Submitted Successfully!
To reward your contribution, here is a gift for you: A free trial for our video production service.
Thank you for your contribution! You can also upload a video entry or images related to this topic.
Version Summary Created by Modification Content Size Created at Operation
1 -- 1895 2022-04-27 09:58:33 |
2 format correct Meta information modification 1895 2022-04-28 08:16:21 |

Video Upload Options

Do you have a full video?

Confirm

Are you sure to Delete?
Cite
If you have any further questions, please contact Encyclopedia Editorial Office.
Ajmal, M.; Isha, S.N.; Md Nordin, S.; Al-Mekhlafi, A. Safety-Management Practices and Occupational Accidents. Encyclopedia. Available online: https://encyclopedia.pub/entry/22349 (accessed on 24 June 2024).
Ajmal M, Isha SN, Md Nordin S, Al-Mekhlafi A. Safety-Management Practices and Occupational Accidents. Encyclopedia. Available at: https://encyclopedia.pub/entry/22349. Accessed June 24, 2024.
Ajmal, Muhammad, Shahrul Nizam Isha, Shahrina Md Nordin, Al-Baraa Al-Mekhlafi. "Safety-Management Practices and Occupational Accidents" Encyclopedia, https://encyclopedia.pub/entry/22349 (accessed June 24, 2024).
Ajmal, M., Isha, S.N., Md Nordin, S., & Al-Mekhlafi, A. (2022, April 27). Safety-Management Practices and Occupational Accidents. In Encyclopedia. https://encyclopedia.pub/entry/22349
Ajmal, Muhammad, et al. "Safety-Management Practices and Occupational Accidents." Encyclopedia. Web. 27 April, 2022.
Safety-Management Practices and Occupational Accidents
Edit

Occupational accidents in organizations result in huge damages to employees’ lives every year. However, organizations have financial costs to bear in terms of productivity, compensation paid, and workdays lost. In addition, they also face the nonfinancial cost of occupational accidents, e.g., the psychological trauma of employee absence from work. In the last two decades, investigations of major industrial accidents pointed out leading factors, e.g., poor safety management. Therefore, attention to occupational accident prevention has been shifted from human and technical errors to catering employees’ safety with management practices. In this regard, safety management plays the most significant role in intervening in the caution process of occupational accidents. 

safety training safety communication and feedback safety compliance

1. Safety-Management Practices

The systematic activity of safety-driven management to protect employees and control hazards related to health and safety is called safety management [1]. Furthermore, safety management is more than investigating accidents and hazardous identification [2]. Typically, safety management is all about arranging safety training, safety promotion, accident-prevention practices, and the development of safety culture [3].
The actual role of safety management is associated with functions and practices in the organization to remain safe [4]. In addition, safety management is a subsystem of organizational management, maintaining safety via various safety-management practices [5]. The safety-management system in organizations is designed to prevent workers from workplace hazards and to prevent challenges to health and safety [1]. Moreover, safety-management practices include policies, strategies, practices, and procedures implemented to prevent employee injuries and lower the cost of safety [6].
The literature investigation on safety management shows that safety-management practices are essential tools to manage firms’ safety and reduce occupational accidents [7]. In addition, safety-management practices should aim to share the safety environment of the workplace [8]. The investigation of safety-management literature shows that top managements of companies need to improve safety performance through effective safety-management practices [9][10][11].

2. Safety Training

Safety training is the transfer of safety knowledge in order to perform job tasks safely without experiencing occupational accidents [12]. Safety training is one of the most important practices for enhancing safety performance [13]. In organizations, safety training is conducted by formal and informal training programs [14], and capacity-building programs provide an opportunity for employees to develop behavioral safety and safety skills [15][16]. Occupational training for employees to participate actively in safety programs is most important [17]. Safety training can be performed based on a proper assessment to improve employees’ behavioral safety and skills [18]. Proactive safety training plays a significant role in developing employees’ safety knowledge and safety skills [19]. Moreover, in the past, many studies have found a considerable impact of safety training on reducing workplace accidents and injuries [19][20].
The investigation of safety-management practices shows that safety training is one of the essential practices influencing safety outcomes in high-safety-sensitive organizations, e.g., the oil and gas, manufacturing, and construction industries. Moreover, the value of safety training is linked to improvement in the behavioral safety of employees and development of safety skills [21]. Furthermore, safety training programs are designed to train new recruits to shape safety attitudes, orientation, and succession-planning programs to improve occupational health and safety performance [22][23]. Numerous studies have found that effective safety training programs begin with training needs assessments, and that organizations with low rates of injuries and accidents have the best safety programs [18][22].

