Safety coaching: a literature review of coaching in high hazard industries

Abstract

Purpose-The purpose of this paper is to critically review the research literature on safety coaching, with a particularly focus towards work in safety critical environments such as oil and gas, manufacturing and driving. Design/methodology/approach-A literature review was undertaken of existing research to assess whether safety coaching could be applied in the offshore oil and gas industry. Findings-The paper suggests that coaching may offer some potential in helping support learning, behavior change and is consistent with feedback and development approaches used in behavioural-based safety. Research limitations/implications-Further research would be needed to test the value of coaching to this new environment. Practical implications-The paper informs practice on the development of coach training for safety coaching offshore. Originality/value-The paper offers a new understanding of the potential of safety coaching in a new area of practice.

Organizational conditions for engagement in quality and safety improvement: a longitudinal qualitative study of community pharmacies

“…Our findings indicate aspects of organizational design and functioning that would set the scene for improvement. Staff at the frontline could be directly supported through the process of change – for example, through the provision of learning resources or through a targeted coaching intervention [ 46 ]. However, they also need to be in conditions that provide the capacity for them to participate in quality and safety improvement.…”

Safety “works”: the influence of safety coaching on work engagement

“…Furthermore, safety coaching involves employers' attempts to engage their employees' intellect, sharing their perspectives and including them during decision-making (Wu, 2005). Safety coaching enables organizations to enhance safe working behaviors among their members (Geller et al, 2004) by fostering the central values of empathy, emotion and empowerment (Geller, 2011), setting expectations, and inculcating a sense of accountability and responsibility among them (Passmore et al, 2015). It has also been found to encourage safe behaviors among employees amid the COVID-19 pandemic (Draghici et al, 2022;Subramaniam et al, 2023;Unur et al, 2022;Zhang et al, 2020).…”

“…At the same time, continuing to work in an uncertain world with increased constraints such as lockdowns and social distancing has also proven to be an arduous task. In such a stressful and challenging situation, safety coaching invokes a sense of autonomy among employees since it entails being empowered and getting involved in the decision-making process (Geller, 2011;Passmore et al, 2015). Moreover, when employers provide safety coaching, employees can meet their goals as they receive more guidance from their employers, who act as role models (Wu, 2008).…”

“…The question that follows is whether organizations also reap other benefits beyond safety behaviors as they utilize safety coaching amid the COVID-19 pandemic. Interestingly, research suggests that the influence of safety coaching on job attitudes and workplace behaviors is underresearched (Passmore et al, 2015). Even within the context of the COVID-19 pandemic, only a handful of studies have examined and observed the impact of safety coaching on non-safetyrelated outcomes, such as the reduction of emotional exhaustion (Lahlouh et al, 2023).…”

Coaching psychology: Exploring definitions and research contribution to practice?

“…In the UK and Australia, the term itself has slipped in popularity being replaced by the term wellbeing coaching. Although the term life coaching remains popular in North America, coaching continues to grow and spread to new areas beyond business and sports to areas including driving development (Passmore & Rehman, 2012;Wilmott & Wilmott, 2018), safety coaching (Passmore, Krauesslar & Avery, 2015), maternity and childcare (Golawski et al, 2013) and marital relationships (Williams & Williams, 2011;Ives & Cox, 2015).…”