Behavioural-Based Safety in the Construction Companies - Essay Example

Behavioural-Based Safety in the Construction Companies Abstract This research project proposal seeks to analyse the effectiveness of the behaviour-based safety programme at Zawawi Tarmac LLC. Previous research on safety training programs in the construction companies has indicated that giving employees appropriate training results in improved behavioural safety, while also increasing safety knowledge. Current research reveals factors why BBS systems have performed poorly. Some of the reasons are the employees not having accurate safety procedure knowledge and lack of adequate conveyance of these procedures to the employees. In addition, some workers are not motivated to adhere to these safety procedures, some organizations do not have a group safety culture, or the individual employees do not have safety conscience. While there are many other explanations, the research paper will seek to determine the explanations that are applicable to the current case study, which are employee perception of BBS at the workplace, BBS training, safety awareness, safety participation, and group safety culture. A quantitative method study will be used for this research study with a survey-based research design. The research study will utilize probability sampling, which will seek to get at least fifteen labour workers at Tarmac Zawawi LLC. It is expected that high scores in BBS training, perception, awareness, participation, and group safety culture will result in high levels of safety and, therefore, less incidents and accidents. Table of Contents Contents Page 1. Introduction……………………………………………..3 1.1 Problem Statement…………………………………..5 1.2 Purpose Statement…………………………………...6 1.3 Objectives……………………………………………6 2. Literature Review………………………………………..7 3. Methodology ……………………………………………10 3.1 Subjects and Setting…………………………………11 3.2 Measures……………………………………………..11 3.3 Procedures…………………………………………...12 3.4 Literature Review Search Strategy…………………..13 4. References……………………………………………….15 5. Appendix………………………………………………...17 BEHAVIOURAL-BASED SAFETY IN THE CONSTRUCTION COMPANIES Introduction Because of the equipment, machinery, working height, and external activities involved in the construction sector, it is one of the most dangerous occupations in the industry. There are a number of factors, which lead to accidents in this setting. One of them is unsafe conditions and behavior, in which the individual’s behavior accounts for approximately 75% of all events (Roughton & Mercurio, 2012: p82). In addition, most studies suggest that unsafe behavior among workers is more to blame than the safety of conditions in the occurrence of accidents. If unsafe conditions do exist and individuals accept the risk associated with the construction and continue normally with their activities, accidents cannot be blamed on the conditions alone. Therefore, failure to identify conditions that are unsafe prior to and during construction, to continue with construction even after the unsafe conditions are identified, and unsafe performance without regard to the conditions at the site are three major reasons for construction site accidents (Roughton & Mercurio, 2012: p86). In addition, unsafe conditions are brought about by unsafe actions from individual workers and their colleagues, management practices, and inhuman events. Construction regulations in most countries insist on behavior-based programs for safety, safety awareness and training, and engineering methods for better site results. In view of resources in the BBS field, it is clear that promotion of safe behavior at the construction site is a critical factor in management of safety and health with many research studies and results in various sectors confirming this view BBS technique is a significant tool in improving worker behavioral safety (Geller, 2011: p67). Construction sector studies have indicated that BBS is compatible with practices in the sector, especially in the modification of behavior that can be considered unsafe and is traditionally practiced in the construction sector. By using BBS techniques proposed in these sources, workers’ safety and behavior can be improved, while it is also an effective alternative in the reduction of workplace accident. Analysis of behavior also shows that it strengthens work setting behavioral safety. Geller, in the Psychology of Safety Handbook, identified several principles of BBS program success. Interventional focus on behavior that can be observed, identifying external factors to comprehend behavior and improve it, use activators to direct and consequences to motivate, and focus behavior motivators on positive outcomes. Other principles identified were the improvement of interventions using scientific methods, integration of information using theory, and the consideration of attitudes and internal feelings when designing interventions (Geller, 2011: p69). Geller also identified factors that impact on participation of workers in the process of BBS. These were perception on the effectiveness of BBS training, BBS accountability via performance appraisals, trust in the ability of management, and whether they have received BBS education. Problem Statement While BBS is a widely accepted concept in many industries, it is difficult to implement in the construction sector. Hughes & Ferrett (2012) contend that since the construction industry is easy to enter and is reactive to economic changes, BBS programs may be difficult to implement or