3. Worker Involvement

Worker involvement is a behavioral technique that allows workers to become involved in the decision-making process of the organization in order to provide suggestions for safety improvement [24]. It is the involvement of workers in safety-related decision making, comprising safety committees and management consultation with workers about safety matters [25]. It is also considered one of the vital safety-management practices, which plays an important role in reducing occupational injuries and accidents in safety programs [24][26].
The extent of worker involvement is one of the vital safety-management practices, which plays an important role in reducing occupational injuries and accidents in safety programs [27]. Further, it is the extent of worker involvement in occupational health and safety programs to resolve workplace safety-related issues and reduce workplace injuries [28]. In the safety-management process, worker involvement can take the form of upward communication, especially when new technology is introduced in the organization [29]. The investigation of safety literature shows that the involvement of workers in safety activities is also the most important component of safety culture, and helps to achieve safety ownership [30]. In organizational safety management, worker involvement is a fundamental practice that plays a most significant role in achieving the organization’s objective related to occupational health and safety [31].
The involvement of workers in the safety-related strategic decisions of an organization can reduce the rate of occupational injuries and accidents [32]. Similarly, to observe the unsafe behavior of workers and rate of occupational accidents, worker involvement was examined [33], and results of the study highlighted that a high involvement of workers in safety activities helps to report safety-improvement suggestions and reduce occupational accidents [34]. Worker involvement is upward communication; therefore, it is a behavioral technique that allows workers to be involved in the decision-making process of the organization to provide suggestions for safety improvement [35]. Furthermore, worker involvement can range from a low to high level of involvement, and finally, workers close to work are the best-qualified to suggest improvements in workplace safety [36][37]; therefore, worker involvement is considered a safety-management practice for the involvement of workers in safety-related decision making, comprising safety committees and the consultation of management with workers about safety matters [38].

4. Safety Rules and Procedures

In safety-sensitive organizations, it is usual to prepare safety rules and procedures and enforce them through safety supervisors to in order to maintain safety performance [38][39]. The prior research studies based on the construction field show a significant correlation between safety rules and procedures and occupational accidents [40][41]. In manufacturing and operation departments, safety experts and manufacturers of machinery visit for inspection, and these visits establish the safety rules and procedures for operating machinery in a safe manner [42][43].
In addition, all new machinery should have protective equipment and documented procedures for safe use [44]. In Malaysia, the OHS Act 1994 for Malaysian workers provides a legislative framework for occupational health and safety.
Zohar (2010) pointed out that safety leaders can play an important role in stopping workers performing unsafe acts by giving rewards and punishments. It was also stated that safety is the responsibility of all workers; therefore, workers need to comply with safety rules and procedures to achieve the required safety priority [45]. Furthermore, in situation where there is overconfidence and a difference in safety attitude, safety supervisors’ enforcement of safety rules and procedures achieves significant results in lowering the rate of occupational accidents [46][47].
Therefore, based on the above discussion, safety rules play an important role in lowering the rate of accidents; it is concluded that safety rules and procedures are the most important safety-management practices to prevent workers from occupational accidents that occur.

