This seminar paper deals with the topic of occupational health management (BGM). This topic is particularly interesting for students who want to work in a human resources department. Because coworkers of a personnel department are the main responsible persons of the BGM. The fact that there are already more than 30 bachelor's and master's degree programs in the field of occupational health management throughout Germany speaks for the high relevance of this topic in scientific theory and in practice in companies.
Today's working world is characterized by outsourcing, globalization and flexibilization, which increases the individual's health burden. The demographic change leads to the fact that the average age of the employees increases more and more. Therefore, it is of great importance to promote older employees within the framework of BGM. Due to stress at the workplace, extended working hours and a high intensity of work, the number of physical, but also mental illnesses is growing. In addition to classic illnesses such as back pain caused by long periods of sitting, depression and burn-out syndrome are on the rise. Many companies have not yet recognized the advantages of BGM and are struggling with high absenteeism and fluctuation rates. A holistic, sustainably applied BGM can increase employee motivation, reduce the number of illnesses, lower costs and improve the employer image.
In order to give a brief insight into the contents of this paper, we will discuss its structure and delimitation in the following. Due to the complexity of the topic we create first with the historical development and the definition of the terms BGF (Betriebliche Gesundheitsförderung) and BGM a basis. In the following we go into the legal framework and the involved actors of the BGM. Furthermore, we explain which instruments and measures are available to companies for the implementation of occupational health management. Subsequently, in the chapter "Benefit analysis", we discuss the intangible and tangible benefits for employees and companies. Furthermore, we show by means of a practical example that the implementation of a health management system also makes sense in small companies.
Table of contents
List of abbreviations
1. Introduction
2. Basics of occupational health management
2.1 Historical development
2.2 Legal framework
2.3 Principles
2.4 Actors
3. Instruments of occupational health management
3.1 Occupational health report
3.2 Risk assessment
3.3 Employee survey
3.4 Health circles
3.5 Operational reintegration management
3.6 Working Group health
4. Occupational health management measures
4.1 Nutrition program
4.2 Company sports
4.3 Company outings
4.4 Stress management
4.5 Addiction prevention and management
4.6 Ergonomic workplace design
5. Benefit analysis of occupational health management
5.1 Benefits from the employee's point of view
5.2 Benefits from the company's point of view
6. Practical example of a BGM based on the company Rödl and Partners
7. Conclusion
List of references
List of abbreviations
Abbildung in dieser Leseprobe nicht enthalten
1. Introduction
This seminar paper deals with the topic of BGM (occupational health management). This topic is particularly interesting for students who want to find a job in a human resources department because employees of a human resources department are the main persons responsible for the BGM. The fact that there are already more than 30 Bachelor's and Master's degree programmes in the field of BGM throughout Germany speaks for the high relevance of this topic in scientific theory and practice in companies.1
Our current world of work is characterized by outsourcing, globalization and flexibilization, which increases the individual health burden of the individual.2 Demographic change means that the average age of employees continues to rise. Therefore, it is of great importance to promote older employees within the framework of the BGM. Stress at work, extended working hours and high work intensity are increasing the number of physical as well as mental illnesses. In addition to the classic diseases such as back pain due to long sitting, depression and burn-out syndrome are steadily increasing.3 Many companies have not yet recognized the advantages of BGM and are struggling with high absenteeism and fluctuation rates. A holistic, sustainable BGM can increase employee motivation, reduce the number of illnesses, reduce costs and improve the employer image.
In order to give a brief insight into the contents of this term paper, we will discuss its structure and demarcation in the following. Due to the complexity of the topic, we first create a basis with the historical development and the definition of the terms BGF (workplace health promotion) and BGM. In the following, we will discuss the legal framework and the actors involved in the BGM. Furthermore, we explain which instruments and measures are available to companies to implement a BGM. Afterwards, in the chapter benefit analysis, we will discuss the immaterial and material benefits for employees and companies. Furthermore, we use a practical example to show that the implementation of a BGM also makes sense in small companies. The conclusion is the conclusion of our term paper, in which we take up the topic as a whole again and critically examine it.
2. Basics of occupational health management
2.1 Historical development
The WHO Ottawa Charter of 1986 is regarded as the cornerstone of today's BGM, as it is regarded as a guideline for the development of concepts and the international dissemination of bgf. Core statements on the GFA of the Charter are a holistic psychosomatic understanding of health and a concept of work and lifestyle. The aim is to achieve the following goals:
- Increase personal and environmental resources
- Improvement of social and organisational conditions
- Strengthening personal skills.4
In 1997, the ENWHP (European Network for Workplace Health Promotion) established the following binding definition in order to better clarify the term BGF: "Workplace health promotion is a modern corporate strategy that prevents illnesses in the workplace, strengthens health potential and improves well-being in the workplace."5 This definition was drawn up within the framework of the Luxembourg Declaration. The Luxembourg Declaration is regarded as the basic document of the GFA in the EU.
In 1998, the Cardiff Memorandum was adopted by the European Network for GFA. The memorandum is intended to lay the foundation for the creation of suitable infrastructures for GFA in SMEs. Since SMEs have fewer time, human and financial resources and a low degree of infrastructure than companies with more than 100 employees, the implementation of GFA measures is therefore more difficult.6
In order to spread BGF more widely in Germany and to promote the development of a health-promoting design of the world of work, the DNBGF (German Network for Workplace Health Promotion) was founded in 2002. The network is supported by the Federal Ministry of Economics and Labour and works together with various health insurance companies and the German statutory accident insurance.7
BGM is spoken of if sustainable structures and processes are in place in a company that permanently drive BGF forward.8 For the realization of such structures and processes, various instruments and measures are necessary, which are discussed in more detail in points three and four of this term paper.
