Employees behaviour modification

Employee behaviour modification processes, as with all other human processes, can become stale and ineffective. A significant proportion of the safety improvement comes from the early interaction between the observer and the observed. If this process becomes superficial then few improvements in safety performance can be expected. Refreshing the whole intervention process periodically is essential and can be achieved by ... 

Approaches such as this are indirect behaviour modification and can be effective where there is extensive employee participation with feedback provided on progress made. Communicahon is critical to success. The objective is to address and influence the behaviour of ffie remote maintenance worker so that he can deal wdth the hazard at ffie time when it becomes a serious risk. 

Figure 2.8.9 provides an illustrative example that demonstrates how several levels and fxmctions of management as well as front line employees can contribute to the occurrence of an imsafe situation, ft is therefore important that behaviour modification processes are applied to people in management and supervisory roles. 

Incident analyses indicate that behaviour modifications by employees could have avoided many of the accidents. 

A traditional means of implementing accident experiences in production systems in operation is to update the work instructions. These documents will successively accumulate accident experiences and become experience carriers for use in the training of new employees and in the follow-up of safe behaviour. Modifications of design are also a means of storing the accident experiences in the company s collective memory as long as the changes represent the company s best practice and are used in subsequent design work. 

Checklist modification The critical safety behaviour checklists are modified as new areas of potentially unsafe behaviour are recognized. All employees are encouraged to identify items for inclusion on the checklists. 

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