observation on supervisors, and making their performance public motivates them further to enhance their safety performance. Such monitoring should be done cautiously to ensure that supervisors remain encouraged, provide feedback regarding the progress, and report any changes. As a result, the client realizes high ROI, a secure place of work, safety culture, and reduced project costs.
Reference
Heppner, P., Wampold, B. & Kivlighan, D. (2008). Research design in counseling Belmont, CA: Thomson Brooks/Cole.
Huang, Y-H., Courtney, T.K., Leamon, T.B., et al. (2009, April). Financial decision-makers’ views on safety: What SH&E professionals should know. Professional Safety, 54(4), 36-42.
Krause, T.R. (2008). The contribution of supervisors and middle managers to safety performance. Occupational Hazards, 70(9), 28.
Manuele, F.A. (2013). On the practice of safety. Somerset, NJ: Wiley John & Sons.
Porter, C. (2012). The Hawthorne Effect today. Industrial Management, 54(3), 10-15.
