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}\.sociatc Vice- Prc:sidem.
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ADDRESS
38S8 Ulliwrsiry Drive
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TEL: 778.782.-1152
I'.\X:
778.782.4860
www.sfu.ca/vpre~clrch
SCUP 10-38
OFFICE OF THE VICE'-l'RESIDENT, RESEI\RCH
ATTENTION Sarah Dench, Secretary
Senate Committee on Unlverslt Plannln ISCUPJ
FROM Norbert Haunerland, Associate Vice President, Research
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~------------
RE
Centre for Workplace Health and Safety
DATE April 26, 2010
Attached is a proposal from Dr. D. Shapiro, for the establishment of the Centre:-
tor
Workplace Health and Safety.
I recommend approval
as
a research Centre according to Policy 40.01. Once approved
by SCUP the proposal should be sent to Senate and the Board of Governors for
information.
Motion:
That SCUP approves the "Centre for Workplace Health and Safety" as a
Rest~an:h
Centre for a 5 year term.
:J
.>~
.------------~~-----
Dr. Norbert Haullcrbnd
Associate Vice-President, Research
Attachment
C:
Dr. D. Shapiro. Dean. Faculty of Business Administration
~IM()N
l'I1ASEII U"IIV!'.IlSI I'Y
THINKING
or-
THf WOR
SFU
Proposal
Centre for Workplace Health and Safety
Submitted by:
D. Shapiro, Dean
Faculty of Business Administration
Simon Fraser University
May, 2010
Centre for Workplace Health and Safety
Statement of Purpose
The proposed Centre for \\lorkplace Health and Safety seeks to contribute to the susrainability of
organizations and communities. Its aim is to increase the safety, health and welfare of employees and,
by extension, the safety, health and welfare of those who arc impacted by sHfety issues in the
workplace:
family members, employers, customers, suppliers, amI nearby communities.
Focusing on
West Coast industries (fisheries, forestry, mining, wood product manufacturing,
construction, and transportation), the Centre will address the human resource management aspects
of health and safety in order to provide a missing complement to other approaches to occupational
health and safety such
as epidemiology, kinesiology, and ergonomics.
Using a collaborative, interdisciplinary and solution-oriented approach, the Centre 'will
• generate knowledge that has an applied impact on workplace safety;
• conduct collaborative and multidisciplinary research to capture diversity in approaches and
intervention methods;
• provide training and education to the academic and practitioner communities; and
• disseminate evidence-based knowledge to the academic community, practitioners, policy
makers and other stakeholders.
The Centre has initial sponsorship funding from CN Rail and WorkSafeBC and will be housed at the
Segal Graduate School
of Business, in downtown Vancouver.
Need for the Centre
\Vork-related injuries and deaths continue to occur at an alarming rate in Canadian workplaces. Over
a thousand (1,038) work-related fatalities were recorded last year, and 307,814 Canadian workers
suffered injuries serious enough to be compensated either for wages lost due to time
off work or for
a pcnnanent disability.
I
British Columbia is not exempt from this trend, with 160 work-related
fatalities and 63,159 time-loss injuries during this same time period.
2
When broken down by industry,
these figures show elevated levels
of deaths and injuries in specific industries such as forestry, mining,
construction, transportation and health care.
According to recent estimates, five employees die every
working
day from occupational injuries
in
Canada (this represents one employee in approximately
15,000
each year); one employee in 38 is injured seriously enough to miss at least one day of work;
and one time-loss injury occurs every 19 seconds worked,
'['he
figures arc similarly troubling
wht~n
considering occupational disease, In llritJsh Columbia, 3,490
compensation claims wc.re accepted in 2008. \\fork days lost between 2004 and 2008 amounted to
1,018,200 at a cost
of $326,190,000.
3
Clearly, the [mancial and psychological cost of occupational
disease, injuries and fatalities is
enonnous for individuals and families, as well as organizations.
