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This facet of "social responsibility" doctrine is brought into sharp relief when the doctrine is used to justify wage restraint by trade unions. The conflict of interest is naked and clear when union officials are asked to subordinate the interest of their members to some more general purpose. If the union officials try to enforce wage restraint, the consequence is likely to be wildcat strikes, rank-and-file revolts and the emergence of strong competitors for their jobs. We thus have the ironic phenomenon that union leaders--at least in the U.S.--have objected to Government interference with the market far more consistently and. | The Business Case for a Healthy Workplace By Joan Burton Senior Strategy Advisor Healthy Workplaces IAPA 4P4 It s About Making A Difference. Table of Contents I. What Produces Worker Health .2 II. Why Bother with a Business Case .2 III. How is a Healthy Workplace Defined .2 IV. Strategic Business Drivers.3 A. The Financial Costs.3 1 The Cost of Doing Nothing.3 a. The Concept of Stress.4 b. Examples of Cost Data.4 2 The Benefits of Doing Something.6 3 Cost-Benefit Analyses.7 B. Organizational Profile.8 1 Employer of Choice.8 2 Corporate Social Responsibility.8 3 Social Exhaust .9 C. The Legal Case.9 1 Due Diligence.9 2 Legislation Related to Personal Health Practices.10 3 Legislation Related to the Organizational Culture Psychosocial Environment . 1 1 V. Implementation Processes and Tools.12 A. Effective and Validated Tools.12 VI. Summary. 12 VII. Endnotes. 13 .IAPA It s About Making A Difference. The Business Case for a Healthy Workplace IAPA Industrial Accident Prevention Association 2008. All rights reserved. The Business Case for a Healthy Workplace By Joan Burton Senior Strategy Advisor Healthy Workplaces I. WHAT Produces Worker Health When looking at employee health and well-being it must be recognized that a worker s health is produced by two factors what workers bring with them to the workplace in terms of heredity personal resources health practices beliefs attitudes and values and what the workplace does to employees once they are there in terms of organization of work in both the physical and psychosocial sense. The employer has total control over the second factor and can exert a strong influence on the first factor. II. WHY Bother with a Business Case In considering the Business Case for creating a healthy workplace many employees unions and other worker advocates may well ask Why do we need a business case at all Isn t there a moral responsibility for employers to send workers home from work as healthy and whole as when they came to work Each .
