MGT616 OCCUPATIONAL HEALTH AND SAFETY STRATEGIC PLANNING AND PERFORMANCE MEASUREMENT ASSIGNMENT 2

Assessed Learning Outcome(s):
7.2 Calculate, apply and evaluate data from a range of sources to assist in strategic planning and performance measurement.
7.3 Compare and contrast strategic planning and performance measurement options for a given situation and make recommendations.

Conditions:
This is a compulsory assignment. It must be submitted and counts towards your final result for this paper.
The completed assignment is to be submitted to your facilitator via Blackboard by the due date.

ASSIGNMENT INSTRUCTIONS

Word Count: 2000 words (+/– 10%), excluding referencing
References: a minimum of 6 academically relevant and subject matter orientated sources should be used to support your work
Contribution to overall course mark: 35%
Style: Essay

Qualification outcome expectations:

Research and referencing: You are required to engage in some research into the theories or concepts underpinning this topic and use other relevant sources beyond the provided reading material in order to successfully complete this assignment. Ensure you are choosing relevant academic sources and using them well to support your arguments. Ensure you include citations and a full reference list using the latest APA guidelines.

Presentation guidelines:
Work is expected to be word-processed and submitted as a Word document or PDF, using a clear, readable font and be within 10% of the given word count (excluding any referencing). Include your name, student number and the paper code and assignment number as a header or footer. Reports should include headings or subheadings as required. Essays should include an introduction, body and conclusion. Spellchecking (NZ English) and proofreading of work prior to submission is strongly encouraged.

ASSIGNMENT TASK

Introduction

This assignment requires you to demonstrate your ability to calculate, apply and evaluate data from a variety of sources to support strategic planning and performance measurement within an organisational context.

Data sources may be obtained from within your own workplace context, or from your own scholarly research that contains data in alignment with the assignment requirements that follow. Research must be appropriately APA referenced.

Assignment requirements

Part 1: Calculating, applying and evaluating data (45%) LO 7.2

Word count: 1200 words

Data collection

• Identify and gather data from at least four distinct sources (2 external, 2 internal) that are related to organisational health, safety and wellbeing.
• Examples of internal sources may be: human resource investigations, financial indicators, incident reporting, exposure monitoring reports, employee and worker meetings, workplace audits, investigation reports.
• Clearly outline the source of each dataset and explain its relevance in assisting in strategic planning and performance measurement.
• Examples of ‘performance measurement options’ are: incident rates; near miss rates; noise level readings; and any other lead, or lag, indicator rates that can be actually measured.

Data evaluation

• Critically evaluate the accuracy, reliability and relevance of the data and sources
• Assess how effectively the data assists in strategic planning and performance measurement in a health, safety and wellbeing context.

Data calculation and application

• Perform calculations and analyses using the collected data. This may include statistical analysis, trend identification, or key performance indicator calculations
• Apply the insights from your analysis to formulate recommendations for strategic planning and performance measurement in a health, safety and wellbeing context.

Part 2: Comparing and contrasting strategic planning and performance measurement options (35%) LO 7.3

Word count: 800 words

Compare and contrast strategic planning and performance measurement options for the scenario provided below and make recommendations for improvement in planning and performance measurement.

Case Study: Koru Construction Ltd. – Navigating Health, Safety, and Wellbeing Challenges in a Growing Industry

Background

• Koru Construction Ltd., established in 2010, is a mid-sized construction company headquartered in Auckland, New Zealand. The company employs approximately 150 staff, including office personnel, site managers, and construction workers. Koru Construction has gained a solid reputation for delivering high-quality residential and commercial building projects, often working in partnership with local councils and private developers.
• As the company has expanded, it has faced increasing complexity in managing projects across multiple sites. This growth has amplified challenges in maintaining consistent health, safety, and wellbeing (HSW) practices.

Current Challenges

• Inconsistent Safety Protocols Across Sites: Site managers independently enforce safety practices, leading to variability in compliance and outcomes. Some sites excel in implementing robust measures, while others exhibit a more reactive approach, addressing issues only after incidents occur.
• Employee Wellbeing Concerns: Staff surveys reveal high levels of workplace stress, citing tight project deadlines and physical demands. Many workers report experiencing fatigue and mental health struggles, which are often unaddressed due to stigma around discussing mental health in the construction industry.
• Limited Data on HSW Performance: While Koru Construction tracks workplace incidents (e.g., lost-time injuries and accidents), there is no comprehensive system to monitor leading indicators such as near-miss reporting, employee engagement with safety initiatives, or wellbeing program participation rates.
• Compliance Risks: Although the company complies with minimum legal requirements under the Health and Safety at Work Act 2015, audits by external regulators have flagged gaps in proactive risk management and safety culture.

Strategic Goals
To address these challenges, the company’s senior leadership team has set three primary goals:

• Develop a Consistent and Proactive HSW Strategy: Create a unified strategic framework for HSW, emphasising prevention and early intervention.
• Enhance Data-Driven Decision-Making: Establish systems to collect, analyse, and act on HSW performance data.
• Promote a Culture of Safety and Wellbeing: Build a workplace environment where safety is ingrained in everyday practices, and employee wellbeing is a shared priority.

Context-Specific Details

• Koru Construction manages 8–10 projects simultaneously, ranging from small residential builds to multi-million-dollar commercial developments.
• Workers often move between sites, requiring clear communication and consistent safety practices to prevent confusion and lapses.
• The construction industry in New Zealand faces labor shortages, with workers in high demand. This has led to overburdened staff and higher turnover, further complicating efforts to maintain consistent safety practices.
• While the company uses basic tools for project management, it has yet to adopt advanced digital solutions for HSW, such as real-time monitoring apps, wearable tech, or AI-driven risk analytics.
• Koru Construction employs a diverse workforce, including Māori, Pasifika, and migrant workers, who bring unique cultural perspectives and potential language barriers to safety and wellbeing discussions. Leadership recognizes the need for culturally sensitive approaches to engage workers effectively.

Your Role

As a newly appointed Health, Safety, and Wellbeing Consultant, you have been tasked with designing an integrated HSW strategy for Koru Construction. Senior leadership expects your recommendations to address:

• How strategic planning should be approached to align with the company’s goals and New Zealand legislation.
• What performance measurement systems would best track HSW outcomes and support continuous improvement.
• How to foster a culture of safety and wellbeing, ensuring inclusivity and engagement across the workforce.

To support your analysis, you have access to the following:

• A recent employee survey highlighting concerns about stress, fatigue, and a lack of communication around safety practices.
• Incident data from the past two years, showing trends in common injuries and accident hotspots.
• Feedback from site managers expressing the need for clearer safety guidelines and better tools for monitoring compliance.

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