maintain. The average size of a construction company is less than twenty workers with almost two million companies, all of whose work is of a unique nature, while majority of the work is carried out by sub-contractors on tight budgets and schedules (Hughes & Ferrett, 2012: p66). These factors make large investments in full-fledged BBS programs difficult. In addition, BBS implementation requires expert personnel to guide it, which may be a challenge for medium and small size construction companies as these experts are expensive. Therefore, the sector requires an approach for implementation of BBS principles sans spending too much money on additional personnel. BBS also faces a barrier in that the emphasis on behavioral-safety could end up weakening the essentiality of risk control and hazard elimination (Hughes & Ferrett, 2012: p66). Therefore, continuous and active efforts by management to prevent hazards should be at pace with adoption of BBS. Purpose Statement To analyze the effectiveness of behavioral based safety among frontline employees at Zawawi Tarmac LLC. Objectives To assess the perception of safety among employees at their workplace. This will involve how they perceive management’s commitment to safety procedures and policies, including those related to training (Part A of the questionnaire). To assess the training offered by the company’s management (Part B of questionnaire) To assess safety knowledge and communication of the same between managers and supervisors, as well as between supervisors and employees (Part C) To assess the participation of frontline employees in safe behavior (Part D) To assess the group safety culture at Zawawi Tarmac LLC with regards to how they ensure safety of co-workers at the worksite using section D of the questionnaire (Part E). Make recommendations on how BBS programs at Tarmac Zawawi LLC can be improved Literature Review Researchers have reported on BBS from various countries and industries from nursing to construction. The diversity of BBS’ applications, as well as results, shows a requirement for a review to evaluate how effective BBS is in improving the health and safety of workers. A common limitation to various BBS studies across different sectors is the lack of systematic and thorough critical appraisal of the quality of research methodology. This becomes critical since the methodology quality of researchers impacts directly on study bias and the results. Mohamed (2003) promotes the adoption of a balanced scorecard tool for use in benchmarking a culture of behavioral safety in the construction industry. He argues that a balanced scorecard has the ability to provide for a medium that translates the safety policy of a construction company into a set of goals for learning, customers, operations, and management (Mohamed, 2003: p85). He goes on to translate these goals into performance measures that communicate strategic focus on behavior across the organization. The author presents 4 perspectives meant to represent stakeholders in the construction industry, contending that this is crucial for a holistic safety view for strategic implementation and reflection. In addition, through evaluation and selection of appropriate measures, it is possible to identify requirements and align actions and identified goals (Mohamed, 2003: p86). This approach enables construction companies pursue incremental improvements on safety performance. This approach is expanded on by Zhou (2011), who claims that the high fatality and injury rate has given a reputation of poor safety conditions for the construction industry. In order to make improvements on safety performance, the author gives examples of companies that have used innovative programs for behavioral safety management (Zou, 2011: p17). In the study of these organizations, seven elements in their programs emerge. One of the m is that the programs are focused on influencing the commitment, attitude, and beliefs of employees in achievement of behavioral safety on site. Another principle is that they were based on beliefs concerning the unacceptable and preventable nature of injuries and incidents. A third principle is that top management had a strong commitment to employee safety, while another concludes that behavioral safety management is extended to all stakeholders and the entire chain of supply (Zou, 2011: p18). Fifthly, these companies had in place a system for safety risk management for identification, assessment, and response to hazards. In addition, the companies had established clear accountability and authority for safety issues with rewards for safe behavior. Finally, they had established a database for safety knowledge that was meant to capture all lessons learnt during operations. He suggests that construction companies must adopt a holistic strategy for the improvement of the physical construction environment, as well as shaping the attitudes and beliefs of employees regarding safety behavior and culture (Zou, 2011: p18). Lees and Faulkner (2010) also agree with the previous contention that construction companies account for majority of injuries and incidents across various sectors, while also adding that the rates of injury and accidents have changed little over the last decade. The authors set out to discuss the manner in which the behavior based safety program roll out results in productivity improvement and on-time rates of completion in construction projects. They claim that safety procedures are prone to failure that results in these incidents