5. Safety Promotion Policies

In total-quality-management models, use of incentives and rewards to motivate employees for safety improvement is an accepted feature of organizational behavioral safety and management [48][49]. In addition, recognition and appreciation of behavioral safety can also increase workers’ interests in controlling workplace hazards for self-protection [50]. Therefore, a well-designed and visible rewards system is characterized to modify behavioral safety [51], and also emphasizes achieving the optimum level of safety by reducing workplace accidents [52]. Previous studies have also emphasized that incentives play a most significant role in maintaining workplace safety and positive behavioral safety of workers at the workplace [53]. Moreover, in successful organizations, it was also found that safety-promotion policies have played a significant role in reducing workplace accidents and injuries [54].
Similarly, organizational investment in safety-promotion policies creates employee loyalty and behavioral safety [55]. Based on the discussion, this study recognizes safety-promotion policies as one of the most important safety-management practices. Therefore, in the current study, safety-promotion policies are assessed based on recognition, incentives for safe acts and weekly celebrations, reporting unsafe conditions, and encouraging workers to make safety-improvement suggestions.

6. Safety Communication and Feedback

In an organization, various kinds of communication are used to enhance workers’ motivational levels in order to maintain workplace safety and development of behavior; for these purposes, two-way communication is important in order to change workers’ behavior [56]. The prior investigation of safety literature shows that two-way safety communication with managers and safety leaders plays a most important role as a safety-management practice to reduce occupational accidents and increase workplace safety [57]. Similarly, in the questionnaire survey, safety communication and feedback were included in order to check feedback from various forms of workers, and they showed that safety performance is influenced by the level of communication in the organization [56][58]. Therefore, feedback from managers and safety leaders is important because it provides an opportunity for workers to improve their behavioral safety [59][60]. Furthermore, when safety managers provide positive feedback [61], it motivates workers’ behavioral safety, and negative feedback reduces the frequency of behavioral safety in the future [62]. It has also been suggested that feedback on behavioral safety can be communicated through chats and discussion in safety meetings [63]. Based on the above discussion, this study also accepts that safety communication and feedback is an important safety-management practice.

7. Management Commitment to Safety

In organizations, top management is responsible for assigning safety-related assignments, tasks, and establishing work standards and policies to maintain workplace safety [64][65]. Although workers play an important role in improving workplace safety, top management’s responsibility is to achieve organizational goals and objectives [66][67].
The review of safety-performance studies shows that management commitment to safety plays an important role [68]. Moreover, in the safety-climate study of Zohar (2010), although other factors contribute to improving workplace safety, management commitment affects safety programs [69]. Moreover, in safety-commitment studies, it was found that management commitment to safety was an important component to the developmenrt of safety culture [70]. There are many ways in which management commitment to safety can manifest, e.g., participation in safety committees, investigation of accidents, review of safety-promotion programs, and safety in job design for employees [71]. Therefore, the investment of top management in safety-improvement programs helps increase employees’ loyalty and behavioral safety [72]. Management commitment to safety also changes employee perceptions of how priority is given to workplace safety in the organization [73][74]. Hence, based on the discussion, management commitment to safety plays an important role in workplace safety.

8. Safety Compliance

Safety compliance refers to engaging employees in core safety activities such as compliance with the organization’s safety rules and procedures [36][75]. Studies on workplace accidents show that a lack of safety compliance was one of the major factors that caused injuries and occupational accidents in the manufacturing industry [76]. From a behavioral-safety perspective, there are two dimensions of behavioral safety. In contrast, safety participation refers to voluntary participation in safety activities and supporting safety in the organization [77]. In the oil and gas industry, considerable attention is given to safety compliance because the investigation of workplace accidents was repeatedly noticed due to a lack of safety compliance. Therefore, noncompliant behavioral safety is considered one of the barriers to workplace accidents [78]. The discussion of the above studies shows the importance of safety compliance for safety-management practices. However, the present study seeks the mediating role of safety compliance for occupational accidents with safety-management practices in Malaysia’s oil and gas industry.

9. Occupational Accidents

Research shows that around the globe, 270 million occupational accidents occur every year [79], and millions of work days are lost because of poor working conditions. Therefore, most successful companies focus on workers’ safety training and safety-promoting activities to reduce occupational accidents [80]. Furthermore, the safety literature identifies the role of safety-management practices in controlling the rate of occupational accidents [81].

