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Abstract
Managers’ strong commitment to safety is a key element of a successful safety management, culture and climate. Several studies have approached managers’ commitment from the employees’ point of view, but research approaching commitment from the managers’ viewpoint is scarce. This qualitative study aims to identify the organisational factors that hinder or promote managers’ commitment to safety and to suggest organisational measures that can be applied to support managers’ commitment to safety. A total of 49 managers in five industrial organisations were interviewed. In addition, a workshop for the safety professionals of the participating companies was organised to review the interview results and to suggest organisational measures to support managers’ commitment to safety.
The managers identified role overload, production demands, overly formal safety procedures, external safety goals, workforce attitudes and managers’ attitudes as the most common factors hindering their commitment to safety. On the other hand, the factors that promote managers’ commitment to safety are increasing managers’ safety awareness, influencing managers’ safety attitudes, recognising managers’ safety commitment, emphasising managers’ safety responsibilities, developing adequate organisational safety procedures, superiors’ encouragement and support, benchmarking others’ safety activities, understanding the economic effects of safety, and safety improvement. The suggested organisational measures to support managers’ commitment to safety include inspirational and participative management training; appropriate safety objectives; peer, superior and top management support; campaigns and competitions; employee safety training; and simplified safety procedures and reporting. The study expands on previous studies on supervisors’ safety engagement and suggests practical organisational measures to promote managers’ commitment to safety.
The managers identified role overload, production demands, overly formal safety procedures, external safety goals, workforce attitudes and managers’ attitudes as the most common factors hindering their commitment to safety. On the other hand, the factors that promote managers’ commitment to safety are increasing managers’ safety awareness, influencing managers’ safety attitudes, recognising managers’ safety commitment, emphasising managers’ safety responsibilities, developing adequate organisational safety procedures, superiors’ encouragement and support, benchmarking others’ safety activities, understanding the economic effects of safety, and safety improvement. The suggested organisational measures to support managers’ commitment to safety include inspirational and participative management training; appropriate safety objectives; peer, superior and top management support; campaigns and competitions; employee safety training; and simplified safety procedures and reporting. The study expands on previous studies on supervisors’ safety engagement and suggests practical organisational measures to promote managers’ commitment to safety.
Original language | English |
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Pages (from-to) | 52-61 |
Number of pages | 10 |
Journal | Safety Science |
Volume | 96 |
DOIs | |
Publication status | Published - 18 Mar 2017 |
Publication type | A1 Journal article-refereed |
Keywords
- Safety
- safety management
Publication forum classification
- Publication forum level 1
ASJC Scopus subject areas
- General Business,Management and Accounting
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Current Trends in Finnish Occupational Safety Research
Kivistö-Rahnasto, J. (Speaker)
30 Oct 2017Activity: Talk or presentation › Conference presentation
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Turvallisuusriskien hallinta
Kivistö-Rahnasto, J. (Invited lecturer)
30 Nov 2016 → 2 Dec 2016Activity: Talk or presentation › Invited lecture
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Turvallisuuskulttuuri
Kivistö-Rahnasto, J. (Invited lecturer)
9 Nov 2016Activity: Talk or presentation › Invited lecture
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A framework for developing safety management competence
Tappura, S. & Kivistö-Rahnasto, J., 27 Mar 2017, Occupational Safety and Hygiene V: Proceedings of the International Symposium on Occupational Safety and Hygiene (SHO 2017), April 10-11, 2017, Guimarães, Portugal. Arezes, P., Babtista, J., Barroso, M., Carneiro, P., Cordeiro, P., Costa, N., Melo, R., Miguel, S. & Perestrelo, G. (eds.). London: Taylor & Francis, CRC Press, p. 47-52 6 p.Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › Scientific › peer-review
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Categorization of effective safety leadership facets
Tappura, S. & Nenonen, N., 21 Jun 2016, Ergonomics and human factors in safety management. Arezes, P. & Carvalho, P. (eds.). CRC Press, p. 367-383 (Industrial and Systems Engineering Series).Research output: Chapter in Book/Report/Conference proceeding › Chapter › Scientific › peer-review
6 Citations (Scopus) -
Safety management tasks at different management levels
Tappura, S., Teperi, A.-M. & Kivistö-Rahnasto, J., 31 Jul 2016, Advances in human factors, business management, training and education: Proceedings of the AHFE 2016 International Conference on Human Factors, Business Management and Society, July 27-31, 2016, Walt Disney World®, Orlando, Florida, USA. Kantola, J., Barath, T., Nazir, S. & Andre, T. (eds.). USA: Springer, p. 1147-1157 11 p. (Advances in Intelligent Systems and Computing; vol. 498).Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › Scientific › peer-review
8 Citations (Scopus)