and that the use of data and analysis in behavioral science can enhance the company’s knowledge of what is really happening (Lees & Faulkner, 2010: p25). They contend that behavioral science has objectivity at the core and helps to produce safety solution implementations that are more effective. Behavior based safety processes take the environment in the workplace as the most important factor to enhance workplace safety with focus on behavior, which needs to be aligned with work hazard elimination (Lees & Faulkner, 2010: p25). The authors dedicate the paper to discussion the timeline of BBS, its failures, successes, and make recommendations on how it can be improved. They conclude by stating that pairing a successful roll out of behavioral safety processes with construction happens if leadership is educated regarding the behavior of humans (Lees & Faulkner, 2010: p26). Attention and interest in planning the manner in which things are carried out in construction sites improves significantly with the existence of behavior based safety. Burke et al (2011) base their own argument on the hypotheses attained from experiential and behavioral learning theories, investigating the manner in which training in safety and hazards in the workplace impact how safety performance and knowledge develop. What they find is consistent with what is to be expected regarding the interaction of engagement levels in behavioral safety training and the severity of exposure to hazard exposure and events in promotion of safety performance and knowledge (Burke et al, 2011: p55). With regards to safety performance and knowledge, the authors contend that training that is highly engaging is more effective than that which is less engaging where they found the severity of exposure to hazardous events as high. However, they found that training that was highly and less engaging had effectiveness levels that could be compared to low severity of exposure to hazardous events. The discussion of this paper revolves around the implications from their findings for testing existing theory and the incorporation of information into practice and research of workplace safety, especially concerning objective risk (Burke et al, 2011: p56). Methodology In order to achieve the set out objectives, the study will use survey research to collect information on BBS in the construction industry. A quantitative method study will be used. The independent variable for this study will be behavioral safety, while dependent variables will be perception of safety, training, safety awareness, safety participation, and group safety culture. Quantitative measurements will be adaptable to some of the research project’s aspects, such as the number of incidents related to safety. Data on number of incidents can be sourced from the company policies, procedure, safety reports and questionnaires. The research study will utilize probability sampling to get a representative sample from Tarmac Zawawi LLC, consisting of at least fifteen employees. By using convenience sampling, all the employees at the organization will have a relatively equal chance of being picked as part of the sample. This will be important because the level of representation in the sample will allow for a better determination of the adherence of most, if not all, of the workers to safety regulations and practices. Questionnaires are to be administered during their lunch break at the construction site after the organization and the workers give their consent. Subjects and Setting The participants for the study will be thirty employees working for Tarmac Zawawi LLC. From this organization, all the participants will be male, which is in accordance with the true female to male ratio of Tarmac Zawawi LLC’s workforce. The organization has already implemented behavioural safety for at least two years and acts as a suitable study target for the effectiveness of BBS and reasons for success or failure. Their behaviour based safety process involves inter-personal feedback and observation with regards to specific at risk and safe behaviour. Measures The survey for behavioural safety culture in this study will be a combination of scales already used in earlier research, as well as items and scales that are specifically designed for this study. A 7-point Likert scale format will be used for presentation. One measure to be used is perception of safety among frontline employees, how they perceive management’s commitment to safety procedures and policies, including those related to training. Other factors that will be measured include training, safety awareness, safety participation, and group safety culture. Training The perception of BBS training among the employees items were specifically designed for this study. The three items asked the subject participants to rate their safety perceptions with regards to quality, importance, and relevance. Safety Awareness This measure is attributed to those who act while being aware of the consequences of their actions. The scale is an adaptation of a 19-item scale by Eysenck, Pearson, Easting, and Allsopp (1985) that was used in the assessment of impulsivity and safety awareness. This scale in its shortened form has been shown to possess acceptable estimates of 0.77 for inter-item reliability (Friend & Kohn, 2012: p49). Safety Participation The safety participation scale was specifically designed for this study. The scale is comprised of three items that ask participants to rate their future and current involvement levels in the