1
CHAPTER 1
INTRODUCTION
1.1 RESEARCH BACKGROUND
Construction industry is a sector of national economy engaged in
preparation of land and construction, repair of buildings,
structures and other properties. Malaysias construction industries
recorded a GDP growth of 1.6% in the fourth quarter of 2008 in
comparison to 3.9% and 1.2% in the second and third quarters of
2008. It turned around to register a small positive growth of 0.6%
in the first quarter of 2009 (CIDB, 2010). Although Malaysia had
recorded an increase economically, this does not mean Malaysia can
settle down comfortably. The major issues in almost all developing
construction industries are safety culture involving accidents. The
statistics of accidents at construction sites give us proper
picture of Malaysia which in need of critical, huge and fast
overhaul from the current site safety.
Investigation done by CIDB (2010) showed that construction
industry in Malaysia is the sector that contributes the highest
rate of accidents categorized in the involvement of death. High
rate of accidents can be directly related to a poor safety
performance as suggested by Ng et al (2005). Based on the
investigation by CIDB (2010), it can be said that construction
industry is the most dangerous industry in Malaysia. Having the
highest number of fatalities, construction industry became the most
crucial industry in the need of effective safety measures and
safety management system in the effort to achieve better safety
performance. 1.2PROBLEM STATEMENT
Reports from DOSH indicated an increasing case of workplace
accidents in construction industry. Therefore, surface the need of
serious progress of safety implementation among construction
industries. In order to nurture and strengthen the safety
performance implementation among workers, it is important to know
what are the factors that influence safety performance in the
implementation of safety across organization. Therefore, in order
to achieve a higher or better safety performance it is essential to
first identify what are the factors that influence the
successfulness of the safety performance itself. By identifying the
factors that can influence either positive and negative safety
performance in construction sites, management can enhance the
well-being of personnel thus decrease the numbers of accidents and
perhaps preventing any safety events that involved fatalities.
1.3RESEARCH OBJECTIVE
The objective of this study is to identify the success factors
that influence safety performance in construction site.
1.4RESEARCH QUESTION
1.What the factors that influence safety performance in
construction site?
1.5SCOPE OF STUDY
This study mainly focused on G7 contractors in Pahang region. G7
contractors are contractors that have no limit in managing project.
In other words, G7 class contractors can execute any project of any
amount without limit in tender capacity.
1.6SIGNIFICANCE OF STUDY
This study will provide information factors that influence
safety performance in construction site. This study would be
beneficial to any building construction contractor in Malaysia such
as CIDB, Syarikat Perumahan Negara and other small organization.
Besides contractors, this study will also be beneficial to the
Department of Occupational Safety and Health Human Resource
Department Malaysia whereby the result of this study can be used as
a guideline in implementing a more efficient safety performance of
building construction industries in Malaysia.
1.7HYPOTHESES
H1: Management activities have significant relationship with
safety performance in construction site.
H2: Incentive factors have significant relationship with safety
performance in construction site.
H3: Policy factors have significant relationship with safety
performance in construction site.
H4: Personnel factors have significant relationship with safety
performance in construction site.
H5: Technical factors have significant relationship with safety
performance in construction site.
H6: Process factors have significant relationship with safety
performance in construction site.
1.8EXPECTED RESULTS
1.Management activities will positively influence safety
performance in construction site.
2.Incentive factors will positively influence safety performance
in construction site.
3.Policy factors will positively influence safety performance in
construction site.
4.Personnel factors will positively influence safety performance
in construction site.
5.Technical factors will positively influence safety performance
in construction site6.Process factors will positively influence
safety performance in construction site
CHAPTER 2
LITERATURE REVIEW
2.1STATISTICS OF ACCIDENTS IN MALAYSIA
In the Department of Safety and Health annual report for the
year end 2010 showed the statistic of occupational accidents by
sector for the category of death as shown in the graph. The graph
showed that up until 2010, construction contributes the most in the
event of occupational accidents involving death among other sector
in Malaysia.
Figure 2.0: (Adopted from Department of Safety and Health
(2010), Occupational accidents by sector for the category of
death.2.2PREVIOUS STUDIES ON SAFETY PERFORMANCE
There were many studies conducted in identifying factors that
influence and the methods of measuring safety performance in
organizations and construction that can be used in the development
of literature review for this study.
Safety performance evaluation is essential in determining the
effectiveness of a particular organizations safety management
system (Sgourou, Katsakiori, Goutsos, & Manatakis, 2010).
Sgourou et al (2010) also suggested several factors in the effort
to provide holistic approach in measuring safety performance such
as technical, organizational, and human factors. Another similar
study to develop measurement of safety performance conducted by Ng
et al (2005) suggested 4 criteria that can be used to measure the
level of safety performance which is accident rate, incident rate,
experience modification rating and score card in order to define
the level of safety performance of a particular safety system in
the organization.
Safety performance can be influenced by many factors that can be
associated with the measurement of safety performance itself.
Safety regulations have been an element that have been close
related towards influencing safety performance as most literature
for safety performance stated the importance of safety regulations
in workplace (DeArmond, Smith, Wilson, Chen, & Cigularov,
2011). DeArmond et al (2011) further stated that use of equipment
and tools in the effort to carry certain tasks, proper use of
personal protective equipment housekeeping can also be an
influencing factors contributing towards changes in safety
performance.
In a different study conducted by Teo et al (2005), four main
factors that can influence safety in construction site were
described as policy, process, personnel and incentive factors. In
the effort of management to identify, manage, contro and respond
towards safety risks that can occur in construction site, Teo et al
(2005) suggested the use of a framework that specify all the four
elements including the sub-factors under each element. The 3P+I
framework is the framework that specify the factors that
contributes towards the level of safety in construction site for
managers to adopt and use for better safety performance.
Figure 2.1: Adopted from (Teo, Ling, & Chong, 2005); the 3P
+ I framework for managing safety in construction site.