The importance of oq,t:tnizational pr:lctices, policies and intervention gtratcgies to workplace health
and safety cannot be overstated: when
a job is re-designed, for instance, this can improve working
I Association ofWorkcrs' Compcnsation Boards of Canada, 2009
(lU1~\'W\V
q'YChC.(lq'
/ft)lnnlon/a~sl·ts/l1wisplahlc.;,/hi
~Un)m;lr)
iuri~dicli()n
pdf-
"!!p:f1\\"ww,awchc.orl'/coIDllLQllLam~i~lllablr</fjll
summary jtUj,d;clioll.p.dQ
2 Association of Workers' Compensation Boards of Canada, 2009
(bup://\\"\yw.a\vcbr
OWl
cnmlnQl1/a~o,;e"
/ nwi.:;plt,hle;,/hi
'iUmllljl[)'
i"ri~(licdon
pdf:
hup.,I
(W\\ .... ,..tl\\Th(,oo'!commQn ia ..... c;t .. /nwl ..
prtlbJc;~ifat
... utntn3C)" juri.;.dinjnn.pdf
3 \V'orkSafeBC, 2009 (http://,,,,w.wock<aich, enm /puhl;q.;on<! [(:port'/SI;!!;'!;" fl:PQrI'
/i!,;'c!.;/pd(/'.al<:!~Ifl.pdi;
p.73)
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conditions, workload, work pace, schedule, role stressors, career security factors, interpersonal
relations, and job content.
The creation of a healthy and safe work environment has major implications in terms of costs but, as
current research indicates (Barlow & Iverson, 2005),4 equally important is its positive impact on
employees in terms of increased trust, commitment, job satisfaction, productivity and quality of
work, lower absenteeism and turnover.
lviost organizatiolls manage occupational health and safety with a control-oriented approach, using
rules
to
enforce behaviours, and punitive actions
to
increase rule compliance,
en~n
as the recognition
is growing that alternative strategies are needed to better manage the occupational health and safety
of employees.
An area of critical interest in this connection is the study of what researchers call "safety climate" that
is, the perceptions employees have
of their work environments with respect to safety policies,
procedures, and rewards. For example, the commitment-oriented approach
of high-performance
work systems have been observed to result in employees' positive perceptions
of safety climate, while
safety climate not only leads to improved safety behavior such
as employees' safety compliance and
participation in safety-related activities,
but also to fewer injuries. Hence, the ability to develop and
maintain a safety climate in the workplace
is one of the keys to successful health and safety programs.
Core Activities
The Centre's
acti\~ties
will focus on (1) Research; (2) Outreach; and (3) Undergraduate, Graduate and
Practitioner Education. In its initial phase
of operation, the Centre's emphasis will be on research,
research training and the expansion
of existing networks, both within the academic and stakeholder
communities. Educational and
other activities that will be informed by ongoing research at the
Centre
will be developed and phased in on an ongoing basis.
Research
Research at the Centre for Workplace Health and Safety \Y-ill examine the causes and predictors of
workplace health and safety, and discuss the outcomes and implications with regard to practice,
policy, and intervention with stakeholders. Its
orit~ntation
will be toward proacrjve and preventative
rather than
reactiYe measures.
The Centre for Workplace Health and Safety will draw on the research strengths of faculty within
FBA and across
SFU whose work has focused on health and safety issues.
Dissemination and Outreach
The Centre \,.rill create and publish a working paper series on a dedicated wcbsite. It will support an
outreach
program offering both community-oriented lectures featuring outstanding intcrnatiollal
scholars,
as well as acatkmic confercllces on topical subjects. Together with \\!orkSafcBC, the Centre
will also support public forums on topics of relevance.
Education
In collaborarjon with the Faculty of Busincss j\dministration's Learninp; Strategies Group, the Centre
for
\Vorkplace Health and Safety will dcvelop a training program to ensure that managers acquire the
knowledge and skills that allows them to
realize the long-term bcncfits of creating and maintaining a
safety climate \vithin their organizations. In its efforts to reach employers
i.n the fisheries, forestry,
mining, or wood product: manufacturing industries, the Centre
wi\l benefit from the considerable
expericnce the Learning Strategies Group has developed in offering management training in remote
4
Barlow. L
&
Iverson. R.D. (2005).Workplace Safety. In Barling. J .• Kelloway. E.K ..
&
Fronc. M. (Eds). Handbook
of Stress 247-266). Sage Publications.
SFU
communities in British Columbia. Research training opportunities and funding for students at all
levels will be available.
Institutional Context
The establishment of the Centre for \'{'orkplace Health and Safety represents one of the Faculty of
Business
Admini~tration's
key objectives as indicated in its Research Strategy (see Appendix 1),
which foresees the
l'stablj~lIllH~nt
of a number of t{;s{;arch centres that [OCIIS Oil local cktllcngcs and
capitalize on its faculty's research strengths. The Cenu'e will reflect the Faculty of Business
Administration's recently adopted i\1ission and
Core Value Statements (sec .\ppendix 2) and seeks to
align itself with the i\[ajor
Objectives as outlined in the current SFU Strategic Research Plan (see
Appendix 3).