2.2 Legal framework
In the Federal Republic of Germany, there are a large number of laws and ordinances on the subject of GFA. These include:
- The Works Constitution Act (BetrVG)
- The Occupational Safety Act (ASiG)
- The Working Time Act (ArbZG)
- The General Equal Treatment Act (AGG)
- The Workplace Ordinance (ArbStättV)
- §3 and §5 of the Occupational Safety and Health Act (ArbSchG) obliges to determine and implement measures of occupational safety and health and the safety of employees. According to §4 of the Occupational Safety and Health Act, these measures can be divided on the one hand into measures that serve to improve working conditions (relationship prevention) and on the other hand into measures that lead to health-friendly behaviour (behavioural prevention).9
- §20 of SGB V paragraph 1-3 contains provisions on GFA and prevention by the statutory health insurance funds.10
- §1 and §14 of the SGB VII contain provisions for the prevention of work-related health hazards through the statutory accident insurance and provisions that regulate cooperation with health insurance companies.11
- § 84 paragraph 2 of the SGB IX prescribes a company reintegration management. Companies must be committed to maintaining the health of all employees who are sick longer and often.12
2.3 Principles
The ENWHP has established four principles for successful and sustainable GFA measures:
- Principle of participation: Involvement of the entire workforce.
- Principle of integration: Consideration of GFA in all areas of the company and in all important decisions.
- Principle of holistic approach: Expansion of protective factors as well as health potentials and reduction of risks. Application of behavioural and relationship-oriented measures.
- Principle of project management: Systematic implementation of the measures in the steps of needs analysis, prioritization, planning, execution, control and evaluation.13
2.4 Actors
In order for a BGM to be holistic, effective and successful in the company, it is necessary that all other company members are involved in addition to the employees. Furthermore, the use of offers from external specialists, e.g. physiotherapists, nutritionists and trainers for executives as well as institutions and networks makes sense. Among the most important actors of the BGM are:
- Employees as the primary target group should develop competencies in the field of health in order to actively influence their health in a positive way and to be able to help shape working conditions.14
- Managers are responsible for internal communication and influence the well-being of employees through their management style. Through their management style, they also have a great influence on the working atmosphere, mental health and motivation of employees.
- Company doctors and safety specialists can support the introduction and implementation of the BGM as health experts.
- Employee representation can increase the acceptance of a BGM among employees and thus facilitate the implementation of BGM measures.15
- The human resources department takes over essential tasks with the management, control, coordination, monitoring and evaluation of the measures of the BGM.16 Accordingly, a BGM is based on the human resources department in larger companies. In smaller companies without their own human resources department, the manager and/or the company management take over the tasks of the human resources department.
- The company management should have a positive attitude towards the topic of BGM and is responsible for providing sufficient financial, human and time resources.
- The statutory accident insurance obliges companies to ensure the health and integrity of their employees and therefore finances preventive measures.
- Health insurance companies cooperate with companies in the introduction, implementation and expansion of their BGM. For this purpose, health insurance companies offer brochures, advice and both seminars and BGM measures.17
[...]
1 cf. http://www.iga-info.de/fileadmin/Veroeffentlichungen/ Einzelveroeffentlichungen/UEbersicht_Studiengaenge_Betriebliche_Gesundheit_2.pdf
2 cf. DAK, Betriebliches Gesundheitsmanagement,2006, p.11
3 Cf. ibid., p.5
4 cf. Meggender O./Pelster K./Sochert R., Betriebliche Gesundheitsförderung in kleinen und mittleren Unternehmen, 2005, S.18
5 cf. DAK, Betriebliches Gesundheitsmanagement , 2006, S.16
6 cf. http://www.fgoe.org/presse-publikationen/downloads/broschueren-folder
7 See http://www.dnbgf.de/fileadmin/texte/Downloads/uploads/dokumente/2009/DNBGF_Imagebroschuere.pdf
8 cf. Pfaff H./ W. Slesina, Effektive betriebliche Gesundheitsförderung. Konzepte und methodische Ansätze zur Evaluation und Qualitätssicherung, 2001, S.32
9 cf. http://medien-e.bghw.de/gv/arbschg/4.htm
10 cf. http://www.gkv-spitzenverband.de/Praevention_Leitfaden.gkvnet (As of 18.10.11)
11 cf. DAK, Betriebliches Gesundheitsmanagement, 2006, p.33
12 cf. http://www.perwiss.de/betriebliches-gesundheitsmanagement.html (As of 18.10.11)
13 Cf. http://www.move-europe.de/fileadmin/rs-dokumente/dateien/Dateien_2011/Luxemburger_Deklaration_09_11.pdf, pp.2-4
14 cf. AOK Gesundheitsförderung im Betrieb. Ein Konzept mit Zukunft, 1995, p.9
15 cf. Jancik J.M., Betriebliches Gesundheitsmanagement. Produktivität fördern, Mitarbeiter binden, Kosten senken, 2002, p.166f
16 cf. DAK, Betriebliches Gesundheitsmanagement, 2006, p.29
17 Cf. ibid.
- Citar trabajo
- Sebastian Anderer (Autor), 2011, Occupational health management in companies, Múnich, GRIN Verlag, https://www.grin.com/document/1222617
-
-
-
-
¡Carge sus propios textos! Gane dinero y un iPhone X. -
-
¡Carge sus propios textos! Gane dinero y un iPhone X. -
-
¡Carge sus propios textos! Gane dinero y un iPhone X. -
-
¡Carge sus propios textos! Gane dinero y un iPhone X. -
-
¡Carge sus propios textos! Gane dinero y un iPhone X. -
-
¡Carge sus propios textos! Gane dinero y un iPhone X. -
-
¡Carge sus propios textos! Gane dinero y un iPhone X. -
-
¡Carge sus propios textos! Gane dinero y un iPhone X.