High standard of safety regulations and standards in workplace
have significant relationship in improving safety performance of
organization with the elements described as project characteristics
and nature of work, organization and structure, collective values,
norms and behavior, and individual competence and attitudes (Torner
& Pousette, 2009).
The factors and measurement of safety performance evolves from
time to time according to the nature of work involved in a
particular project as project is characterized as unique and
different project consist of both similar and different tasks and
activities. Therefore, continuous research on factors influencing
and methods of safety performance measurement must be done to
support constant changes in working environment and to get in-line
with current technologies for better results and effectiveness in
process implementation.
2.3MANAGEMENT ACTIVITIES
Management activities are important in the effort to prevent,
mitigate and respond towards safety in working environment.
Accidents in workplace can be directly related with the role of
management. Fang et al (2004) highlighted that the cause of
accidents occurring at workplaces points towards management
failures and represents the real underlying causes of
accidents.
Management activities concerning safety is the act of managing
and implementing safety measures for employees to abide. In other
words, safety management activities is the management itself acting
as an element in the effort to permeate the sense of safety to
employees in any ways and forms possible. Safety management relates
to the actual practices, roles practices and functions associated
with remaining safe (Mearns, Whitaker, & Flin, 2003)
According to Mearns, Whitaker and Flin (2003), consistent
commitment from management towards safety can be in terms of
prioritizing safety over production, high safety profile in
meetings, personal involvement of managers and supervisors in
meetings and walkabouts, face to face meetings and also contracts
that include safety. A study conducted by Fang, Xie, Huang and Li
(2004) suggested 8 main elements in safety management activities.
Their study then used factor analysis to analyze all the 8 elements
to determine the acceptability level for each elements and from the
8 elements, only 5 were acceptable; Safety inspection, safety
meeting, safety regulation enforcement, safety education and safety
communication. These 5 elements will be used as the elements of
management activities for this study.
2.3.1Safety Inspection
Safety inspection is the act of inspecting or monitoring the
safety level at workplace done by either supervisors, foremen or
other related parties with the authority or the qualification to do
so. Safety inspection implies the involvements of supervisors and
foremen in routine safety management (Fang, Xie, Huang, & Li,
2004). Safety inspection is also an important element to measure
the managerial role in improving organizations safety performance
which can be considered as a benchmarking tool to evaluate safety
performance. Continuous improvement in safety performance can be
achieved by implementing a constant safety inspection at workplace
where safety performance is benchmarked using inspection as a tool
(Ng, Cheng, & Skitmore, 2005).
Safety inspection is considered as the key in improving safety
performance in workplace (Fang, Xie, Huang, & Li, 2004). This
is similar with a study conducted by Mearns, Whitaker and Flin
(2003) that found where inspections were frequent, the number of
accidents rate is lower.
The presence of managers, supervisors and foremen which directly
involved in monitoring and inspecting employee brings to a higher
level of safety performance in organization which represents a low
accidents rate. Low accident rate organizations can be
characterized as the organization with the presence of upper
managers who personally involved in safety activities;
prioritization of safety meetings and in decisions making process
concerning safety activities (Mearns, Whitaker, & Flin,
2003).
In order to perform well, management activities in regard of
safety must include inspection as a requirement. As mentioned
earlier, the application of inspection as an element in commitment
of management towards workplace safety will have significant effect
towards safety performance. This is further described as an
organization that is well performed in respect of activities that
prevent injuries and ill health where it includes inspection as one
of the activities involved (Sgourou, Katsakiori, Goutsos, &
Manatakis, 2010).
2.3.2Safety Meeting
Safety meeting is a term used by managers or supervisors which
involved the event of gathering all related parties in the project
to brief them about safety in workplace. Safety meeting can also be
held by a safety specialist or safety officers. Safety meeting is
also a medium for workers to directly report any safety related
matters to managers. Safety meeting usually carried out early in
the morning every day or at the start of every working period
involving group of workers under the co-ordination of safety
specialist and some time also spend reporting and discussing
matters of safety that had happened the day before (Saurin,
Formoso, & Cambraia, 2008).
Safety briefing (meeting) every morning or every starting of
working period can be considered as an early warning system of
safety matters involved in workplace. This can be so as in a safety
meeting, everyone was briefed with all related matters of potential
safety risks, report of previous accidents and near misses and also
matters regarding personal protective equipment use.
The implementation of safety meetings will significantly bring
impact towards safety performance in project construction site and
also showed the commitment of management towards the safety of
workers. Management plays a very important role in efficient and
effective safety program from active involvement in safety related
matters such as regular safety meetings and trainings (Aksorn &
Hadikusumo, 2008).
A study conducted by Ng, Cheng and Skitmore (2005) found that
increasing the frequency of safety meetings among workers and
supervisors will significantly improve safety performance.
Furthermore, Mearns, Whitaker and Flin (2003) in their study also
found out that direct involvement of management in frequent and
constant safety meetings will decrease the rate of accidents in
workplace. Saurin, Formoso and Cambraia (2008) also stated that
safety meetings is a good strategy to quickly disseminate reports
to the whole workforce and at the same time establish an informal
but systematic reporting mechanism without bureaucracy.
2.3.3Safety Regulation Enforcement
Safety regulation enforcement is the act of management to
enforce safety to workers by referring to strict regulation
establish by the organization. Workplace safety involves
regulations whereby workers are obligated to follow. Even so,
sometimes these regulations were not taken seriously. According to
Probst and Estrada (2010), enforcement of safety is the extent
which supervisors provide praise for safety compliance and
punishment for non-compliance. The failure to enforce safety among
workers can result in high rate of injuries and accidents at work
as further stated by Probst and Estrada (2010) where strict safety
enforcement has shown influence towards safety outcomes and failure
to do so were more likely to cause accidents and injuries in
workplace.
