1. Supervisor Accountability Jim Arendas Construction Advancement Foundation

2. Levels of Responsibility
Executive Management
High level commitment = lower accident rates
(Cheyne et al., 1998; Zohar, 1980)
Supervision
Work group encouragement and support
(Donald, 1995).
Worker
Participation/ownership
What motivates workers to take responsibility?
(Lee, 1995)

3. OSHA Elements of Management Duty
Establish policies, procedures and rules
Safety Training
Providing the right tool and equipment
Enforcing the rules

4. Supervisory Challenges
Characteristics of the work (Physical Hazards)
Psychological and behavioral characteristics of the individual
Organizational environments (Culture)
(Cheyne, 2002)

5. Competing Organizational Influences
Organizational values
Short-term profits
Customer needs
Organizational Culture

6. Organizational Culture
Ela Oney-Yazici, Heyecan Giritli, Gulfer Topcu-Oraz, Emrah Acar, (2007) "Organizational culture: the case of Turkish construction industry", Engineering, Construction and Architectural Management, Vol. 14 Iss: 6, pp

7. Safety Leadership in the Context of Organizational Culture
Safety Culture?
Safety Leadership in the Context of Organizational Culture
Responsibility
Commitment
Involvement
Communication
&
Trust
Learning
& Reporting
Training

8. Management Commitment
Management Resources
Leadership from Executive Management
Time
Involvement
Support
Evaluation
Leading Indicators
Measure positive behaviors
Measure coaching and correcting
Close calls
Root cause of negative behaviors
Measure history not TRIR
Employee surveys
Lagging Indicators
Enforcement
Throughout all levels of management and supervision
The food chain
Recognition

9. Worker Duty Not required by OSHA Duty to employer
Follow rules or get wacked
Duty to self is a personal choice

10. Relational Leadership Support
Leader-member exchange
Leaders have limited time
Cross organizational support
Relational support from supervisor
Self-developed relational support
Culture supported relational support
No relational support
(Uhl-Bean, 2006)

11. Team Dysfunctions of Safety Leadership
Absence of Trust
Absence of Conflict
Lack of Commitment
Avoidance of Accountability
Inattention to Results
(Lencioni, 2002)

12. Evaluating Safety Culture Maturity (RSSB UK)
Level 1: Emerging
Level 2: Managing
Level 3: Involving
Level 4: Cooperating
Level 5: Continually Improving

13. Level 1: Emerging Safety is focused on Safety not a key business risk
Technical
Procedural
Compliance
Safety not a key business risk
Safety department responsibly for safety
Accidents seen as unavoidable
Most front line staff not interested in
Safety used as a lever on other issues

14. Level 2: Managing Safety recognized as a business risk
Management devoted to accident prevention
Safety focus is on rules, procedures and engineering controls
Accidents seen as preventable
Management believes most accidents are due to behaviors of front-line staff
Measures performance with lagging indicators
Incentives based on reducing loss time incidents
Senior managers only become involved in health and safety if accidents increase; punishment likely to be used
Accident rates are near the industry sector average – but tend to have more serious accidents

15. Level 3: Involving Accident rates are low, but have reached a plateau
Organization realizes employee involvement is essential for improvement.
Management recognize that a range of factors lead to accidents – such as management decisions.
Most front-line employees will work with management to improve safety.
The majority of staff accept personal responsibility for their own health and safety.
Safety performance is monitored and the data used

16. Level 4: Cooperating
The majority of staff believe that health and safety is important – from both a moral & economic reasons
Management recognizes that a range of factors lead to accidents – and the root causes stem from management decisions
Front-line staff accept responsibility for their own and others’ health and safety
Employees are valued and treated fairly
Organization proactive measures indicators to prevent accidents
Organizations addresses healthy lifestyle and non-workplace accidents

17. Level 5: Continually Improving
Injury prevention is a core company value
Organization has several years without a recordable accident or high potential incident – but there is no feeling of complacency
Leading and lagging indicators used to monitor performance but it is not performance driven – it has confidence in its safety processes
Organization strives to be better and finds improved hazard control approaches
Employees believe safety is a critical aspect of their job and accept that prevention of non-work injuries is important
Company invests considerable effort in promoting health and safety at home

18. References
Cheyne, A., Cox, S., Oliver, A., & Tomas, J. M. (1998). Modelling safety climate in the prediction of levels of safety activity. Work and Stress, 12, RSSB.UK.co Construction Industry Institute Donald, I. (1995). Safety attitudes as a basis for promoting safety culture: An example of an intervention. In Work and well-being: An agenda for Europe conference, Nottingham, 7-9 December. Ela Oney-Yazici, Heyecan Giritli, Gulfer Topcu-Oraz, Emrah Acar, (2007) "Organizational culture: the case of Turkish construction industry", Engineering, Construction and Architectural Management, Vol. 14 Iss: 6, pp Lee, T. R. (1995). The role of attitudes in the safety culture and how to change them. In Conference on `Understanding Risk Perception; Offshore Management Centre, Robert Gordon University, Aberdeen, 2 February. Oliver, A., Cheyne, A., Jose, M. T., & Cox, S. (2002). The effects of organizational and individual factors on occupational accidents. Journal of Occupational and Organizational Psychology, 75, Lencioni, P., (2002), The Five Dysfunctions of a Team, A leadership Fable, Jossey-Bass, San Francisco, CA. Uhl-Bean, M., (2006). Relational leadership theory: exploring the social processes of leadership. The Leadership Quarterly, 17(6),