References

  1. Hanafi, W.N.W. Impact Of Safety Management Practices Enforcement toward Employee Safety in Construction Industry. In Proceedings of the 8th International Economics and Business Management Conference, Barcelona, Spain, 7–9 December 2018; pp. 541–549.
  2. Calway, R.C. Safety and compliance-related hazards in the medical practice: Part 2. J. Med. Pr. Manag. 2001, 17, 28–31.
  3. Kirwan, B. Safety Management Assessment and Task Analysis A Missing Link? In Safety Management: The Challenge of Change; Elsevier: Oxford, UK, 1998.
  4. Reason, J.; Parker, D.; Lawton, R. Organizational controls and safety: The varieties of rule-related behaviour. J. Occup. Organ. Psychol. 1998, 71, 289–304.
  5. Hofmann, D.A.; Morgeson, F.P. Safety-related behavior as a social exchange: The role of perceived organizational support and leader–member exchange. J. Appl. Psychol. 1999, 84, 286.
  6. Elke, B.M.Z.a.G. Design for Health, Safety, and Comfort. In Handbook of Human Factors and Ergonomics, 3rd ed.; Salvendy, G., Ed.; John Wiley & Sons, Inc.: Hoboken, NJ, USA, 2006.
  7. Judith, G. Health Sciences Literature Review Made Easy The Matrix Method; Aspen Publication: Gaithersburg, MD, USA, 2004.
  8. Ajmal, M.; Isha, A.S.N.; Nordin, S.M.; Rasheed, S.; Al-Mekhlafi, A.B.A.; Naji, G.M.A. Safety management and safety outcomes in oil and gas industry in Malaysia: Safety compliance as a mediator. Process Saf. Prog. 2022, e12345.
  9. Naji, G.M.A.; Isha, A.S.N.; Al-Mekhlafi, A.B.A.; Sharafaddin, O.; Ajmal, M. Implementation of leading and lagging indicators to improve safety performance in the upstream oil and gas industry. J. Crit. Rev. 2020, 7, 265–269.
  10. Di Nardo, M.; Madonna, M.; Santillo, L.C. Safety Management System: A System Dynamics Approach to Manage Risks in a Process Plant. Int. Rev. Model. Simul. 2016, 2016, 9.
  11. Marer, P.J. Residential, Industrial, and Institutional Pest Control, 2nd ed.; Pesticide Application Compendium; Agriculture and Natural Resources Communication Services; University of California: Oakland, CA, USA, 2006; p. 242.
  12. Institute of Makers of Explosives. Explosives Manufacturing & Processin: Guideline to Safety Training; Safety Library Publication; Institute of Makers of Explosives: Washington, DC, USA, 2006; 10p.
  13. Kuhns, J.B.; Knutsson, J. Police use of forc: A global perspective. In Global Crime and Justice; Praeger: Santa Barbara, CA, USA, 2010; 264p.
  14. Levenstein, C. At the Point of Production: The Social Analysis of Occupational and Environmental Health; Work, Health, and Environment Series; Baywood Pub: Amityville, NY, USA, 2009; 240p.
  15. Haslinda, A. Safety Training, Company Policy and Communication for Effective Accident Management International. J. Acad. Res. Bus. Soc. Sci. 2016, 6, 141.
  16. Bieder, C. Beyond Safety Trainin: Embedding Safety in Professional Skills; in Springer Briefs in Safety Management; Springer International Publishing: Cham, Switzerland, 2018; p. 1 online resource (XII, 159 pages 4 illustrations, 2 illustrations in color).
  17. Safety Training. In Superstore; Copyright Collection (Library of Congress): Washington, DC, USA, 2018.
  18. Driggers, P.F.; Dumas, E. Managing Library Volunteers. In ALA Guides for the Busy Librarian, 2nd ed.; American Library Association: Chicago, IL, USA, 2011; 313p.
  19. Thomson, J.R. High Integrity Systems and Safety Management in Hazardous Industries; Butterworth-Heinemann: Oxford, UK; Waltham, MA, USA, 2015; p. 342.
  20. Roughton, J.E.; Whiting, N.E. Safety Training Basics: A Handbook for Safety Training Program Development; Government Institutes: Rockville, MD, USA, 2000; 272p.
