The effects of positive feedback on housekeeping and accidents at a shipyard

Näsänen, Merja; Saari, Jorma

doi:10.1016/0376-6349(87)90001-0

Cited by 33 publications

(4 citation statements)

References 17 publications

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“…In some studies, monetary or token rewards were used to induce safe behaviour (Zohar, 1980). In other studies rewards were given in the form of graphically displayed performance feedback posted at the work place (Nasanen and Saari, 1987;Fellner and Sulzer-Azaroff, 1984). In yet other studies, practices such as goal setting (Reber et al, 1984) or training (Komaki et al, 1980) were combined with feedback.…”

Section: Behaviour Modificationmentioning

confidence: 99%

Construction site safety in Hong Kong

Lingard

Rowlinson

1994

Construction Management and Economics

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The structural characteristics of the Hong Kong construction industry, most notably its elaborate system of subcontracting and the casual basis on which labour is employed, pose serious problems for safety managers. By international standards, Hong Kong's construction industry performs very badly in the area of safety. Recent work in the UK and Finland highlights the effectiveness of behavioural techniques to improve safety performance on construction sites. Work is currently under way to test these techniques in the Hong Kong construction setting. The structural properties of the Hong Kong construction industry have been taken into consideration and labour commitments to the group and to the organization have been identified for additional consideration in research. It is expected that these variables will intervene in the application of behavioural techniques to determine their effectiveness. This paper investigates the theoretical background to commitment at the group and organizational level and presents a site-level research model which is illustrative of the possible effects that group and organization level commitment may be found to have on the use of behavioural techniques.

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Section: Behaviour Modificationmentioning

confidence: 99%

Construction site safety in Hong Kong

Lingard

Rowlinson

1994

Construction Management and Economics

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“…Although there are a number of studies that document the effectiveness of providing feedback and incentives on safety performance and accidents (e.g., Komaki, Barwick, & Scott, 1978;Nasanen & Saari, 1987;Saari & Nasanen, 1989), the vast majority of this research has provided feedback and reinforcement directly to the groups themselves. In other words, they did not rely on the leader to deliver the feedback or incentives.…”

Section: Safety-specific Leader Behaviorsmentioning

confidence: 99%

The role of leadership in safety.

Hofmann¹,

Morgeson²

2004

The Psychology of Workplace Safety.

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Leadership has often been cited as playing a critical role in safety performance, particularly in the practitioner literature (Cooper, 2001;Geller, 2000;Grubbs, 1999). Although safety climate and culture research often reference leadership in an indirect way-for example, by tapping into employee perceptions of leaders' commitment to safety-there has been proportionally very little research investigating leadership per se. As such, the purpose of this chapter is threefold: (a) to provide a brief overview of the leadership-based safety research conducted to date; (b) to integrate this safety research into a general overview of selective leadership theories that we believe are relevant for safety performance; and (c) to discuss the implications and future research opportunities for the various leadership theories, particularly those that have been underresearched to date. SAFETY-ORIENTED LEADERSHIP RESEARCHWe should mention at the outset that, with a few exceptions, we do not review safety climate research in this chapter even though much of this research highlights the importance of management's commitment to safety.

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“…Various studies have covered many different kinds of behavior, safe operating of machines, wearing personal protective devices, proper lifting techniques, and correct hand movements when entering data into a computer. We have utilized positive feedback to improve housekeeping at work (Nasanen and Saari, 1987;Saari and Nasanen, 1989).…”

Section: Typical Phases Of a Feedback Programmentioning

confidence: 99%

“…The next phase is to measure the baseline. In our first experiment on housekeeping (Nasanen and Saari, 1987), observation tours were conducted two to three times a week at varying times. The experiment took place at a shipyard.…”

Section: Typical Phases Of a Feedback Programmentioning

confidence: 99%

Successful implementation of occupational health and safety programs in manufacturing for the 1990s

Saari

1992

Int. J. Hum. Factors Manuf.

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Occupational health and safety activities should keep up with changing times. Many traditional safety activities may not be effective any longer. The implementation of a safety program often proves to be a disappointment. Despite that, it may be possible to develop “super programs” which would start to propagate by themselves, and would work like a vaccination, or a friendly virus. Positive feedback has shown to have potential for such a program. If workers experience the results of a program positively, they may also be willing to participate in other safety activities. Thereby, the values of an organization are gradually revised, and consequently, new safety activities initiated. Some of the essential elements of successful safety programs in the 1990s are: positive approaches focused on organizations rather than individuals, rewarding the individuals, and providing visible results.

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The effects of positive feedback on housekeeping and accidents at a shipyard

Cited by 33 publications

References 17 publications

Construction site safety in Hong Kong

Construction site safety in Hong Kong

The role of leadership in safety.

Successful implementation of occupational health and safety programs in manufacturing for the 1990s

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