Funding
The Centre currently has an endowment ofS500,000 from CN Rail and WorkSafeBC.
It
is in the
process
of seeking additional long-term funding for its activities through additional pri\'ate sector
sponsorships and research grant funding.
The Centre is self-sustaining and there \vill be no budget
implications on
Simon Fraser Uni\.ersity.
Governance
The Centre for \,\Torkplace Health and Safety ,,,111 conduct its acti"ities in accordance with Simon
Fraser University policies (R40.01, Centres and Institutes). If the Constinltion of the Centre and
University policies differ on an issue, University policy
will
prevail. This Centre will be established for
a 5 year period, which may be renewable according to paragraph 3.6.3
of A40.0 1.
According to R40.01 (revised January 2010) the Centre for Workplace Health and Safety falls under
the direct authority
of the Dean of Business Administration. The Dean will be the administrative
officer responsible for the governance and budgetary accounts
of the Centre.
Internal Governing Procedures
The proposed governance structure is as follows:
Centre Director
TIle Director of the Centre for Workplace Health and Safety will be appointed by the
Dean
of the Faculty of Business Administration under ad,.isement from the Centre's
Ad,.i$()fY Committee. The tl'rm of office fOf the Director will normally be three years.
Associate Director
An Associate Director mar be appointed
by
the Centre Director under advisement from thc
Centre's Advisory Committee.
The term of office for the Associate Director will normally be
three years.
Advisory Board
The Centre will be governed
by
an Advisory Board whose composition is described below.
~Iembers
will be appointed by the Dean on recommendation by the Centre Director.
j\ppointmcnts shall be
on a three-year term, with the possibility of rencwal. Members will
include: 3 industry rcprcsentatives including, in thc first instance, represelltatives from
WorkSafeBC and
eN
Rail; 2
SFU
faculty members including, in the first instance,
representatives from the Faculty
of Business Administration and Health Sciences; and
representatives from other research Centres, universities and government agencies.
"
.
SFU
Centre Director
Dr. Rick Iverson
An internationally acknowledged expert and leading scholar in the field of I-Iuman Resource
hfanagement,
Dr. Rick Iverson has published over 50 refereed research articles and book chapters in
the areas of human resource management and organizational performance, with a major focus on
workplace health and safety. He
currently serves on the editorbl board of the
journal
~r
Ot"Cltptlliolttl/
Ileallh PS), .. h%gy
and is a member of the adjudication committee of the
PS), .. hologit"a/!y He,lIt'?)' IForkp/r.Jt"e
Colltl/Jomlillf:
in
Bl"iti~h
Columbia and the
Be If/'01*/)/(}((: kImtal
Health
<:'5"
.,'1ddidirIllJ Jdt'llli/k COll/mil/c':'.
Adlisory Board Members
The Centre will be gO\'erned by a board comprised of Centre .\ssociates and senior business leaders.
Indi\'iduals on the board will reflect the Centre's multi-disciplinary mandate. Representati\'es of
donors to this initiative will be invited to sit on the Centre for \\'orkplace Health and Safety Board;
additional board members
will be recruited from researchers at ocher Centres \vith complementary
mandates and from the business community.
Prospective Board members include:
Dr. Julian Barling, School of Business, Queen's University
Dr. Kevin Kelloway, Canada Research Chair in Occupational Health Psychology, Saint
~Iary's
University and Director of (]:\,T
emlre for O,,:rtpationa/ Health and
Sa.fo!)'
Tim Takaro, Faculty of Health Sciences, Simon Fraser University
Dr. Helen De Cieri, Department of r-.Ianagement, Monash University
Dr. Hasanat Alamgir, Occupational Health and Safety Agency for Healthcare (OHSAH)
Associate Members of Centre for Workplace Health and Safety
The Centre for Workplace Health and Safety will seek to involve and work with Canadian and
international scholars and organizations active in the area
of health and safety studies.
Associate member status
will
be proposed by the Centre Director and approved by the Advisory
Committee. Associate members \",ill be invited to attend the Centre's annual meetings and may work
on projects and initiatives undertaken by the Centre.
