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Supervisor Accountability Jim Arendas Construction Advancement Foundation

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Title: Supervisor Accountability Jim Arendas Construction Advancement Foundation


1
Supervisor AccountabilityJim
ArendasConstruction Advancement Foundation
2
Levels of Responsibility
  • Executive Management
  • High level commitment lower accident rates
  • (Cheyne et al., 1998 Zohar, 1980)
  • Supervision
  • Work group encouragement and support
  • (Donald, 1995).
  • Worker
  • Participation/ownership
  • What motivates workers to take responsibility?
  • (Lee, 1995)

3
OSHA Elements of Management Duty
  • Establish policies, procedures and rules
  • Safety Training
  • Providing the right tool and equipment
  • Enforcing the rules

4
Supervisory Challenges
  • Characteristics of the work (Physical Hazards)
  • Psychological and behavioral characteristics of
    the individual
  • Organizational environments (Culture)
  • (Cheyne, 2002)

5
Competing Organizational Influences
  • Organizational values
  • Short-term profits
  • Customer needs
  • Organizational Culture

6
Organizational Culture
Ela Oney-Yazici, Heyecan Giritli, Gulfer
Topcu-Oraz, Emrah Acar, (2007) "Organizational
culture the case of Turkish construction
industry", Engineering, Construction and
Architectural Management, Vol. 14 Iss 6, pp.519
- 531
7
Safety Culture?
8
Management Commitment
  • Management Resources
  • Leadership from Executive Management
  • Time
  • Involvement
  • Support
  • Evaluation
  • Leading Indicators
  • Measure positive behaviors
  • Measure coaching and correcting
  • Close calls
  • Root cause of negative behaviors
  • Measure history not TRIR
  • Employee surveys
  • Lagging Indicators
  • Enforcement
  • Throughout all levels of management and
    supervision
  • The food chain
  • Recognition

9
Worker Duty
  • Not required by OSHA
  • Duty to employer
  • Follow rules or get wacked
  • Duty to self is a personal choice

10
Relational Leadership Support
  • Leader-member exchange
  • Leaders have limited time
  • Cross organizational support
  • Relational support from supervisor
  • Self-developed relational support
  • Culture supported relational support
  • No relational support
  • (Uhl-Bean, 2006)

11
Team Dysfunctions of Safety Leadership
  • Absence of Trust
  • Absence of Conflict
  • Lack of Commitment
  • Avoidance of Accountability
  • Inattention to Results
  • (Lencioni, 2002)

12
Evaluating Safety Culture Maturity (RSSB UK)
  • Level 1 Emerging
  • Level 2 Managing
  • Level 3 Involving
  • Level 4 Cooperating
  • Level 5 Continually Improving

13
Level 1 Emerging
  • Safety is focused on
  • Technical
  • Procedural
  • Compliance
  • Safety not a key business risk
  • Safety department responsibly for safety
  • Accidents seen as unavoidable
  • Most front line staff not interested in
  • Safety used as a lever on other issues

14
Level 2 Managing
  • Safety recognized as a business risk
  • Management devoted to accident prevention
  • Safety focus is on rules, procedures and
    engineering controls
  • Accidents seen as preventable
  • Management believes most accidents are due to
    behaviors of front-line staff
  • Measures performance with lagging indicators
  • Incentives based on reducing loss time incidents
  • Senior managers only become involved in health
    and safety if accidents increase punishment
    likely to be used
  • Accident rates are near the industry sector
    average but tend to have more serious accidents

15
Level 3 Involving
  • Accident rates are low, but have reached a
    plateau
  • Organization realizes employee involvement is
    essential for improvement.
  • Management recognize that a range of factors lead
    to accidents such as management decisions.
  • Most front-line employees will work with
    management to improve safety.
  • The majority of staff accept personal
    responsibility for their own health and safety.
  • Safety performance is monitored and the data used

16
Level 4 Cooperating
  • The majority of staff believe that health and
    safety is important from both a moral
    economic reasons
  • Management recognizes that a range of factors
    lead to accidents and the root causes stem from
    management decisions
  • Front-line staff accept responsibility for their
    own and others health and safety
  • Employees are valued and treated fairly
  • Organization proactive measures indicators to
    prevent accidents
  • Organizations addresses healthy lifestyle and
    non-workplace accidents

17
Level 5 Continually Improving
  • Injury prevention is a core company value
  • Organization has several years without a
    recordable accident or high potential incident
    but there is no feeling of complacency
  • Leading and lagging indicators used to monitor
    performance but it is not performance driven it
    has confidence in its safety processes
  • Organization strives to be better and finds
    improved hazard control approaches
  • Employees believe safety is a critical aspect of
    their job and accept that prevention of non-work
    injuries is important
  • Company invests considerable effort in promoting
    health and safety at home

18
References
  • Cheyne, A., Cox, S., Oliver, A., Tomas, J. M.
    (1998). Modelling safety climate in the
    prediction of levels of safety activity. Work and
    Stress, 12, 255-271.
  • http//ergonomie.com.au/our-services/safety-and-ma
    nagement-systems/safety-culture/
  • RSSB.UK.co
  • Construction Industry Institute
  • Donald, I. (1995). Safety attitudes as a basis
    for promoting safety culture An example of an
    intervention. In Work and well-being An agenda
    for Europe conference, Nottingham, 7-9 December.
  • Ela Oney-Yazici, Heyecan Giritli, Gulfer
    Topcu-Oraz, Emrah Acar, (2007) "Organizational
    culture the case of Turkish construction
    industry", Engineering, Construction and
    Architectural Management, Vol. 14 Iss 6, pp.519
    - 531
  • Lee, T. R. (1995). The role of attitudes in the
    safety culture and how to change them. In
    Conference on Understanding Risk Perception
    Offshore Management Centre, Robert Gordon
    University, Aberdeen, 2 February.
  • Oliver, A., Cheyne, A., Jose, M. T., Cox, S.
    (2002). The effects of organizational and
    individual factors on occupational accidents.
    Journal of Occupational and Organizational
    Psychology, 75, 473-488.
  • Lencioni, P., (2002), The Five Dysfunctions of a
    Team, A leadership Fable, Jossey-Bass, San
    Francisco, CA.
  • Uhl-Bean, M., (2006). Relational leadership
    theory exploring the social processes of
    leadership. The Leadership Quarterly, 17(6),
    654-676.
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