Improving safety culture through the health and safety organization: A case study
International research indicates that internal health and safety organizations (HSO) and health and safety committees (HSC) do not have the intended impact on companies' safety performance. The aim of this case study at an industrial plant was to test whether the HSO can improve company safety...
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| Veröffentlicht in: | Journal of safety research 2014-02, Vol.48, p.7-17 |
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| container_title | Journal of safety research |
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| creator | Nielsen, Kent J. |
| description | International research indicates that internal health and safety organizations (HSO) and health and safety committees (HSC) do not have the intended impact on companies' safety performance. The aim of this case study at an industrial plant was to test whether the HSO can improve company safety culture by creating more and better safety-related interactions both within the HSO and between HSO members and the shop-floor.
A quasi-experimental single case study design based on action research with both quantitative and qualitative measures was used.
Based on baseline mapping of safety culture and the efficiency of the HSO three developmental processes were started aimed at the HSC, the whole HSO, and the safety representatives, respectively.
Results at follow-up indicated a marked improvement in HSO performance, interaction patterns concerning safety, safety culture indicators, and a changed trend in injury rates. These improvements are interpreted as cultural change because an organizational double-loop learning process leading to modification of the basic assumptions could be identified.
The study provides evidence that the HSO can improve company safety culture by focusing on safety-related interactions.
•A quasi-experimental case study testing a safety culture intervention•The intervention aimed at creating more and better safety-related interactions.•The safety organizations performance was improved.•Results indicated a changed trend in injury rates and improvement in safety culture. |
| doi_str_mv | 10.1016/j.jsr.2013.10.003 |
| format | Article |
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A quasi-experimental single case study design based on action research with both quantitative and qualitative measures was used.
Based on baseline mapping of safety culture and the efficiency of the HSO three developmental processes were started aimed at the HSC, the whole HSO, and the safety representatives, respectively.
Results at follow-up indicated a marked improvement in HSO performance, interaction patterns concerning safety, safety culture indicators, and a changed trend in injury rates. These improvements are interpreted as cultural change because an organizational double-loop learning process leading to modification of the basic assumptions could be identified.
The study provides evidence that the HSO can improve company safety culture by focusing on safety-related interactions.
•A quasi-experimental case study testing a safety culture intervention•The intervention aimed at creating more and better safety-related interactions.•The safety organizations performance was improved.•Results indicated a changed trend in injury rates and improvement in safety culture.</description><identifier>ISSN: 0022-4375</identifier><identifier>EISSN: 1879-1247</identifier><identifier>DOI: 10.1016/j.jsr.2013.10.003</identifier><identifier>PMID: 24529086</identifier><identifier>CODEN: JSFRAV</identifier><language>eng</language><publisher>Kidlington: Elsevier Ltd</publisher><subject>Accidents, Occupational - prevention & control ; Accidents, Occupational - psychology ; Biological and medical sciences ; Case studies ; Complexity theory ; Corporate culture ; Denmark ; Humans ; Industrial plant ; Industrial plants ; Industry ; Interprofessional Relations ; Intervention ; Medical sciences ; Occupational Health - standards ; Occupational medicine ; Occupational safety ; Organizational Case Studies ; Organizational Culture ; Organizational learning ; Poisson Distribution ; Professional Staff Committees ; Program Evaluation ; Public health. Hygiene-occupational medicine ; Qualitative Research ; Safety Management - methods ; Safety Management - organization & administration ; Surveys and Questionnaires ; Systems Theory ; Total Quality Management - methods ; Workplace - psychology</subject><ispartof>Journal of safety research, 2014-02, Vol.48, p.7-17</ispartof><rights>2013 Elsevier Ltd</rights><rights>2015 INIST-CNRS</rights><rights>2013. Published by Elsevier Ltd and National Safety Council.</rights><rights>Copyright Pergamon Press Inc. Feb 2014</rights><lds50>peer_reviewed</lds50><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c553t-d03bbca1f985c9d620e7c67f5507d3c683c3e1c6abeacb9da4aa464f42989c863</citedby><cites>FETCH-LOGICAL-c553t-d03bbca1f985c9d620e7c67f5507d3c683c3e1c6abeacb9da4aa464f42989c863</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://www.sciencedirect.com/science/article/pii/S0022437513001552$$EHTML$$P50$$Gelsevier$$Hfree_for_read</linktohtml><link.rule.ids>314,776,780,3537,27901,27902,65534</link.rule.ids><backlink>$$Uhttp://pascal-francis.inist.fr/vibad/index.php?action=getRecordDetail&idt=28328119$$DView record in Pascal Francis$$Hfree_for_read</backlink><backlink>$$Uhttps://www.ncbi.nlm.nih.gov/pubmed/24529086$$D View this record in MEDLINE/PubMed$$Hfree_for_read</backlink></links><search><creatorcontrib>Nielsen, Kent J.</creatorcontrib><title>Improving safety culture through the health and safety organization: A case study</title><title>Journal of safety research</title><addtitle>J Safety Res</addtitle><description>International research indicates that internal health and safety organizations (HSO) and health and safety committees (HSC) do not have the intended impact on companies' safety performance. The aim of this case study at an industrial plant was to test whether the HSO can improve company safety culture by creating more and better safety-related interactions both within the HSO and between HSO members and the shop-floor.