process of BBS. Group Safety Culture Group safety culture, also interpersonal trust, was measured using a seven point Likert scale. This scale was developed by Cook & Wall (1980) as a 12-point scale. This scale will assess the levels of trust by the employee with ability and intentions of management, as well as co-worker ability and intentions. For these scales, the Cronbach Alpha levels are documented at over 0.80. It will only use five points from the original scale with the rest not suitable for workers in the construction industry. The original measures had ten points, which are reduced to seven in this case. Procedures It is expected that each employee will take at least forty-five minutes to complete the questionnaires that make up the perception survey. Because they have a one-hour lunch break, they will be asked to fill the questionnaires as they have their lunch. During this time, the employees will be asked to complete the questionnaire regarding the efficiency of behavioural-based safety processes driven by the employees. Their reactions will be marked by a tick on the most appropriate for further analysis. The surveys will be collected after an hour for further analysis. The questionnaires will not bear the participants’ names and the researcher takes it upon himself to ensure maximum confidentiality. The participants will be asked not to append their names or any identifying material on the questionnaire to ensure that all information given is confidential. In addition, they will be asked to seal the questionnaire in the provided envelope to ensure that the researcher is the only person who can access your answers. Literature Review Search Strategy The literature research, which will provide critical information regarding BBS practices in various places across the world, will employ the online and bibliographic channels. This will be conducted using various databases, including DISCOVER and Science Direct, as well as Sunderland University library services and the Health and Safety executive site. Various keywords were used in searching these databases, including behaviour in combination with accident prevention, safety, modification, change, intervention, adaptation. Other key words used were token, feedback, and incentive in combination with accident, safety, and safe. Ion addition, other key words included applied behaviour analysis, behavioural intervention, behavioural modification, behavioural intervention, safe behaviour, unsafe behaviour, behavioural safety, and employee driven safety. Finally, the search also included the use of behaviour-based safety. These databases were also searched by using names of prominent behaviour based safety researchers, including Geller, Saari, and Zohar. The aim of this search was to look for studies already peer reviewed and published by December of 2013 in English. Finally, for all articles found, related bibliographies will be scanned to identify relevant studies. The selection criteria for articles will see inclusion if a study involves an intervention in behaviour based safety in a construction site or a related sector that reported data concerning injuries, accidents, and incidents. Behaviour based safety interventions will be excluded on several criteria. These are if they were conducted under simulated conditions, studied safety away from work, analyzed general behaviour in the workplace like absenteeism, did not calculate effect sizes based on reported data, involved a training intervention only, and focused on quality of life. Where more than one article is published using the same set of data, the one that reported data on injury and accidents with increased intensity will be picked. References Burke, MJ. Salvador, RO. Smith-Crowe, K. Chan-Serafin, S. Smith, A. & Sonesh, S. (2011). The dread factor: How hazards and safety training influence learning and performance. . Journal of Applied Psychology , 96 (1), 46-70. Friend, M. & Kohn, J. (2012). Fundamentals of occupational safety and health. Lanham, Md, Government Institutes. Geller, E. (2011). The psychology of safety handbook. Boca Raton, FL, Lewis Publishers. Hughes, P., & Ferrett, E. (2012). Introduction to health and safety in construction. Amsterdam, Butterworth-Heinemann. Hurwitz, B., Greenhalgh, T., & Skultans, V. (2012). Narrative research in health and illness. Malden, Mass, BMJ Books. Lees, H. & Faulkner, B. (2010). Linking production to safety: boosting productive performance through behavior-based safety. G Ital Med Lav Ergon , 32 (1), 24-27. Mcgeorge, W. D., Zou, P., & Palmer, A. (2013). Construction management new directions. Chichester, West Sussex, U.K., John Wiley & Sons Inc. Mohamed, S. (2003). Scorecard Approach to Benchmarking Organizational Safety Culture in Construction, Journal of Construction Engineering and Management. 