The implementation of strict safety regulation enforcement will
result in better performance in terms of safety. Employees will be
given praises or incentives when complying with safety regulations
and punished if they do not abide with the regulations. This can
help enforcing a sense of safety behavior among workers which then
can increase their performance in safety. Working conditions can
improve with the help of supervisors or managers enforcing strict
safety regulations among workers in the organization (Saurin,
Formoso, & Cambraia, 2008).
Non-compliance of safety regulation can also be termed as
violation. Workers sometime intentionally or unintentionally and
constantly violating safety regulations which bring to the role of
management to respond toward this threat. Therefore management
commitment is important to enforce strict safety regulation process
to counter this type of problem. Not confirming with safety
regulation is known as violation and management should then provide
means to enforce workers especially violators to obey the rules and
regulations by providing effective mechanism to ensure less cases
of safety rules and regulations violations (Saurin, Formoso, &
Cambraia, 2008). To highlight the importance of safety regulation
enforcements, it is also listed as one of the important element in
the role of UKs Health and Safety Executive (HSE) in explaining
Construction Design Management (CDM) Regulations. The HSE was
established alongside the Health and Safety Commission (HSC) under
the Safety of Work Act (1974) which then became the primary safety
legislation in UK (Baxendale & Jones, 2000). In the study
conducted by Baxendale and Jones (2000) showed that the enforcement
of regulations is the intention to secure compliance of workers
towards safety regulations through giving advice.
The existence of strict safety regulations enforcement can
result in higher safety performance among workers which
characterized by the low rate of accidents, injuries and near
misses incidents in workplace. The absence of safety regulations
enforcement can lead to vulnerable conditions on occupational
health and safety for workers (Mohamed, Ali, & Tam, 2009).
2.3.4Safety Education and Training
Safety education concerns the knowledge of a particular
individual regarding safety matters whether in theoretical or
practical way. Safety education measures the knowledge of
individual about safety related matters. Fang et al. (2004)
characterized safety education of individuals as hours and days of
education received by certain position in an organization such as
managers, supervisors, foremen and workers.
By providing workers with the appropriate knowledge and training
that can suits the nature of working environment, the effect show
significant increase in workers safety performance. Given periodic
educational and safety training programs, workers can achieved an
effective safety program which leads to a higher rate of safety
performance (Aksorn & Hadikusumo, 2008). Aksom and Hadikusumo
(2008) further addressed that in a working environment where most
workers are uneducated and inexperienced, intensive safety training
is needed in order for the project to achieve higher safety
performance which characterized as the working environment with low
rate of accidents and near misses.
In the effort of management to give commitment towards safety in
workplace, a strong emphasis must be put on the importance of
having workers with appropriate education and safety training
suitable to their workplace and type of jobs requirements. How
management values safety training among workers as priority refers
to the extent of which training is accessible, relevant and
comprehensive (Probst & Estrada, 2010). Probst and Estrada
(2010) further discussed that, with the absence of proper education
and training regarding safety matters can result in workers fail to
identify things or elements that constitutes an accident which will
result in accident or near misses repetition.
Safety education and training is one of the methods or tools
that management uses to show their commitment towards improving
safety performance in the workplace. The application of safety
training and education can significantly affect safety performance
in the organization. A study conducted by Tam, Zeng and Deng (2004)
identified lack of safety training as one of the elements in poor
construction safety performance. This statement refers to the
absence of safety training in construction safety performance will
have negative impact towards rate of accidents and near misses
which in other words will lead to poor safety performance in
construction site. The importance of safety training is further
supported by Chan et al (2010) that stated safety training as an
important tool in mitigating site accidents and also considered as
key factors affecting safety performance.
2.3.5Safety Communication
Safety communication is an act where safety related matters are
communicated among workers in the organization. Communication is
also a medium to deliver and receive information related safety
across the organization. Communication can be viewed as a medium or
means to performance ends or as constitutive, as the end in itself
and considered as an important non-technical skills required for
managing workplace (Kim, Park, & Jung, 2008).
Safety related communication among workers and among workers and
management can be a good way of transmitting information regarding
safety matters which then can result in lower accidents and near
misses rate in workplace environment. A study conducted by Michael,
Guo, Wiedenbeck and Ray (2006) on the leader-member safety
communications on the impact of subordinates safety outcomes found
that safety related communication will improve the subordinates
safety practices and thus can reduce accidents.
Safety related communication can have significant impact towards
the level of safety performance in workplace environment.
Supervisors or managers that implement constant communication
engagement with workers can keep workers updated with the current
important and past important events regarding safety matters.
Regular and direct communication stream between leader and
subordinates is considered as valuable characteristic of any
organization where it is essential in terms of achieving good and
decent safety performance (Michael, Guo, Wiedenbeck, & Ray,
2006).
Michael et al. (2006) further stated that poor communication
between management and subordinates is a primary reason for
substandard behaviors ranging from poor safety performance to low
productivity and morale. With an open safety related communication
environment, management and workers can exchange information
regarding safety directly and effectively without having to face
barriers of bureaucracy. This then can result in establishment of
mutual safety behaviors that benefits all parties. Under an open
and constructive communication atmosphere, the leader and member
would freely converse about routine and non-routine problems and
engage in joint problem solving processes, which in the long run
can result in behaviors that are mutually beneficial (Michael, Guo,
Wiedenbeck, & Ray, 2006).
In improving safety performance in construction site, safety
related communication is considered as one of management commitment
towards safety of workers. Therefore, it is important for a
particular construction site to have an effective communication
regarding safety matters across the organization. This is supported
by a study conducted by Kines et al. (2010) which found that the
higher the frequencies of safety communication among workers and
management will increase safety performance in construction
site.
2.4INCENTIVES FACTORS
Incentives factor is the factor where certain kind of behavior
is rewarded when specific requirements is achieved. In terms of
safety, incentives are the method of rewarding the event of
achieved requirements regarding safety in a particular process or
project. Safety incentives are reward techniques used by
organization to improve their health and safety result and also
specifically designed to counter natural incentives to unsafe
behavior (Haines III, Merrheim, & Roy, 2001).