A quasi-experimental single case study design based on action research with both quantitative and qualitative measures was used.
Based on baseline mapping of safety culture and the efficiency of the HSO three developmental processes were started aimed at the HSC, the whole HSO, and the safety representatives, respectively.
Results at follow-up indicated a marked improvement in HSO performance, interaction patterns concerning safety, safety culture indicators, and a changed trend in injury rates. These improvements are interpreted as cultural change because an organizational double-loop learning process leading to modification of the basic assumptions could be identified.
The study provides evidence that the HSO can improve company safety culture by focusing on safety-related interactions.
•A quasi-experimental case study testing a safety culture intervention•The intervention aimed at creating more and better safety-related interactions.•The safety organizations performance was improved.•Results indicated a changed trend in injury rates and improvement in safety culture.</description><subject>Accidents, Occupational - prevention & control</subject><subject>Accidents, Occupational - psychology</subject><subject>Biological and medical sciences</subject><subject>Case studies</subject><subject>Complexity theory</subject><subject>Corporate culture</subject><subject>Denmark</subject><subject>Humans</subject><subject>Industrial plant</subject><subject>Industrial plants</subject><subject>Industry</subject><subject>Interprofessional Relations</subject><subject>Intervention</subject><subject>Medical sciences</subject><subject>Occupational Health - standards</subject><subject>Occupational medicine</subject><subject>Occupational safety</subject><subject>Organizational Case Studies</subject><subject>Organizational Culture</subject><subject>Organizational learning</subject><subject>Poisson Distribution</subject><subject>Professional Staff Committees</subject><subject>Program Evaluation</subject><subject>Public health. Hygiene-occupational medicine</subject><subject>Qualitative Research</subject><subject>Safety Management - methods</subject><subject>Safety Management - organization & administration</subject><subject>Surveys and Questionnaires</subject><subject>Systems Theory</subject><subject>Total Quality Management - methods</subject><subject>Workplace - psychology</subject><issn>0022-4375</issn><issn>1879-1247</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2014</creationdate><recordtype>article</recordtype><sourceid>EIF</sourceid><recordid>eNqNkUuLFDEUhYMoTtv6A9xIgQhuqs2jkkqc1TD4GBgQQdfhVnKrO0V11ZikBtpfb5ruUXAhri4J37mcew4hLxndMMrUu2EzpLjhlIny3lAqHpEV062pGW_ax2RFKed1I1p5QZ6lNFBKlWTsKbngjeSGarUiX2_2d3G-D9O2StBjPlRuGfMSscq7OC_bXZlY7RDGvKtg8g_UHLcwhZ-Qwzy9r64qBwmrlBd_eE6e9DAmfHGea_L944dv15_r2y-fbq6vbmsnpci1p6LrHLDeaOmMV5xi61TbS0lbL5zSwglkTkGH4DrjoQFoVNM33GjjtBJr8va0t_j_sWDKdh-Sw3GECeclWSaZaoXWWvwHWpIxUkhT0Nd_ocO8xKkcYlljTAlUlZzXhJ0oF-eUIvb2LoY9xINl1B6rsYMt1dhjNcevIimaV-fNS7dH_1vx0EUB3pwBSA7GPsLkQvrDacE1Y0eLlycOS7r3AaNNLuDk0IeILls_h3_Y-AVW2qr3</recordid><startdate>20140201</startdate><enddate>20140201</enddate><creator>Nielsen, Kent J.</creator><general>Elsevier Ltd</general><general>Elsevier</general><general>Elsevier Science Ltd</general><scope>6I.</scope><scope>AAFTH</scope><scope>IQODW</scope><scope>CGR</scope><scope>CUY</scope><scope>CVF</scope><scope>ECM</scope><scope>EIF</scope><scope>NPM</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7T2</scope><scope>C1K</scope><scope>K9.</scope><scope>7X8</scope><scope>7U2</scope></search><sort><creationdate>20140201</creationdate><title>Improving safety culture through the health and safety organization: A case study</title><author>Nielsen, Kent J.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c553t-d03bbca1f985c9d620e7c67f5507d3c683c3e1c6abeacb9da4aa464f42989c863</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2014</creationdate><topic>Accidents, Occupational - prevention & control</topic><topic>Accidents, Occupational - psychology</topic><topic>Biological and medical sciences</topic><topic>Case studies</topic><topic>Complexity theory</topic><topic>Corporate culture</topic><topic>Denmark</topic><topic>Humans</topic><topic>Industrial plant</topic><topic>Industrial plants</topic><topic>Industry</topic><topic>Interprofessional Relations</topic><topic>Intervention</topic><topic>Medical sciences</topic><topic>Occupational Health - standards</topic><topic>Occupational medicine</topic><topic>Occupational safety</topic><topic>Organizational Case Studies</topic><topic>Organizational Culture</topic><topic>Organizational learning</topic><topic>Poisson Distribution</topic><topic>Professional Staff Committees</topic><topic>Program Evaluation</topic><topic>Public health. Hygiene-occupational medicine</topic><topic>Qualitative Research</topic><topic>Safety Management - methods</topic><topic>Safety Management - organization & administration</topic><topic>Surveys and Questionnaires</topic><topic>Systems Theory</topic><topic>Total Quality Management - methods</topic><topic>Workplace - psychology</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Nielsen, Kent J.