129 (1), 80-88 Roughton, J. & Mercurio, J. (2012). Developing an effective safety culture a leadership approach. Boston, Butterworth-Heinemann Zou, P. (2011). ”Fostering a Strong Construction Safety Culture.” Leadership Manage. Eng., 11(1), 11–22. Appendix Questionnaires Introduction This survey has been constructed to measure the behavioral safety culture at Zawawi Tarmac LLC. The aim of this questionnaire is to examine your perception, attitudes, values, and patterns of behavior in order to determine the effectiveness of behavioral safety policies and procedures at your company, especially with regards to participation and compliance. The outcomes from the questionnaire will be used as reference in making recommendations as part of my research study, which will also be presented to management at Zawawi Tarmac LLC for use in making any necessary improvements. You are not required to take part in filling this questionnaire if you do not wish to. However, all the employee’s views are essential and the results will be more helpful if I receive more participation. The questionnaires will not bear your names and the researcher takes it upon himself to ensure maximum confidentiality. Please do not append your name or any identifying material on the questionnaire to ensure that all information given is confidential. In addition, seal the questionnaire in the provided envelope to ensure that the researcher is the only person who can access your answers. The results of the questionnaires will be analyzed and the results will be reported back to your company. This questionnaire has three sections; A, B, and C that seek to collect information on safety at your work site. Please tick the box you feel best describes how you feel about the statement given. Questionnaire for employees Part A Question Strongly Agree Agree Agree Somewhat Un-decided Disagree Somewhat Disagree Strongly disagree Management shows an interest in our safety 1 2 3 4 5 6 7 All required personal protective equipments for my job have been availed 1 2 3 4 5 6 7 The safety training program at the organization meets my requirements 1 2 3 4 5 6 7 My department carries out safety audits regularly 1 2 3 4 5 6 7 My supervisor and senior management is result and action oriented 1 2 3 4 5 6 7 My supervisor and senior management are interested in safety issues prior to accidents/incidents 1 2 3 4 5 6 7 Investigation into incidents and follow up measures satisfactory 1 2 3 4 5 6 7 Safety committee meetings in my department are carried out effectively 1 2 3 4 5 6 7 Accidents and near-accidents at the workplace are all reported to the senior management 1 2 3 4 5 6 7 My work environment (noise, vibration, dust, heat) is comfortable 1 2 3 4 5 6 7 There is a specific point of contact system to report and raise safety issues 1 2 3 4 5 6 7 Safety issues raised during inspection and audits are seriously addressed and liquidated 1 2 3 4 5 6 7 My work area’s shut down system is adhered to earnestly 1 2 3 4 5 6 7 Part B Question Strongly Agree Agree Agree Somewhat Un-decided Disagree Somewhat Disagree Strongly disagree I know what behavioral training is 1 2 3 4 5 6 7 My work site has an operational behavioral based safety training program 1 2 3 4 5 6 7 I can only use a machine or equipment if I have been proven competent to do so 1 2 3 4 5 6 7 All workers who operate mobile plants and machines receive specialized training 1 2 3 4 5 6 7 I require authorization to operate equipment and machinery 1 2 3 4 5 6 7 I cannot access the work site if I do not have a permit that qualifies me to be there 1 2 3 4 5 6 7 Part C Question Strongly Agree Agree Agree Somewhat Un-decided Disagree Somewhat Disagree Strongly disagree I clearly understand my organization’s safety and health policy 1 2 3 4 5 6 7 I know the best person to contact when I have issues about my safety and health at the workplace 1 2 3 4 5 6 7 My workplace supervisors discuss the incidents and accidents that happen with the concerned workers 1 2 3 4 5 6 7 I contact the safety committee to get action taken on complaints on safety that concern me 1 2 3 4 5 6 7 Every worker in my work area has information on the forms and causes of accidents at the organization 1 2 3 4 5 6 7 The organization has informed me about the various potential hazards at the workplace and required safety precautions 1 2 3 4 5 6 7 Any accident that occurs to a colleague is used to impart new training to other employees in related duties 1 2 3 4 5 6 7 The supervisor has informed me about what to do in case of work area emergencies 1 2 3 4 5 6 7 Visitors to our site are only allowed entry after being given the necessary instructions on safety 1 2 3 4 5 6 7 All new workers are trained properly in safe practices for operations and safety procedures 1 2 3 4 5 6 7 Part D Question Strongly Agree Agree Agree Somewhat Un-decided Disagree Somewhat Disagree Strongly disagree Health and safety issues and hazards are identified in a timely fashion and corrected 1 2 3 4 5 6 7 When working, health and safety issues are of high priority 1 2 3 4 5 6 7 Penalties when employees violate safety policy would work to make them more responsible 1 2 3 4 5 6 7 Incentive programs for safe behaviour will cause improvements in safe behaviour 1 2 3 4 5 6 7 Safety awareness levels can be improved by giving rewards to employees who show safe behaviour 1 2 3 4 5 6 7 Observation of unsafe and safe behaviour among workers and provision of feedback about their safety concerns will improve levels of safety 1 2 3 4 5 6 7 I report every injury suffered at the work site to the supervisor 1 2 3 4 5 6 7 Part E Question Strongly Agree Agree Agree Somewhat Un-decided Disagree Somewhat Disagree Strongly disagree I am provided with the opportunity to give input about safety programs 1 2 3 4 5 6 7 Supervisors discuss safety operating procedures regarding the use of machines and equipment 1 2 3 4 5 6 7 I would directly talk to an employee who I observed committing unsafe work site practices 1 2 3 4 5 6 7 The work site supervisor normally observes my actions at work to protect my health and safety 1 2 3 4 5 6 7 My supervisor is interested in the health and safety of all employees at the work site 1 2 3 4 5 6 7 Read More