The implementation of safety incentives program motivates
workers to act and behave in a safe manner when executing
particular tasks throughout a certain period of time determined by
management or organization in order to keep up a decent safety
performance in a working environment. Incentive programs can be
considered as a psychological approach in which employees can be
rewarded for safe work habit (Chan, Chan, & Choi, 2010).
Chan et al (2010) further stated that the main objective of
incentives program is to minimize accidents and improve safety
behaviors and safety related records. The positive outcomes that
can result from the implementation of safety incentives program is
supported by study conducted by Chan et al (2010).
Safety incentives significantly bring positive impact towards
the improvement of safety performance itself. Safety incentives
scheme or programs is considered as one of the main factors
contributing towards successful and better safety performance in
construction projects (Aksorn & Hadikusumo, 2008).
Study conducted by Teo, Ling and Chong (2005) highlighted
framework for project managers to manage construction safety and
mentioned incentive programs as having 3 main elements of monetary
incentives, non-monetary incentives and disciplinary action.
2.4.1Monetary Incentives
Incentive is some kind of motivator to enforce required behavior
towards people. People usually attracted with force of incentives
such as rewards, recognition and benefits offered in a certain task
end. Therefore, people tend to comply with the established behavior
towards achieving the objective of tasks or projects to acquire the
incentives offered.
Teo et al. (2005) stated that people will behave in ways that
lead to desired outcomes if compliance to a source or medium such
as safety regulations and rules will provide them with returns in
the form of incentives. This statement also supported by a study
conducted by Aksorn (2008) which discovers incentives in the form
of monetary is a major motivational factor towards the improvement
of safety performance in workplace environment especially
construction sites.
Monetary incentive is the reward system that uses money as basis
of rewards whereby eligible receiver will receive a certain amount
of money at the end of any specified compliance of behavior.
Monetary incentive is the common type of incentives available and
is widely used in not just construction industry but also other
safety related fields (Teo, Ling, & Chong, 2005). Teo et al
(2005) further stated that monetary incentives are either used for
giving monetary returns for safety performance of workers and also
for supervisor safety incentives plan.
2.4.2Non-Monetary Incentives
Non-monetary incentive has the same objectives as monetary
incentives which are to reward personnel on their commitment
towards safety performance. Behaviors concerning safety matters
established in a particular policy or regulation of organization
will be the measurement and determinant to rewards personnel. The
thing that distinguishes monetary and non-monetary incentives is
money. Whereby monetary incentives uses money as a reward,
non-monetary incentives centered rewards such as promotion,
holidays, retirement benefits etcetera. Non monetary incentives
include personal recognition, promotion and pre-paid holiday
packages for compliance behavior towards safety performance in the
workplace (Teo, Ling, & Chong, 2005).
By establishing indirect compensation for safety behaviors in
the workplace, both management and employees will benefit by
management will have fewer accidents that can result in loss of
cost and time, while workers can enjoy benefits from being safe
alongside for them being out of harms way. In the effort of
improving safety performance, rewards and recognitions can be an
effective tool to encourage workers to continuously monitor and
improve their safety performance (Ng, Cheng, & Skitmore,
2005).
2.4.3Disciplinary Action
Disciplinary actions can be referred as the act of punishing a
particular individual for non compliance behavior towards
established set of rules and regulations. In an organization,
workers sometimes ignore the importance of safety behaviors and act
out of regulated requirements whereby such behaviors can lead to
events of accidents. Therefore, in the effort to counter this kind
of behavior, organization or management must take some kind of
action to punish the violators to ensure that the same behavior
does not happen again in the future. The enforcement of safety can
be described as management constantly punishes any personnel for
non compliance of safety rules and regulations. (Probst &
Estrada, 2010).
Punishments are important in order to avoid repetitive accidents
from occurring in the workplace. Those who do not comply with the
rules and regulations of safety must be given punishments so that
they do not commit the same act twice. Ng et al (2010) stated that
punishments such as financial fines where it requires the violators
to be financially strained, in the future they will think twice
before committing the same safety offence again. This then can lead
towards a better safety performance further stated by Probst and
Estrada (2010) where strict safety enforcement has shown influence
towards safety outcomes and failure to do so were more likely to
cause accidents and injuries in workplace.
2.5POLICY FACTORS
Policy can be referred as legislation, laws, rules or
regulations established by the organization for every individual in
the organization to follow and abide. In terms of safety,
legislation forms a framework in which health and safety is
regulated and controlled (Teo, Ling, & Chong, 2005).
In the effort of managing safety, policy is one of the main
elements. Safety Management System (SMS) implemented in Singapores
construction industry highlighted 14 elements in safety management
which include safety policy (Ling & Teo, 2006). Every personnel
in an organization are obligated to abide by the safety rules and
regulations established in order to avoid accidents occurrence in
the workplace alongside improving safety performance.
Safety policy has positive relationship with safety performance
whereby well defined safety policy encourages and enhances safety
awareness, promote site safety practice and raise standards of
safety in construction industry (Teo, Ling, & Chong, 2005).
Furthermore, safety policy is also a way of how organization can
express the prioritization of safety in workplace (Torner &
Pousette, 2009).
2.5.1High Standard of Safety
OSHA (2010) in part number 1910 titled Occupational Safety and
Health Standard under subpart 1910.2 (f) defined standard as the
standard which requires conditions, or the adoption or use of none
or more practices, means, methods, operations, or processes,
reasonably necessary or appropriate to provide safe or healthful
employment and places of employment. Based on the stated definition
by the Occupational Safety and Health Administration (OSHA) (2010)
can be defined as the standard of conditions, or the adoption or
use of none or more practices, means, methods, operations, or
processes, to be in a safe condition before, during and also after
execution.
