Influencing sub-contracted operatives' attitudes and behaviours towards improved health and safety culture in construction

Abstract

PurposeHealth and safety is an important issue in workplaces, and despite safety procedures becoming more strict, serious accidents are still happening within the UK construction sector. This demonstrates poor performance in the implementation of safety procedures on construction sites. One of the key challenges is the unwillingness of the site workforce, especially the subcontracted operatives, to adhere to safety provisions on construction sites. As such, this study investigates the strategies for enhancing safe behaviour amongst subcontracted operatives in the UK construction industry.Design/methodology/approachThe study used exploratory sequential mixed method research, involving interviews and questionnaires as means of data collection, and thematic analysis, reliability analysis and exploratory factor analysis as methods of data analysis.FindingsThe study suggests that various carrot and stick measures are expected to be put in place as part of the strategies for enhancing safe behaviour amongst subcontracted operatives. These include adequate enforcement of safety practices by the management, operative engagement and motivation, commendation and rewards, site safety targets, leadership style and motivation.Originality/valueApplication of the suggested measures could enhance safety on construction sites, as it provides practical measures and solutions for inculcating safety behaviours amongst the site operatives who are most likely to be the victims of site accidents.

Interface management of offsite bathroom construction: a conceptual model

“…It is argued that "simple" manufactured elements such as structural steelwork, pre-cast sills and lintels and timber roof trusses are components that fit into a traditional construction approach (Gibb, 2001;Davidson, 2009;Goh and Loosemore, 2017;Lawson et al, 2014) . Davidson (2009), Ajayi et al (2019) confirm that some elements of offsite have been prevalent in traditional post-Second World War construction, not only in the form of component parts but also as whole buildings. Soares (2013) however argues that full exploitation will not occur until change takes place within the organisational process and people factors that dominate traditional construction.…”

“…Rausch et al (2019) and Talebi et al (2020) suggest that the process factor of tolerance has a major impact on the quality outcome of a product, none more so than the manufacture, prefabrication and installation of offsite bathrooms. Ajayi et al(2019) argue that, although better quality is achieved in an offsite environment, it would be a folly to assume that no defects will ever occur, emphasising the need for the contractor's project manager and team to be upskilled in the education and management of offsite construction. Goodier and Gibb (2007) and Pan and Goodier (2012) also identified cost as a further barrier to the uptake of offsite construction.…”

“…A comparative study of the UK manufacturing industry relative to offsite construction identified the following factors as implicit to the execution (Gibb, 2001): client/design team, WLC, quality, supply chain management, leadership, design management and tolerance. Furthermore, Ajayi et al (2019) argue that the current supply chain model within the construction industry impedes the growth of offsite construction mainly as a result of the inherent short-term adversarial relationships that dominate. Moreover, an Australian study by Blismas and Wakefield (2009) identified design management, tolerance, perception, WLC and lean construction as factors that can have an important influence on the success of offsite construction.…”

“…Pryke (2004) posits that the current procurement routes are a main contributor to the many interface problems that occur on all forms of construction projects. Moreover, the role of the project manager in the control of interfaces is considered an emerging theory in construction management, with some proposing that to manage the various interfaces, a project management system that incorporates a designated interface manager and uses state-of-the-art IT systems should be used (Shokri et al, 2016;Ajayi et al, 2019;Razkenari et al, 2020).…”

“…Andujar-Montoya et al (2015) however argue that this role can also be an impediment in traditional construction. Ajayi et al (2019) call for a greater level of upskilling to fulfil the role in relation to offsite, echoed by Yu et al (2019) in respect to the offsite/ onsite interfaces. Communication is contested as important in the three domains of traditional, offsite and interface management.…”