Why employees \"love\" to violate rules – you’ll understand after reading this article

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——A brief analysis of the objective factors behind violations of rules and disciplines: Such violations often cause headaches for safety managers. All kinds of methods such as critical education, repeated reminders, and stricter penalties have been tried, yet it seems they yield no results. On the surface, there appears to be a reduction in violations of rules and regulations, but upon closer inspection, it turns out that some people are still pretending to comply while actually ignoring the rules. Upon closer examination, we find that behind violations of rules and regulations there are often some objective factors that influence employees’ behavior. I. Inherent shortcomings of the rules and regulations themselves: Some union members have asked why the \"Safety Operating Procedures for Specific Positions\" are so cumbersome to use, requiring much time and effort Firstly, safety operating procedures are formulated with ensuring operational safety as the primary prerequisite; the purpose determines the characteristics of such systems, and the time and effort required, as well as the increased production costs, are all aimed at safeguarding the safety of employees. Secondly, when developing operating procedures, it is necessary to take into account those with lower technical skills; therefore, some of the operational standards are set at relatively strict levels. Once again, when drafting operating procedures, a 2:8 ratio is generally used, so as to align with the operating habits of over 80% of the employees. Among the remaining 20% of employees, those with lower competence may make mistakes even when following standard procedures, and could even cause accidents. On the other hand, some employees with higher overall qualifications feel that the guidelines for writing procedures are \"too\" strict. “Challenging rules and regulations has become a means for some employees to demonstrate their abilities. II. Insufficient “supporting” work related to the systems: In many enterprises, the relevant supporting systems are not developed (or revised) in a timely manner when the main systems are established, which leads to unnecessary difficulties in the implementation of those systems, preventing employees from following them properly. For example, a company requires its employees to install cylinder caps when transporting gas cylinders, yet in reality, the cylinders delivered by the gas station do not come with such caps. There are also some companies that, due to considerations such as cost, fail to repair or even ignore the malfunctions of certain \"auxiliary\" safety facilities (as determined by those companies themselves). It’s even impossible to expect employees to abide by rules and regulations. III. “Conflicts” between other corporate systems and safety systems: Conflicts between these systems are a significant factor contributing to employees’ violations of rules and regulations. On the one hand, companies expect employees to abide by rules and regulations, while on the other hand, they demand that employees work faster and produce more results (often as an implicit requirement). When weighing benefits against losses, workers often choose the benefits and engage in illegal operations. Driven by interests, some middle and lower-level managers in enterprises also turn a blind eye to such behavior or even give orders that violate regulations, thereby inadvertently reinforcing employees’ violations of rules and discipline. IV. The impact of “personal relationships” on the implementation of systems In most companies, “personal relationships” often affect the implementation of systems. At present, few companies regard “security issues” as an absolute red line that must not be crossed. Personal relationships more often influence the implementation of certain systems. Some employees believe that even if they are caught violating rules and regulations, having connections won’t result in too great a loss. Naturally, I also dared to act as I pleased without any fear. V. The randomness of accidents caused by violations, combined with the randomness of being caught violating rules, results in even lower costs associated with such violations. Driven by profit motives, violations of rules and regulations are more common among employees in some enterprises.