Potendal Associates of the Center include:
FBA:
Drs. Carolyn Egri, David Hannah, Brenda Lautsch, Tom Lawrence, Gervase Bushe, Chris Zatzick,
Natalie Zhao
SFU:
Dr. John Calvert, Faculty of Ilealth Sciences
Camilla:
Dr. Daniel Skarlicki, Sauder School of Business, University of British Columbia ami
Be
COllstruction
Safety
Network
!vir. David Stuewe, Dalhousie University
Intcrnatirmtl/:
Dr. Dov Zohar, Faculty of Industrial Engineering and Management, Israel Institute of Technology
.
"
SFU'
Appendix 1: FBA Research Strategy
Research Strategy
Centre for Global
Workforce Strategy
CMA Centre
for Strategic
Change and
Performance
Measurement
Centre
for Global
Asset and Wealth
Management
• Pending Senate approval
Jack Austin Centre for
Asia Pacific Business
Studies
Centre
for
Workplace
Health and
Safety.
CIBC Centre for
Corporate
Governance and Risk
Management
SFU BUSINESS
S! t.t 0
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k: ..
S:: R
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y
.,
,
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.. SEU!
Appendix 2: FBA Mission and Core Values
Our Mission
By
creating and communicating
powerful ideas, we educate and
inspire the founders, leaders and
managers of organizations that are
internationally competitive, locally
responsive,
and sustainable.
_
SFU OUSINtSS
!
S
I
~-t
0 "" ;.
I~
-\ ...
l:;
f~
l:tJt".lC::
p ..... , ;.(
Responsible Leadership.
We value a learning environment that
engages, inspires and
challenges our students to become thoughtful,
principled and responsible leaders.
The Power of Ideas.
We value the development of creative and
innovative ideas.
We support a collaborative research culture that sustains
excellence and promotes external relevance.
o
Global Perspective.
We value the multi-cultural nature of our location. It
inspires our participation in the global exchange of ideas that connects our
community to the world.
o
Responsive Engagement.
We value relationships with our
stakeholders that
help thr1m achieve their goals. We endeavor to
contribute to the emergence of metropolitan Vancouver as a centre for
knowledge creation and innovation.
o
Diversity.
We value an environment that respects and embraces diversity
in all its forms and believe that diversity is a source of innovation.
o
Collegiality.
We value an academic and work environment in which
people treat each other honestly, courteously and with each other's best
interests
in mind. We value pluralistic, inclusive decision-making.
9
I
SFU OUSINESS
~iM()N
FRA~F.R
JNIV(I-lS,";"y
-. ' ,SF'U'
Appendix 3: SFU Strategic Research Plan (Excerpt)
Major Objectives of the Strategic Research Plan (2010.2015)
The SRP is intended to serve as a road map for establishing the focus, infrastructure, and
capability that
is necessary to improve the research performance of the University. The SRP
articulates the University's strengths by identifying integrative research themes that cross
disciplinary and administrative boundaries. New discoveries
in Canada and around the world are
being made by interdisciplinary teams of investigators organized to address research questions
that are multidimensional and inspired
by global societal, environmental, and economic change.
The themes of research are consistent with the sub-priorities of the
S& T Strategy of Canada.
The major objectives of the SRP are to:
• Maximize opportunities for discovery and innovation;
• Promote internationally competitive research and scholarship;
• Cultivate excellence through selective investment in emerging areas of research;
• Facilitate collaborations across disciplinary and institutional boundaries;
• Recruit and retain outstanding students, research fellows, and faculty;
• Encourage effective communication and dissemination of research results;
• Optimize use of our research and scholarship resources;
• Recognize the full value of intellectual property;
• Achieve thematic coherence in the expression of SFU's research interests;
• Engage all our communities for the benefit of society.
Research Environment
We seek to enhance a research environment at SFU that is responsive to new challenges and
opportunities. We regularly offer social networking events to encourage the University community
to share expertise from across the different sectors of the University.
We expect that promising
collaborative efforts will be seeded and will continue to develop.
Selected areas will be fostered
through further education, for example by inviting
internationally renowned academics to SFU for
limited periods ranging from one month to one year. These individuals will act as catalysts for
further development of strategic initiatives, and serve as mentors for faculty, postdoctoral
fellows,
and graduate and undergraduate students. We will invest in key faculty positions and in the
recruitment of exceptional students.
We will be opportunistic, taking full advantage of special
situations and resources as they develop.