In other words, safety standard can also be defined as the
standard regulation regarding safety which every individual in a
particular organization are obligated to follow and abide. Having a
high standard of safety can simply be defined as the presence of
high characteristic of safety requirements enforced to each and
every individual across the organization. A study conducted by
Torner and Pousette (2009) described the components and
preconditions of high safety standard from the perspective of both
experienced construction workers and first-line managers are
consist of 4 main elements; Project characteristic and nature of
work; Organization and structures; Collective values, norms and
behaviors; Individual competence and attitudes.
Having high safety standard enforced in a particular project can
result in a better safety performance or workers. Workers were
obligated to follow a certain requirement established by
organization that strictly point towards the importance of safety.
Furthermore, management attitudes, formal conditions, collective
values and individual attitudes which are the elements in a high
safety standard will enforce workers to interact towards achieving
better safety performance (Torner & Pousette, 2009).
2.5.2Understanding and Implementation of Safety Management
System (SMS)
Safety Management System (SMS) is a system established in the
effort to manage safety in workplace within organization. SMS is
considered as a formal safety system which every individual in
organization are obligated to abide. In managing site safety, Ling
and Teo (2006) stated that SMS must be introduced as a formal
system and employees are expected to follow the rules and
regulations of the system in order to ensure lower accidents rate.
In other words, SMS is a system that highlighted the guidelines of
behaving safely in working environment.
Every individual in the organization must be able to understand
and able to implement every stated rules and regulations of SMS to
achieve a high level of safety performance. Successful
implementation of SMS refers to employees being able to understand
and effectively implement the system in parallel with their nature
of work. A study on ship-building and ship-repairing industry in
Singapore showed a steady improvement in terms of safety
performance with the implementation of SMS (Ling & Teo,
2006).
Managements commitment towards a better safety performance can
be expressed through the implementation of SMS, but it must not
stop there. SMS must be effectively communicated across the
organization to ensure full understanding and utilization among
workers. 2.5.3OHSAS 18001 Certification
OHSAS 18000 is an international occupational health and safety
management system specification which comprises of two parts; 18001
and 18002 and embraces a number of other publications (Vinodkumar
& Bhasi, 2011). OHSAS 18001:1999 standard is an Occupation
Health and Safety Assessment Series for health and safety
management system whereby the implementation of this standard is to
help organization to control risks related to occupational health
and safety event (Vinodkumar & Bhasi, 2011).
Companies without OHSAS 18001 certification are much likely to
be in the event of poor safety performance which indicated by the
high rate of accidents and near misses in workplace among
personnel. The OHSAS 18001 is the guideline that help management to
determine risks that can occur in the organization and then enable
them to come up with a risk response plan to either eliminate,
accept, mitigate or transfer those risks before it occur. Other
than that, the advantage of being able to determine the risks that
can bring upon great impact towards the organization, management
can effectively and efficiently avoid any uncertainty in terms of
safety which then will decrease the rate of accidents in workplace
and increase safety performance. Study conducted by Vinodkumar and
Bhasi (2011) compared firms that have OHSAS 18001 certification
with non certified firms and found out that certified firms have
the advantage over other non-certified firms in terms of
safety.
2.6PERSONNEL FACTORS
Personnel factors refer to behaviors of human in terms of safety
within working environment. Any related issues concerning human
aspects in workplace can be considered as personnel factors. In
this context, personnel factors are linked with safety which refers
to human aspect in safety behavior that can influence safety
performance. Teo et al (2005) defined personnel factors in
construction site as the issues pertaining human aspects of the
construction activity which pointed towards safety behavior of
management and workers within organization.
The behavior and attitudes of management and workers within
organization represents the organizations safety culture (Teo,
Ling, & Chong, 2005). Teo et al (2005) further defined safety
culture as a subset of organizational culture where beliefs and
values refer specifically to the matters concerning safety and
health thus making it dependant on the commitment of management and
workers towards safety promotions and campaigns.
Framework developed by Teo et al (2005) suggested that personnel
factors are consist of management attitude towards safety and
Supervisors and workers attitude towards safety. These two elements
are the elements that shape the safety culture of organization as
mentioned earlier where safety culture is represented by behaviors
and attitudes workers, supervisors and managements within
organization.
2.6.1Management Attitudes Towards Safety
Management attitudes and involvement with safety in workplace
plays an important role in improving safety performance of
personnel across the organization. Management have to show positive
attitudes towards the implementation and accordance of safety rules
and regulations established safety program. As parties that have
the authority in an organization, most of the time workers look at
management as an icon which they will tend to follow or establish
exemplary behavior based on behavior of management itself, in this
case towards safety performance. Aksorn and Hadikusumo (2008)
mentioned about management playing an important role in order to
achieve efficient and effective safety management system and safety
program throughout the organization. Safety performance is
significantly related with management attitudes towards safety
whereby accidents rate are affected by the way people behave
towards safety itself, and management must show the appropriate
behavior towards safety in order to decrease accidents rate in
workplace. The establishment of certain or particular behavior then
will become a culture which personnel take as their daily norm.
These attitudes that come from management shows positive effect
towards decreasing the accidents rate in workplace (Mearns,
Whitaker, & Flin, 2003).
Study conducted by Ng, Cheng and Skitmore (2005) showed that
management attitudes such as direct support and direct involvement
in the organizations safety management system can directly
influence safety performance whereby their study showed decrease
rate of accidents in the event of management behave positively
towards safety. Ng et al (2005) further stated that management
commitment towards safety is an important factor contributing
towards safety performance in organization level. A different study
by Ling and Teo (2006) stated that in most of safety management
application establish in the organization, management commitment or
attitudes towards safety is a core element that shapes the
effectiveness and efficiency of the safety management system
itself.
2.6.2Safety Culture
Following the incident in Chernobyl, the International Nuclear
Safety Advisory Group introduced the term safety culture to denote
management and organization factors that are important to safety
(Sorensen, 2002). Safety culture is the attitudes or behavior that
became a routine or norm in workplace among personnel towards
achieving safe working environment. Safety culture can be perceived
as the way of behaving towards safety whereby indicates the
guidelines or ways of working within the border of safety in the
effort to avoid injuries and fatalities in the workplace.