</creatorcontrib><collection>ScienceDirect Open Access Titles</collection><collection>Elsevier:ScienceDirect:Open Access</collection><collection>Pascal-Francis</collection><collection>Medline</collection><collection>MEDLINE</collection><collection>MEDLINE (Ovid)</collection><collection>MEDLINE</collection><collection>MEDLINE</collection><collection>PubMed</collection><collection>CrossRef</collection><collection>Health and Safety Science Abstracts (Full archive)</collection><collection>Environmental Sciences and Pollution Management</collection><collection>ProQuest Health & Medical Complete (Alumni)</collection><collection>MEDLINE - Academic</collection><collection>Safety Science and Risk</collection><jtitle>Journal of safety research</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Nielsen, Kent J.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Improving safety culture through the health and safety organization: A case study</atitle><jtitle>Journal of safety research</jtitle><addtitle>J Safety Res</addtitle><date>2014-02-01</date><risdate>2014</risdate><volume>48</volume><spage>7</spage><epage>17</epage><pages>7-17</pages><issn>0022-4375</issn><eissn>1879-1247</eissn><coden>JSFRAV</coden><abstract>International research indicates that internal health and safety organizations (HSO) and health and safety committees (HSC) do not have the intended impact on companies' safety performance. The aim of this case study at an industrial plant was to test whether the HSO can improve company safety culture by creating more and better safety-related interactions both within the HSO and between HSO members and the shop-floor.
A quasi-experimental single case study design based on action research with both quantitative and qualitative measures was used.
Based on baseline mapping of safety culture and the efficiency of the HSO three developmental processes were started aimed at the HSC, the whole HSO, and the safety representatives, respectively.
Results at follow-up indicated a marked improvement in HSO performance, interaction patterns concerning safety, safety culture indicators, and a changed trend in injury rates. These improvements are interpreted as cultural change because an organizational double-loop learning process leading to modification of the basic assumptions could be identified.
The study provides evidence that the HSO can improve company safety culture by focusing on safety-related interactions.
•A quasi-experimental case study testing a safety culture intervention•The intervention aimed at creating more and better safety-related interactions.•The safety organizations performance was improved.•Results indicated a changed trend in injury rates and improvement in safety culture.</abstract><cop>Kidlington</cop><pub>Elsevier Ltd</pub><pmid>24529086</pmid><doi>10.1016/j.jsr.2013.10.003</doi><tpages>11</tpages><oa>free_for_read</oa></addata></record> |
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| ispartof | Journal of safety research, 2014-02, Vol.48, p.7-17 |
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| language | eng |
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| source | MEDLINE; ScienceDirect Journals (5 years ago - present) |
| subjects | Accidents, Occupational - prevention & control Accidents, Occupational - psychology Biological and medical sciences Case studies Complexity theory Corporate culture Denmark Humans Industrial plant Industrial plants Industry Interprofessional Relations Intervention Medical sciences Occupational Health - standards Occupational medicine Occupational safety Organizational Case Studies Organizational Culture Organizational learning Poisson Distribution Professional Staff Committees Program Evaluation Public health. Hygiene-occupational medicine Qualitative Research Safety Management - methods Safety Management - organization & administration Surveys and Questionnaires Systems Theory Total Quality Management - methods Workplace - psychology |
| title | Improving safety culture through the health and safety organization: A case study |
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