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Volume 2, Issue 4 (2-2013)
Abstract
Introduction: Industrial accident is one of the most minatory elements for worker’s health, productivity and organizational performance. Unsafe behavior is the main reason associated with occurrence of accidents. The main goal of this study was application of participatory techniques to achieve control measures of these
behaviors.
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Material and Method: Using safety behavior sampling technique in this study, behaviors of staffs were evaluated and then the most risky behaviors were determined by paired comparison method. By application of participatory approach of dotmocracy in six steps, controlling ideas were derived by participation of operators, supervisors, engineers, HSE team and managers.
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Result: 48.8% of the behaviors were unsafe. Misuse or notusing of the personal protective equipments with 63.4% was the most frequent unsafe behavior. Awkward postures, aggregation or passing under suspended loads were also followed by the unsafe behaviors. By application of participatory approach of dotmocracy, several applicable ideas in personal protective equipment, education, reinforcementand punishment, aggregation or passing under suspended loads and other ideas were achieved.
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Conclusion: Dotmocracy participatory technique is an effective way to achieve various practical solutions in control of worker’s unsafe behaviors.
Leila Omidi, Hossein Karimi, Saeid Mousavi, Gholamreza Moradi,
Volume 12, Issue 3 (9-2022)
Abstract
Introduction: Safety climate potentially affects safety performance in high-hazard industries. Resilience is a developing concept and is defined as the ability that can affect the continuous improvement of safety performance. The present study assesses the influence of organizational resilience on workers’ safety performance in a steel-manufacturing industry. In this regard, the safety climate mediates the effect of organizational resilience on safety performance.
Material and Methods: A cross-sectional study was accomplished in the steel manufacturing industry in 2021. The survey included three parts: (1) organizational resilience, (2) safety performance, and (3) safety climate. Besides, the organizational resilience was measured by a scale with six dimensions and 19 items. Also, safety performance was assessed by six items regarding two performance dimensions (i.e., safety compliance and safety participation). In addition, safety climate was measured by 19 items, comprising four dimensions (i.e., safety communication, supervisor safety perception, coworker safety perception, and work pressure).
Results: The structural equation modeling results showed that the organizational resilience and safety climate had significant impacts on safety climate (β = 0.23, P ≤ 0.05) and safety performance (β = 0.43, P ≤ 0.05), respectively. Also, the indirect results indicated that safety climate mediated the relationship between organizational resilience and workers’ safety performance.
Conclusion: The increment of organizational resilience and safety climate improves workers’ safety performance. Besides, organizational resilience and related dimensions (e.g., reporting culture, learning, and awareness) improve the safety performance dimensions (i.e., safety compliance and safety participation).
