Managing Safety and Operations

Abstract

Safety and operations appear complementary in organizations with JMS practices in that there is no penalty for either safety or operational outcomes.

Safety in context: routines and the effect of a balanced safety and operations focus on worker perceptions and performance

“…These findings complement previous research, while adding evidence from the individual worker level of analysis, that a tradeoff between safety and operations does not necessarily need to exist (Pagell et al. , 2015; Tompa et al. , 2016).…”

“…Operations Focus Measurement Scale (OPS). We measured operations focus utilizing scales from Tompa et al. (2016), adjusted to capture individual worker perceptions of the described practices and routines related to OPF and MOO.…”

“…, 2001). Therefore, routines within a balanced approach may include a process focus and monitoring of operations, accountability for safety among managers and line workers, the design and improvement of work considers safety, management commitment and communication of safety as a top priority, and safety as part of performance management for managers and workers (Tompa et al. , 2016).…”

“…Similarly, in work settings with a high operations focus, workers know operational objectives and the best way to conduct tasks to achieve objectives. Moreover, managers employ continuous monitoring and measurement to ensure workers’ adherence to procedures and task accomplishment (Tompa et al. , 2016).…”

“…Taken together, it is expected that workers’ safety and operational performance are highest when they perceive managers enact a high safety and operations focus in the work setting (Tompa et al. , 2016).…”