Organizations mostly establish safety culture as a sub culture
of the organization culture itself. In other words, safety culture
is a sub culture in organization culture which highlights the way
of behaving towards safety in the effort to minimize and avoid
injuries and fatalities among personnel in the workplace. The term
safety culture can be defined as shared corporate values that
affect and influence members attitudes and behaviors whereby safety
culture itself is a sub-facet of the organizational culture
(Cooper, 2000).
Safety performance can be directly impacted by the existence of
safety culture whereby the effect of safety culture will bring
change in ways of how personnel behave and react towards safety
event and conditions. Prioritization of safety in the behavior of
personnel will strongly affect safety performance whereby the more
safer the personnel behave, the more lower the rates of accidents
will be. Cooper (2000) also stated that safety culture, as a
sub-facet of organization culture is thought to affect members
attitudes and behavior in relation to an organizations ongoing
health and safety performance. Safety culture must be monitor in a
constant time-to-time basis to ensure that each and every elements
of the culture itself suits the environment of the workplace.
Applicability of safety culture and changes in safety culture
will directly influence safety performance across the
organizations. Sorensen (2002) stated that safety culture must be
monitor with performance indicator to determine any required
changes, this will directly related to the rate of safety
performance as changes in safety culture will also cause changes in
safety performances.2.6.3Training and Competency
Basic knowledge of safe behavior is not to engage in any unsafe
act or behavior that can result in injuries and fatalities. Safety
knowledge among workers is important to ensure that they do not
engage such behavior that can significantly bring negative impact
in terms of their safety. In addition, they must be given specific
authority or permission to avoid any behavior, process or
requirements that leads to accidents.
High safety knowledge can lead to a high competency worker which
can be directly related with high safety performance in the
organization. Competent workers will positively impact safety
performance whereby competent workers are workers that receive
safety training and given the ability to make decision on their own
regarding any safety problems (Torner & Pousette, 2009).
Training is a way of making workers competent. In the effort of
improving safety performance, giving appropriate amount of safety
training to workers can greatly affect the rate of safety
performance on workplace among personnel. This then can be referred
as the effort to minimize numbers of accidents and near misses in
workplace which brings to a better or higher safety performance
(Tam, Zeng, & Deng, 2004).
The absence of safety training will increase numbers of
accidents at the workplace which will result in a poor safety
performance. Safety training is indeed an important tool in
decreasing accidents and near misses rates and also considered as a
key factor that affect the level of safety performance (Chan, Chan,
& Choi, 2010).
2.6.4Human Factors
Human factors can be described as environmental, organizational
and job factors, human and individual characteristics which
influence behavior at work in a way which can affect health and
safety (Sgourou, Katsakiori, Goutsos, & Manatakis, 2010).
The focal point of human factors concerns is the performance of
individuals. The term of human error is generally understood to
mean an unsafe act by a system operator. The consequences of such
an act may or may not be severe, depending on other circumstances.
There are two errors that can be related with the term human error;
active errors which usually associated with system operators such
as airplanes pilots, air traffic controllers or power plant control
room personnel; latent errors, which normally associated with
personnel removed from operations such as designs, constructions,
and maintenance personnel (Sorensen, 2002). The most common human
factors causes were errors in judgment and the failure to follow
safety rules and regulations (Hetherington, Flin, & Mearns,
2006).
Human errors are essential in the process of assessing the
influence of human towards the possibilities of injuries and
fatalities in the event of accidents occurrences. The assessment
then will provide the understanding of what exactly the errors that
were caused by personnel that triggers the accidents which then can
be analyzed for future use in order to prevent repetition. Sorensen
(2002) further stated that in the effort of understanding human
contribution towards the effectiveness of a particular safety
system, human errors must be assessed and modeled.
2.7TECHNICAL FACTORS
Technical factors can be defined as type of layout of work,
equipment, degree of automation, design of work environment,
maintenance and also safety related systems such as risk control
systems, personal protective equipment and emergency control system
(Sgourou, Katsakiori, Goutsos, & Manatakis, 2010).
Technical factors contribute towards safety performance in terms
of any related technicalities involved in a particular task that
can bring upon unsafe condition or unsafe behavior. The event of
technicalities unsafe behavior can be in that of inappropriate
machinery handling knowledge, inappropriate use of personal
protective equipment and also failure of risk response and risk
management system in organization.
Technical factors related to safety are mostly used to evaluate
the effectiveness of management safety system in a particular
organization as the main concept of technical factors in regard
towards safety was to evaluate safety management on a more abstract
level (Sgourou, Katsakiori, Goutsos, & Manatakis, 2010).
Sgourou et al (2010) further stated that the fact that evaluation
of safety management through the use of technical factors affecting
safety in organization has been the main purpose of why this
factors sometimes purposely omitted by management.
2.7.1Personal Protective Equipment (PPE)
Personal protective equipment is the equipment that is used to
minimize impact of accidents towards personnel in workplace.
Although the use of PPE is categorized as the last measure of
responding towards risks, in a certain event where any measures
cannot apply, the use of PPE will become the chosen alternative to
at least decrease the degree of impact towards personnel. OSHA
(2003) defined PPE as the equipment worn to minimize exposure to a
variety of hazards.
PPE is an essential requirement in construction industry as most
tasks in construction involved personnel to directly engage with
unsafe condition or event in workplace. In the construction
industry, OSHA (2003) highlighted the regulations that cover
requirement for the wear of PPE on the site:
29 CFR 1926.95 (criteria for personal protective equipment) 29
CFR 1926.96 (Occupational foot protection) 29 CFR 1926.100 (head
protection) 29 CFR 1926.101 (Hearing protection) 29 CFR 1926.102
(Eye and face protection)
PPE showed a significant relation towards safety performance
whereby the use of PPE can bring upon impact towards the level of
safety performance at workplace. Even though the use of PPE will
not guarantee the safety of personnel, but at the very least it is
a preventive measure from far more serious impact. Research
conducted by Olson et al (2009) stated that when hazard cannot be
completely removed, priorities must be given towards the effort of
encouraging technical competence and hazards awareness through
appropriate prevention methods such as the use of personal
protective equipment. Most common errors in personnel safety
behavior that can lead to poor safety performance is the failure to
comply with the rules and regulations regarding the requirement for
the use of PPE on worksite alongside inappropriate wear of PPE
(Olson, Grosshuesch, Schmidt, Gray, & Wipfli, 2009).