  21. Stahl, D.L. Health and Safety in Emergency Management and Response; Wiley: Hoboken, NJ, USA, 2020; 1 online resource.
  22. Ajmal, M.; Isha, A.S.N.; Nordin, S.M. Capturing the Impact of Organizational Safety Management on Safety Outcome With a Mediating Role of Safety Commitment: A Conceptual Model. In Handbook of Research on Key Dimensions of Occupational Safety and Health Protection Management; IGI Global: Pennsylvania, PA, USA, 2022; pp. 47–66.
  23. Afferi, L. Performance and safety of treatment options for erectile dysfunction in patients with spinal cord injury: A review of the literature. Andrology 2020, 8, 1660–1673.
  24. Barnett, M.L.; Lau, A.S.; Miranda, J. Lay Health Worker Involvement in Evidence-Based Treatment Delivery: A Conceptual Model to Address Disparities in Care. Annu. Rev. Clin. Psychol. 2018, 14, 185–208.
  25. Bolis, I.; Brunoro, C.; Sznelwar, L.I. Involvement and emancipation of the worker. Action research in a university hospital. Work 2012, 41 (Suppl. 1), 2744–2752.
  26. Ajmal, M.; Isha, A.S.N.; Nordin, S.M.; Sabir, A.A.; Munir, A.; Al-Mekhlafi, A.-B.A.; Naji, G.M.A. Safety Management Paradigms: COVID-19 Employee Well-Being Impact on Occupational Health and Safety Performance. J. Hunan Univ. Nat. Sci. 2021, 48.
  27. Chang, A.B. Indigenous healthcare worker involvement for Indigenous adults and children with asthma. Cochrane Database Syst. Rev. 2010.
  28. Leggio, W.; Snodgrass, A. Small Town, Big Commitment. Public safety agencies in Nebraska City, Neb., worked together to save their own. JEMS 2017, 42, 38–40.
  29. Liu, S.; Yang, X.; Mei, Q. The effect of perceived organizational support for safety and organizational commitment on employee safety behavior: A meta-analysis. Int. J. Occup. Saf. Ergon. 2020, 27, 1154–1165.
  30. Mearns, K. Investment in workforce health: Exploring the implications for workforce safety climate and commitment. Accid. Anal. Prev. 2010, 42, 1445–1454.
  31. Montague, J. Sustaining the commitment to patient safety huddles: Insights from eight acute hospital ward teams. Br. J. Nurs. 2019, 28, 1316–1324.
  32. Smith, T.D. Examination of Safety Climate, Affective.e Organizational Commitment, and Safety Behavior Outcomes Among Fire Service Personnel. Disaster Med. Public Health Prep. 2020, 14, 559–562.
  33. Armstrong, P.A. Optimizing compliance, efficiency, and safety during surveillance of small abdominal aortic aneurysms. J. Vasc. Surg. 2007, 46, 190–195; discussion 195–196.
  34. Auriel, E. Safety of influenza and H1N1 vaccinations in patients with myasthenia gravis, and patient compliance. Muscle Nerve 2011, 43, 893–894.
  35. Boucher, B.J. Guidance on preparing local rules to help implement the Health and Safety at Work etc Act. Br. Med. J. 1979, 1, 599–601.
  36. Francis, D. The National Movement in Ladder Safety: New, safer designs will help prevent those accidents when we are in a hurry or forget the basic rules. Occup. Health Saf. 2017, 86, 41.
  37. Adair, L. Managing patient safety through NPSGs and employee performance. Radiol. Manag. 2010, 32, 50–55.
  38. Aebersold, P.C.; Hitch, J.W. Development of safety performance tests for radioisotope sealed sources and devices. Hisp. Med. 1961, 7, 117–119.
  39. Alavosius, M.P.; Sulzer-Azaroff, B. The effects of performance feedback on the safety of client lifting and transfer. J. Appl. Behav. Anal. 1986, 19, 261–267.
  40. Allahyari, T. Occupational cognitive failures and safety performance in the workplace. Int. J. Occup. Saf. Ergon. 2014, 20, 175–180.
  41. Alten, T.A. Safety and performance of liver biopsies in liver transplant recipients. Clin. Transpl. 2014, 28, 585–589.
