Using Feedback and Reinforcement to Improve the Performance and Safety of a Roofing Crew

Austin, John; Kessler, Maria Lynn; Riccobono, John E.; Bailey, Jon S.

doi:10.1300/j075v16n02_04

Cited by 87 publications

(39 citation statements)

References 36 publications

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“…Two others studies reinforce the importance of supervisor interactions and feedback on safety performance. Austin, Kessler, Riccobono, and Bailey (1996) described an intervention in which roofers earned time off with pay when they reached or surpassed 80% compliance with a safety checklist. Baseline levels of safety compliance averaged 53% and increased to 93% following the intervention.…”

Section: Safety Outcomes 96mentioning

confidence: 99%

Proactive Personality and Big Five Traits in Supervisors and Workgroup Members: Effects on Safety Climate and Safety Motivation

Buck¹

2000

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In 2009 there were 3.28 million non-fatal occupational injuries and illnesses (Bureau of Labor Statistics, 2010). Of these injuries and illnesses, 965,000 resulted in lost days from work. In addition there were 4,340 workplace fatalities. Given the number of occupational injuries, illnesses, and fatalities, and the associated direct and indirect costs, organizations have sought to improve safety at work. Safety climate and safety motivation are two variables hypothesized to affect safety behaviors and safety outcomes. Safety climate refers to the shared perceptions of workgroup members, of the organizations' commitment to safety as evidenced by heir immediate supervisors' pattern of implementing safety policies and procedures (Zohar, 2003). Therefore, the workgroup supervisor plays an major role in the development of safety climate. Social exchange theory and previous studies of leadership styles and safety suggest that supervisors who convey concern for subordinates' well-being increase workers' motivation to reciprocate by increasing their safe behaviors at work. However, no

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Section: Safety Outcomes 96mentioning

confidence: 99%

Proactive Personality and Big Five Traits in Supervisors and Workgroup Members: Effects on Safety Climate and Safety Motivation

Buck¹

2000

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“…Feedback has been shown to favorably impact safety behaviors (Sulzer-Azaroff & Santamaria, 1980), and feedback along with goal setting can be even more effective (Balcazar, Hopkins, & Suarez, 1986;Fellner & SulzerAzaroff, 1984). Moreover, studies have shown that, when applied contingent upon goal attainment, tangible rewards and supervisory praise result in safety behavior change (Austin, Kessler, Riccobono, & Bailey, 1996;SulzerAzaroff et al, 1990). In short, feedback, goal setting and reinforcement, along with training to clarify safe and at-risk behavior, can dramatically and reliably increase safe behaviors and practices (Chhokar & Wallin, 1984;Lingard & Rowlinson, 1997).…”

Section: John Austin Brent Helton and Sigurdur Oli Sigurdsson Westementioning

confidence: 99%

O Uso De Feedback Do Supervisor E Feedback Afixado Publicamente Para Aumentar a Segurança Em Um Ambiente De Fábrica

Austin

Helton

Sigurðsson

2016

REBAC

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RESUMOO estudo empregou um delineamento de linha de base entre comportamentos para avaliar os efeitos de feedback do supervisor sobre comportamentos relevantes, relacionados com segurança, em uma fábrica de manufaturas. Durante a linha de base, a segurança do depósito atingiu uma média de 35,3% para os comportamentos e condições do Checklist 1, e 35,0% para comportamentos e condições do Checklist 2. Quando o feedback verbal do supervisor foi implementado, a média da segurança do depósito aumentou para 50,6% para o Checklist 1 e para 75,7% para o Checklist 2. Quando o feedback do supervisor passou a ser afixado como parte do programa de intervenção, a média da segurança do trabalho subiu ainda mais, chegando a 58,0% para a Checklist 1 e 83,3% para a Checklist 2. Esses resultados são consistentes com descobertas anteriores de que o feedback sobre o desempenho pode aumentar comportamentos críticos na situação de trabalho.Palavras-chave: saúde, prevenção de danos físicos, segurança baseada no comportamento, feedback, acidentes.ABSTRACT The effects of safety-related and behaviorally relevant verbal and posted feedback from supervisors in a manufacturing plant were evaluated using a multiple baseline across behaviors design. During baseline, plant safety averaged 35.3% for the behaviors and conditions on Checklist 1, and 35.0% for the behaviors and conditions on Checklist 2. When verbal supervisory feedback was implemented, the plant safety average increased to 50.6% for Checklist 1, and 75.7% for Checklist 2. When posted supervisory feedback was added to the intervention package, the plant safety average further increased to 58.0% for Checklist 1, and 83.3% for Checklist 2. These results are consistent with previous findings that performance feedback can increase critical work behaviors.

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“…bonus, prize, gift, coupon, etc) were awarded to individual employees or contractors under safety incentive scheme. Tangible rewards can be powerful motivators of safety performance (Austin et al, 1996). Geller (1999) supported that the implementation of safety incentives may provide positive outcomes.…”

Section: Application Of Safety Incentive Schemesmentioning

confidence: 99%

Perceived benefits of applying Pay for Safety Scheme (PFSS) in construction – A factor analysis approach

Choi¹,

Chan²,

Chan³

2011

Safety Science

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In recent years, construction safety has been a hot topic in Hong Kong. The Government of the Hong Kong Special Administrative Region (HKSAR) has launched different safety measures to improve the prevailing safety performance of the construction industry. The Pay for Safety Scheme (PFSS) has emerged as one of the major safety initiatives launched within the public sector construction industry since 1996. It aims to encourage the safety awareness by taking the contractor's pricing for safety-related items out from the consideration of competitive bidding. The objective is to provide a concise review of the prevailing application of PFSS in Hong Kong in general, and to identify and analyse the key benefits of PFSS in construction through an industry-wide empirical questionnaire survey in particular. Altogether, 145 industrial practitioners who have derived extensive hands-on experience with the PFSS construction projects participated in the survey to indicate their levels of agreement to those 14 key benefits identified which were measured and analysed by factor analysis. The results of factor analysis indicated that the 14 individual benefits of implementing PFSS were consolidated under 4 underlying factors: (1) Enhancing safety climate and attitude; (2) Promoting effective safety-related communication; (3) Streamlining the safety procedures; and (4) Ensuring adequate safety training. A wider application of PFSS should be encouraged with a view to achieving better safety performance within the industry. It is recommended that a similar scheme to PFSS currently applied in Hong Kong may be developed for implementation in other regions or countries for international comparisons.

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Using Feedback and Reinforcement to Improve the Performance and Safety of a Roofing Crew

Cited by 87 publications

References 36 publications

Proactive Personality and Big Five Traits in Supervisors and Workgroup Members: Effects on Safety Climate and Safety Motivation

Proactive Personality and Big Five Traits in Supervisors and Workgroup Members: Effects on Safety Climate and Safety Motivation

O Uso De Feedback Do Supervisor E Feedback Afixado Publicamente Para Aumentar a Segurança Em Um Ambiente De Fábrica

Perceived benefits of applying Pay for Safety Scheme (PFSS) in construction – A factor analysis approach

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