2.7.2Project Characteristics and Nature of Work
Project characteristic and nature of work refers to the physical
structure that being built, physical possibilities at the worksite
for securing the work area related to the physical situation of the
structure and the complexity of construction work (Torner &
Pousette, 2009).
Torner and Pousette (2009) further described one of the
preconditions of high safety standard is the characteristics of
project and securing specific work area to the structure under
construction as the limiting conditions which safety management
must be adjusted by all parties involved.
In the presence of high safety standard to improve safety
performance in construction site, the preconditions for
establishment of the standard itself is influenced by the
characteristics of project and the nature of work underhand. The
measurement of project characteristic and nature of work can be
done by referring to the physical structure, specific working area
security and the complexity of work related in the project (Torner
& Pousette, 2009)
2.8PROCESS FACTORS
Process factors can be defined as the way of doing a particular
task in the effort to achieve objective, goals or producing final
product. In construction industry, the term process is the behavior
of engaging works related to a particular task. Process factors can
be referred as the process of carrying out work by personnel. In
regards to construction safety, Teo, Ling and Chong (2005) defined
process factors as the process of carrying out works by
construction personnel that may eventually be harmful to their
well-being and safety. Safety in construction site can be
influenced by the way of how personnel carry their work in the
effort of completing certain tasks. The main influencing element in
process factors that can contribute towards accidents occurrences
is control. Control is a way of defining what can and what cannot
things in certain process of work. By controlling the way personnel
carry their work, management can ensure that personnel do not
engage in any unsafe behavior or event whereby such behavior can
lead towards serious impact of personnels safety and well-being.
Teo et al (2005) further stated that in process factor, major
concern in managing work process is the effectiveness of control
measure towards personnel due to the vast variation of activities
consisted in a particular project.
Referring to the literature review provided by the study
conducted by Teo et al (2005), it can be said that process factor
is one of the elements that must be taken into consideration to
assess the level of safety performance in an organization. This is
contrary to the literature review whereby process factor is the
process of carrying work which can bring upon harmful well-being
and safety of construction personnel (Teo, Ling, & Chong,
2005).
The way of carrying work must be adequate and in-line with the
organizations safety rules and regulations to avoid harmful events
towards personnel at their workplace. Safe way of working will then
decrease numbers of harmful events which contributes towards a
higher level of safety performance. This shows that process factor
have a significant relationship towards organizations safety
performance especially on construction site where most work
involved direct engagement by personnel.
2.8.1Hazard Identification and Analysis
Hazard identification is the process to identify all the hazards
that are related with a particular process, project or work
environment. The main purpose of hazard identification is to
highlight the critical processes of tasks, that pose significant
risk to the health and safety of employees as well as highlighting
hazards associated to certain equipment due to energy sources,
working conditions, or activities performed (DOSH, 2008).
Construction industry often related with both safety and health
hazards. Safety hazards can be defined as hazards that related with
the cause of injury and can also cause damage in property which
also result in financial loss in terms of asset. Health hazards are
hazards that can affect the health of personnel which in other
words can cause illness and can be in short or long-term effect.
Department of Safety and Health (DOSH) (2008) stated that safety
hazards are any force strong enough to cause injury and damaging
property while health hazards are agents that can cause illness to
an individual and at the same time may produce serious immediate
(acute) effects or long-term (chronic) problems.
Referring to the definition given by DOSH (2008), it can be said
that in order for management to avoid hazardous events concerning
safety and health, proactive measure must be taken to identify all
possible hazards in the workplace. Therefore, hazard identification
is an important measure to identify all possible hazards in order
to avoid any of it from occurring and giving negative impact
towards the well-being of personnel. Furthermore, from identifying
existing hazards in the workplace, management can come up with
contingency and response plan towards any risk associated with the
hazard. This will bring to the perception that hazard
identification is an important element that can influence safety
performance whereby the implementation of it can decrease numbers
of possible risks and accidents in the future.
Hazard analysis is a method of how to analyze and determine the
probability of occurrence, degree of impact and developing response
and contingency plan towards possible risks determined in the
hazard identification process. DOSH (2008) stated that risk is the
determination of likelihood and severity of the credible accident
or event sequences in order to determine magnitude and to
prioritize identified hazards. According to the HIRARC process,
analyzing risks can be done in three ways; qualitative,
semi-quantitative and quantitative way of analysis. Qualitative and
semi-quantitative way of risk analysis can be done through the
method of determining likelihood of occurrence and severity of
impact. Likelihood of occurrence refers to the frequencies of
occurrences from previous until current period and severity of
impact refers to the analysis of severity from significant impact
towards health, environment and property damage (DOSH, 2008).
Hazard identification and hazard analysis can be related to the
effort of increasing organizations safety performance whereby
hazard identification will help in determining significant risks
that can occur in a particular process and the analysis can help to
prioritize each risk. By prioritizing risks according to their
severity of impact, management can greatly improve safety
performance through proactive measure in accidents occurrence
prevention.
2.9Safety Performance
Safety performance is a measurement of safety in an
organization. It measures how good an organization performs in
terms of safety. The performance of personnel towards safety is
shown by the way they behave towards established safety rules and
regulations across the organization. Strict compliance of safety
rules and regulations can characterize a particular organization as
performing in terms of safety.