  42. Assum, T.; Sorensen, M. Safety Performance Indicator for alcohol in road accidents--international comparison, validity and data quality. Accid. Anal. Prev. 2010, 42, 595–603.
  43. Barbosa, C.; Azevedo, R.; Rodrigues, M.A. Occupational safety and health performance indicators in SMEs: A literature review. Work 2019, 64, 217–227.
  44. Barbosa, H. Safety performance models for urban intersections in Brazil. Accid. Anal. Prev. 2014, 70, 258–266.
  45. Andriukaitis, V. Health and food safety: ‘promotion, protection and prevention’ Vytenis Andriukaitis, EU Commissioner for Health and Food Safety since November 2014, sets out his health priorities. Eur. J. Public Health 2015, 25, 360.
  46. Baylina, P. Healthcare Workers: Occupational Health Promotion and Patient Safety. J. Med. Syst. 2018, 42, 159.
  47. Devine, S.G.; Muller, R.; Carter, A. Using the Fra.amework for Health Promotion Action to address staff perceptions of occupational health and safety at a fly-in/fly-out mine in north-west Queensland. Health Promot. J. Aust. 2008, 19, 196–202.
  48. Fisher, M.G. Ambassador for patient safety and the promotion, protection and support of cardiac theatre staff. J. Perioper. Pr. 2016, 26 (Suppl. 7).
  49. Gard, G.; Larsson, A. Working conditions and workplace health and safety promotion in home care: A mixed-method study from Swedish managers’ perspectives. Arch. Environ. Occup. Health 2017, 72, 359–365.
  50. Kim, J.S. Effectiveness of participatory training for the promotion of work-related health and safety among Korean farmers. Ind. Health 2017, 55, 391–401.
  51. Linnan, L.A. Workplace health promotion and safety in state and territorial health departments in the United States: A national mixed-methods study of activity, capacity, and growth opportunities. BMC Public Health 2019, 19, 291.
  52. Miller, L.A. Safety promotion and error reduction in perinatal care: Lessons from industry. J. Perinat. Neonatal Nurs. 2003, 17, 128–138.
  53. Eklof, M.; Ahlborg, G., Jr. Improving communication among healthcare workers: A controlled study. J. Workplace Learn. 2016, 28, 81–96.
  54. Lyndon, A. Transforming communication and safety culture in intrapartum care: A multi-organization blueprint. J. Obs. Gynecol. Neonatal Nurs. 2015, 44, 341–349.
  55. Anderson, D.S.; Miller, R.E. Health and Safety Communication: A Practical Guide Forward; Routledge/Taylor & Francis Group: London, UK; New York, NY, USA, 2017; p. 279.
  56. Lyndon, A.; Zlatnik, M.G.; Wachter, R.M. Effective physician-nurse communication: A patient safety essential for labor and delivery. Am. J. Obs. Gynecol. 2011, 205, 91–96.
  57. Newnam, S.; Goode, N. Communication in the workplace: Defining the conversations of supervisors. J. Saf. Res. 2019, 70, 19–23.
  58. Sanmiquel, L.; Bascompta, M.; Rossell, J.M.; Anticoi, H. Analysis of Occupational Accidents in the Spanish Mining Sector in the Period 2009–2018. Int. J. Environ. Res. Public Health 2021, 18, 13122.
  59. Nordin, S.M. Organizational Communication Climate and Conflict Management: Communications Management in an Oil and Gas Company. Procedia-Soc. Behav. Sci. 2014, 109, 1046–1058.
  60. Allocco, M. Safety Analyses of Complex Systems: Considerations of Software, Firmware, Hardware, Human, and the Environment; Wiley: Hoboken, NJ, USA, 2010; 470p.
  61. Huang, Y.H. Management commitment to safety vs. employee perceived safety training and association with future injury. Accid. Anal. Prev. 2012, 47, 94–101.
  62. Quinlan, M.; Bohle, P. Overstretched and unrecipro.o…o.ocated commitment: Reviewing research on the occupational health and safety effects of downsizing and job insecurity. Int. J. Health Serv. 2009, 39, 1–44.
