An evaluation of a new instrument to measure organisational safety culture values and practices

Díaz-Cabrera, Dolores; Hernández-Fernaud, Estefanía; Isla-Díaz, Rosa

doi:10.1016/j.aap.2007.03.005

Cited by 54 publications

(37 citation statements)

References 19 publications

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“…Safety studies have measured the policies and procedures that are in place in organisations with positive safety cultures. However, "it is practically impossible to develop safety rules and procedures that respond to all given situations in organizations", Diaz-Cabrera [13]. It is, thus, important to understand which values underpin the safety practices of organisations which known for their positive safety cultures because such values ultimately impact on behaviour, despite the policies and procedures that are in place.…”

Section: The Role Of Safety Leadership In Safety Managementmentioning

confidence: 97%

A Study on the Leadership Behaviour, Safety Leadership and Safety Performance in the Construction Industry in South Africa

Skeepers

Mbohwa

2015

Procedia Manufacturing

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Review on recent publications of employee safety to investigate the relationship between leadership behaviour, safety communication and performance in the construction industry. Method: The study is a cross sectional study, over 348 questionnaires were e-mailed to construction companies in Gauteng, with 155 valid responses received and 44.5% valid response rate achieved. Confirmatory Factor Analysis was carried out to test the factor structure and determine if the composite reliability was significant with a factor loading of > 0.5, resulting in an acceptable model fit. Through the analysis of SPSS, the results show that leadership visibility and behaviour affects safety culture and safety performance in the construction industry. Safety performance was affected and improved with contingency leadership and a positive safety organisational culture. The study suggests improving safety performance by providing well-entrenched safety management systems with the foundation being, safety leadership, communication, commitment and employee training.

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Section: The Role Of Safety Leadership In Safety Managementmentioning

confidence: 97%

A Study on the Leadership Behaviour, Safety Leadership and Safety Performance in the Construction Industry in South Africa

Skeepers

Mbohwa

2015

Procedia Manufacturing

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“…It reflects the observable efforts or practices that conducted by all organizational members towards improving OHS on a daily basis13 ) . The aspects of safety culture include management commitment to safety4, 14, 15, 16, 17 ) , employee involvement4, 9, 15, 17, 18 ) , safety communication16, 17, 18, 19, 20 ) , safety training15, 16, 17, 20, 21, 22, 23 ) , reward system24 ) , reporting system23, 24 ) , employee empowerment24 ) , policies and procedures of safety management system9 ) , pressure for production16 ) , local work practices and supervision22 ) , and the existence of a learning culture18 ) . The existence of a strong safety culture has been demonstrated to have a positive influence on safety performance in many industrial settings14 ) .…”

mentioning

confidence: 99%

Diagnosis of poor safety culture as a major shortcoming in OHSAS 18001-certified companies

Ghahramani

2017

INDUSTRIAL HEALTH

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The evaluation of safety performance in occupational health and safety assessment series (OHSAS) 18001-certified companies provides useful information about the quality of the management system. A certified organization should employ an adequate level of safety management and a positive safety culture to achieve a satisfactory safety performance. The present study conducted in six manufacturing companies: three OHSAS 18001-certified, and three non-certified to assess occupational health and safety (OHS) as well as OHSAS 18001 practices. The certified companies had a better OHS practices compared with the non-certified companies. The certified companies slightly differed in OHS and OHSAS 18001 practices and one of the certified companies had the highest activity rates for both practices. The results indicated that the implemented management systems have not developed and been maintained appropriately in the certified companies. The in-depth analysis of the collected evidence revealed shortcomings in safety culture improvement in the certified companies. This study highlights the importance of safety culture to continuously improve the quality of OHSAS 18001 and to properly perform OHS/OHSAS 18001 practices in the certified companies.

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“…Nevertheless, organizational culture is a polemic and complex concept that requires considerable theoretical and empirical clarification (see for a review Aaltio & Mills, 2002;Cooper, Cartwright, & Early, 2001;Díaz-Cabrera, Hernández-Fernaud, & Isla, 2007;Martin & Frost, 1996;Wilpert, 1995). In our opinion, the key divergences in perspective are as follows:…”

Section: Knowledge Management Systems and Organizational Culturementioning

confidence: 99%

Organizational Culture and Knowledge Management Systems for Promoting Organizational Health and Safety

Díaz-Cabrera

Hernández-Fernaud

Ramos-Sapena

et al. 2010

Contemporary Occupational Health Psychology

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This chapter provides an introduction to the role of organizational culture in the implementation of knowledge management systems in health and safety promotion. The first section introduces the notion of health in organizations and its relationship with occupational health psychology. Subsequent sections discuss the role of organizational culture as a potential enabler or barrier in the implementation of knowledge management systems. Finally, we put forward a proposal in regard to the role of cultural barriers and enablers in the development of a specific knowledge management system within the framework of a research project conducted by the authors.Intervention-focused research on the promotion of organizational health and safety is significant both socially and scientifically. Intervention research within occupational health psychology has highlighted the need for a multilevel approach that combines individual, social, and organizational perspectives. This procedure calls for a comprehensive and holistic modus operandi that is capable of facilitating high-level information processing which, in itself, is a prerequisite for the maintenance of a healthy organization. To this end, knowledge management systems can provide a useful working philosophy.The incorporation of such systems into organizations frequently involves a process of organizational change in which culture plays a critical role as a barrier or enabler. Even when a process of change is not required, the organizational culture must be consistent with the underlying objectives of the system that is to be implemented. Likewise, the organization's practices and values must be oriented to organizational learning and to health and safety promotion, in order that both the knowledge management system and health and safety promotion activities form part of its day-to-day operations. These notions underpin the development of the following sections of this chapter.

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An evaluation of a new instrument to measure organisational safety culture values and practices

Cited by 54 publications

References 19 publications

A Study on the Leadership Behaviour, Safety Leadership and Safety Performance in the Construction Industry in South Africa

A Study on the Leadership Behaviour, Safety Leadership and Safety Performance in the Construction Industry in South Africa

Diagnosis of poor safety culture as a major shortcoming in OHSAS 18001-certified companies

Organizational Culture and Knowledge Management Systems for Promoting Organizational Health and Safety

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