DeArmond et al (2011) conceptualized safety performance as
supervisors observations of the incidence of engaging in trained
safety behavior. Besides trained safety behavior, engagement in
safety behavior can also come from the influence of safety culture
of the organization which had become a norm across the organization
among all personnel. DeArmond (2005) further stated that safety
compliance as the required behavior which personnel are obligated
to follow while safety participation refers to voluntary behaviors
triggered by the personnel themselves without any force or
influence coming from management or other sources.
There are many ways of how to measure safety performance.
According to Ng et al (2005) safety performance can be measured in
terms of accident rate, incident rate, experience modification
rating and score card. Accident rate refers to the numbers of
accidents occurrences in the organization. A good safety
performance is described as having low numbers of accidents
occurrences in the organization. By decreasing numbers of
accidents, an organization can be considered as performing well in
regards of safety.
Incident rate refers to number of lost time cases or lost time
incident rate (Ng, Cheng, & Skitmore, 2005). Lost time rate is
the numbers of days where work progress cannot continue due to
accidents occurrences in the organization. Loss of time may be
caused by fatalities, injuries or property damages. Besides numbers
of days loss, loss of time also refers to number of fatalities and
injuries in a particular event.
Experience modification rating refers to the organizations
effort to compensate workers in regards of accidents occurrences.
Financially, experience modification rating is the cost where
organization incurred to pay workers compensation insurance (Ng,
Cheng, & Skitmore, 2005).
Lastly is score card, based on literature review developed in a
study conducted by Ng et al (2005) stated that score card system
was introduced by Hong Kong Government consists of six key aspects;
provision and maintenance of plant; provision and maintenance of
working environment; provision of information, instruction and
training; provision and implementation of safety systems of work;
employment of safety officers and lastly site accidents record.
2.10THEORETICAL FRAMEWORK
Management ActivitiesIncentive FactorsPolicy FactorsPersonnel
FactorsTechnical FactorsProcess Factors
Safety Performance
CHAPTER 3
RESEARCH METHODOLOGY
3.1POPULATION
Up until December 2009, there are 1091801 contractors registered
under CIDB including foreign contractors (CIDB, 2010). From
1091801, 405308 construction personnel were active registrants
where 357807 (88.3%) were locals and 47501 (11.7%) were foreign
workers. Up until 31st December 2009, 4326 construction personnel
with G7 grade were recorded and from those numbers 297 are G7
contractors located in Sabah region.
3.2SAMPLE
Based on Kotrlik et al (2001), most educational studies either
use 0.05 or 0.01 alpha level in determining sample sizes whereby
the use of 0.05 alpha level is appropriate for sample sizes above
120. The t-value for alpha level 0.05 is 1.96. Therefore for this
study, alpha value of 0.05 which is 1.96 will be used.
For acceptable margin of error, this study will use 3%
acceptable margin of error as suggested by Kotrlik et al (2001)
which stated that 3% margin error is acceptable for use of
educational research. This study will use a 5-point scale and given
that 4 standard deviations whereby 2 from each side of the mean
would capture 98% of all responses and then develop estimated
standard variation using formula as follows:
7 (number of points on the scale)S =
--------------------------------------------- 6 (number of standard
deviations)
Where S = 5/4
S = 1.25
After obtaining alpha, acceptable error and estimated standard
deviation value, sample size will be determined using the formula
as follows:
(t)2 * (s)2 n = ----------------- (d)2
Therefore,
n = ((1.96)2*(1.25)2) / (5*0.03)2)n = 266.78
Because the calculated value is more than 5% from the
population, correction formula should be used to calculate the
final sample size (Kotrlik, Bartlett ii, & Higgins, 2001).
n n = ------------------------------ (1 + n / Population)
Therefore,
n = 267 / (1+ (267/297))
n = 140.60
The final sample for this study is 141. Therefore, for this
study, a minimum number of 140 respondents are needed.
3.3DATA COLLECTION METHOD
This study will solely use survey questionnaire to collect data
from respondents. Researcher will personally distribute the
questionnaire to the respondents and also will personally collect
the questionnaire back
3.4DATA MEASUREMENT
To measure the agreement level of existence of particular
variable or sub-variables in this study, a five-point likert scale
will be used in the development of questionnaire survey. The
five-point likert scale is used to determine mean score for each
variable which was adopted from (Chan, Chan, & Choi, 2010). The
five point likert scale range from 1 represent strongly disagree, 2
represent disagree, 3 represent neutral, 4 represent agree and 5
represent strongly agree.
12345
Strongly DisagreeDisagreeNeutralAgreeStrongly
3.5DATA ANALYSIS METHODData analysis will be done using the
Statistical Package for Social Science Software (SPSS). The
analysis will mainly use correlation and regression analysis to
determine relationship and significant level of particular
relationship of variable. Reliability analysis will also be
conducted to obtain the Cronbachs alpha value for each variable in
the questionnaire data collected to determine reliability.
Correlation analysis also conducted to determine level of
multicollinearity relationship existence among variables.
3.6RESEARCH FRAMEWORK3.6.1Title DevelopmentIn this phase, title
were developed and discussed with supervisor. Several titles were
suggested for approval. Every title was being considered in terms
of feasibility and adequacy with the requirement within the field
of Project Management.
3.6.2Title ApprovalIn this phase, title suggested and fulfill
requirement were approved by supervisor.
3.6.3Development of Chapter 1In this phase, chapter 1 which is
the introduction chapter for this study was developed. The chapter
consists of the research background, problem statement, research
objective, research question, scope of study, significance of
study, hypotheses and expected results.
3.6.4Development of Chapter 2
Chapter is the literature review related to the researchs
variables. In this chapter, each and every variable in the study
were reviewed in terms of literature. At the end of the chapter
also included the research theoretical framework.
3.6.5Development of Chapter 3
Chapter 3 is the research methodology where stated the
population, sample, data collection method, data analysis method
and data measurement.
3.6.6Submission of Final Year Project 1
This phase is where final year project 1 is submitted to the
supervisor.
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