  63. Sarudi, D. A commitment to safety. Tools for implementing JCAHO’s new patient safety standards. Trustee 2001, 54, 15–21.
  64. Alingh, C.W. The ConCom Safety Management Scale: Developing and testing a measurement instrument for control-based and commitment-based safety management approaches in hospitals. BMJ Qual. Saf. 2018, 27, 807–817.
  65. Brown, E.; Shrestha, M.; Gray, R. The safety and efficacy of acceptance and commitment therapy against psychotic symptomatology: A systematic review and meta-analysis. Braz J. Psychiatry 2020, 324–336.
  66. DeVaul, R. Survey says…renewed commitment to safety needed. Occup. Health Saf. 2013, 82, 12–16.
  67. Feng, X.Q. The relationship between management safety commitment and patient safety culture. Int. Nurs. Rev. 2011, 58, 249–254.
  68. Nielsen, D. All things equal. We must have the same commitment to patient safety that we have to making medical advances. Hosp. Health Netw. 2003, 77, 78.
  69. Sugalski, J.; Stewart, F.M.; Carlson, R.W. NCCN’s Commitment to Medication Safety: The Vincristine Initiative. J. Natl. Compr. Cancer Netw. 2016, 14, 959–960.
  70. Hansez, I.; Chmiel, N. Safety behavior: Job demands, job resources, and perceived management commitment to safety. J. Occup. Health Psychol. 2010, 15, 267–278.
  71. Kronick, R. Patient safety: The Agency for Healthcare Research and Quality’s ongoing commitment. J. Nurs. Care Qual. 2014, 29, 195–199.
  72. Avanzi, L.; Savadori, L.; Fraccaroli, F. Unraveling th...he organizational mechanism at the root of safety compliance in an Italian manufacturing firm. Int. J. Occup. Saf. Ergon. 2018, 24, 52–61.
  73. Biffl, W.L. Suboptimal compliance with surgical safety checklists in Colorado: A prospective observational study reveals differences between surgical specialties. Patient Saf. Surg. 2015, 9, 5.
  74. Calway, R.C. Safety and compliance-related hazards in the medical practice: Part 1. J. Med. Pr. Manag. 2001, 16, 309–312.
  75. Audet, O. Terrain park feature compliance with Quebec ski area safety recommendations. Inj. Prev. 2020, 27, 215–220.
  76. Leão, C.P.; Costa, S. Safety Training and Occupational Accidents–Is There a Link? In International Conference on Applied Human Factors and Ergonomics; Springer International Publishing: Cham, Switzerland, 2020.
  77. Hong, K.T.; Surienty, L.; Hung, D.K.M. Safety Management Practices and Safety Behaviour: A Preliminary Investigation in Malaysian Small and Medium Enterprises in Northern Corridor Economic Region (NCER) (Sponsored by USM-RU-PRGS). J. Occup. Saf. Health. 2011. Available online: http://mymedr.afpm.org.my/publications/45557 (accessed on 28 February 2022).
  78. Abu-Samah, A. Model-based glycemic control in a Malaysian intensive care unit: Performance and safety study. Med. Devices 2019, 12, 215–226.
  79. Liu, S. Occupational Health and Safety and Turnover Intention in the Ghanaian Power Industry: The Mediating Effect of Organizational Commitment. Biomed. Res. Int. 2019, 2019, 3273045.
  80. Michael, J.H. Management commitment to safety as organizational support: Relationships with non-safety outcomes in wood manufacturing employees. J. Saf. Res. 2005, 36, 171–179.
  81. Al-Mekhlafi, A.-B.A.; AIsha, S.N.; Sabir, A.A.; Naji, G.M.A.; Ajmal, M.; Al-Harasi, A.H. Fatigue assessment of oil and gas tanker drivers: Psychomotor vigilance test (PVT-192). Solid State Technol. 2020, 63, 4256–4262.
More
Information
Subjects: Social Issues
Contributors MDPI registered users' name will be linked to their SciProfiles pages. To register with us, please refer to https://encyclopedia.pub/register : , , ,
View Times: 1.4K
Revisions: 2 times (View History)
Update Date: 28 Apr 2022
1000/1000
Video Production Service