Safety motivation

The majority of healthy volunteer studies are conducted by contract research organisations (CROs), which recruit subjects from the general public by advertising and word of mouth. The composition of the volunteer database depends to some extent on the location, some being comprised mainly of students or the local residential population, others, particularly in large cities, having a preponderance of backpackers and temporary workers. The source of volunteers does have implications for safety, motivation and withdrawal rates. The more itinerant volunteers may not be available for follow-up and little may be known about their medical background. While the professional volunteer is wholly inappropriate, a stable population of volunteers who understand what is involved... 

While an interview can measure arange of safety-related dimensions (see Chap. 3, Tables 3.3 and 3.4 for questions that can be used to measure an applicant s experience and expectations, respectively, in an employment interview), they are not particularly well suited to the measurement of aspects of safety such as safety motivation, participation, and compliance. The key problem is the possibility that the applicant will respond in a socially desirable way, and their response may have little relationship to their future on-the-job behavior. Rather than questioning job applicants directly about their safety attitudes (e.g., asking questions like Should safety have a high priority ), a structured interview can make use of either situational or behavioral questions to gain a perspective on the applicant s safety attimdes. Both situational and behavioral questions are based on scenarios or critical incidents which come directly from the job which the individual is being recruited for. The primary difference is that when using the behavioral format, the individual is asked what they have done in the described simation in the past, while in the situational format the applicant is asked what they would do in the particular situation. 

For scales to measure other safety-related factors, the reader can consult Costa and Anderson (2011) for trust measures Zohar (2000) for safety climate measures Barling et al. (2002) for safety consciousness Sneddon et al. (2013) for situational awareness Neal and Griffin (2006) for safety participation and compliance Chmiel (2005) for bending the rules Cox and Cox (1991) for safety skepticism Neal et al. (2000) for safety knowledge and safety motivation Tucker et al. (2008) for employee safety voicing Tucker et al. (2008) for perceived organizational and perceived co-worker support for safety and Diaz-cabera et al. (2007) for safety culture. Another good source of information on safety measures are meta-analyses (e.g., Christian et al. 2009 Clarke 2006). 

Neal, A., Griffin, M. A. (2006). A study of the lagged relationship among safety climate, safety motivation, safety behavior, and accidents at the individual and group levels. Journal of Applied Psychology, 91(4), 946-953. 

This principle states Safety motivation, cooperation, and culture change increase in proportion to the amount of participation of the people involved. 

This principle states Safety motivation increases as people are given recognition for their contribution to the safety effort. 

Signage and labels are important components to educational and safety motivation. Signage instructs as to proper usage of materials and reminds users of proper procedures. Most equipment will contain warning labels and instructional labels. It may be an issue of liability to keep these labels in place and legible. Photos and documentation of all signage and label placement is important. Labels and signage should be incorporated into scheduled audits. 

Where we can impel people toward safety we will then urge them forward and help them use their creative power to contribute to safety. Motivation is a two-way street and if we are not creating the environment that inspires employees to greater involvement in safety processes, we should not always point a finger at them and say they are not motivated. Our own personal test is do we always encourage, involve, inspire, and impel employees Do we do enough to recognize safe work reports and other near miss incident rqx)rts ... 

If we apply the lessons of the Hawthorne Effect to near miss incident reporting, we find the very foundation of safety motivation. Near miss incident reporting is not simply a discipline or a set of precepts that must be imposed from above. It must involve the worker, recognize the worker, and perhaps even reward the worker. 

An other stream with a similar process affected by non-safety motivations and alternatives... 

Total Loss Control is a management-orientated system. It aims at identifying responsibility for control of health and safety, motivation of managers towards better health and safety performance and the elimination of losses associated with poor standards of this performance. 

Lajunen, T. and H. Summala (1995). Driving experience, personality, and skill, and safety-motive dimensions in drivers self-assessments. Person. Individual Differ., 19(3), 307-318. 

Laufer A (1987b) Construction accident cost and management safety motivation. Journal of Occupational Accidents vol 8 pp 295-315. 

Andriessen, J.H.T.H., Safe behaviour and safety motivation. Journal of Occupational Accidents, 1978, 1, pp. 363-376. 

Possible disturbances The successful implementation of safe actions and behavior may be disturbed by time pressure at the shop floor or by poor examples set by the supervisor. A safety motivation talk may lead to an unintended impulsive reaction on the part of a criticized employee, which in return triggers an emotional reply by the safety expert. 

A human factors approach with special emphasis on the human element encompasses engineering and organizational techniques and methods. It focus on the prerequisite conditions to safety behavior, on safety motivation and on procedures to improve human reliability. 

Collegiality A highly collegial safety leader will tend to feel naturally the compassion needed for safety motivation. At the extreme, however, such a leader may not be sufficiently demanding. A safety leader with low collegiality will need to find ways to compensate, to devise ocher kinds of personal motivation, and to adopt new practices and behaviors designed to manifest his or her concern for the safety of patients and staff. 

Questionnaires provide basic information on the causes of accidents and factors influencing safety motivation. However, closed-question surveys may force a particular response and do not always allow for additional comments (Somekh and Lewin 2005). They may not reflect the complete views and opinion of the respondents. Interviews provide a chance for respondents to explain and enrich their answers. Information collected from interviews can also strengthen the validity of the questionnaires. 

To gain a broad understanding on the causes of accidents and factors influencing safety motivation. 

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