We will host colloquia and conferences to broaden our
knowledge
of leading-edge research around the world. We will continue to participate actively in
global initiatives and build bridges to international partners 01 exceptional calibre, facilitating
faculty, postdoctoral and student exchanges, and supporting student internship programs
in
partner countries.
In this context, SFU's Centres and Institutes will playa critical role. SFU has close to 50 research
centres that fall under the direct authority of individual Deans. There are also 18 research
institutes that report to the Vice-President Research, have a University-wide mandate, and
represent
SFU's activity as part of multi-university consortia. These Centres facilitate
collaborative research, especially
multi-disciplinary research; undertake specific types of teaching
or training programs; facilitate multi-university initiatives, such as
Centres of Excellence; and
provide specific types of services to the community. Many of our
Centres and Institutes also play
an important role
in disseminating the results of university-based research to the public sphere,
and contributing sgnificantly to public policy decis
A""
SIMON FRASER UNIVERSITY
LIBRARY
Library Course Assessments
The Library participates in the course approval process for new courses at both the undergraduate and graduate
levels.
By Senate motion (S.93-11) "no new course should be approved by Senate until funding has been
committed for necessary library materials." A Library review should be conducted after new course proposals have
been approved by the department or school curriculum committee, before being considered by the Faculty
curriculum committee. New courses will not be approved at the Senate Committee on Undergraduate Studies
(SCUS) or Senate Graduate Studies Committee (SGSC) until a Library review has been completed. Even if the
department states that no new library resources are required, a report from the Library
is required to confirm this
view.
To submit course proposals for review by the Library, forward the following materials to Gwen Bird, Associate
University Librarian, Collections Services:
• course proposal forms
• complete course outline
• reading list created for the course, if any
• date of Faculty curriculum committee meeting (or other deadline for library report)
An assessment will be done to evaluate whether the Library's holdings and present collection development
activities are adequate
to support the new course. If no new library resources are required, the course will be
added to the appropriate list below indicating the library is adequately resourced to support the course.
If additional library resources are required, a full report will be created and linked below, and the associated costs
will
be identified. The costs may be one-time, to fill gaps in holdings, or ongoing. for example, to start new journal
subscriptions, or sustain book collecting in areas not now included in the Library's collection scope.
If costs are
attached, the department or school
is asked to transfer the required funds to the Library's materials budget.
Questions about the process can
be directed to Gwen Bird.
No Additional Library Resources Required
Unless otherwise indicated, these courses require no additional library resources based on a course location of
SFU Burnaby. In many cases, if the courses were to be offered at SFU Surrey or Vancouver or as off-campus
courses, additional Library costs might be involved. Please contact Gwen Bird for details.
Centre for Education on Research and Policy
Centre for Research on International Education
Centre for Research on Sexual Violence
Centre for the Study of Gender, Social
Inequities and Mental Health
Centre for the
Study of Public Opinion and Political Representations
Centre for Workplace Health and Safety
B.Sc. in Biomedical Physiology (School
of Kinesiology)
Blse 413,830,831,832,833
If
BUS 427
CMNS 357
CMPT 375. 626. 628. 627. 781. 828, 895, 896
DEVS 801
EASC 405. 601. 602
ECON 372
EDUC 375, 403. 438, 454, 484, 810
ENGL 432, 433
ENV
100, 200,300,400,450. 650
FPA
285.313 (Woodwards), 462, 485
FREN 217, 226, 245, 275,331,332,333,334,340,341.342,343,352,407,417, 420, 440,441,442, 444, 852
GEOG 318, 657
GERO 415
Graduate
Diploma in Public Health Practice
GSPP
817.818,819,820.821,822.823.824,827,828,829
HIST115, 311, 323, 330,463,476,893
HSCI 349.407, 412, 479, 493. 494,726,727.845,843.851,888,887.902,903,904,905
IAT 847
IS 309, 319. 329, 802
Jack Austin Centre for Asia Pacific Business Studies
MACM 203, 204, 294
MBB 242, 566, 821, 822, 823, 861. 862, 863
PHIL 318
POL 311, 338,452
PSYC 391
PUB 330, 350, 355, 375, 401, 450, 477, 478
WS 3xx (Public Policy for Women)
Completed Library Course
Assessments
BUS 467.489
CRIM436. 380.
458. 459. 480. 481
ENSC 280
HSCI8XX
HSCI PhD and ILIAD
MA in Humanities
SystemsOne at Surrey
Archived Library Course Assessments
