Unsafe acts contribute dominantly to construction accidents, and increasing safety behavior is essential to reduce accidents. Previous research conceptualized safety behavior as an interaction between proximal individual differences (safety knowledge and safety motivation) and distal contextual factors (leadership and safety climate). However, relatively little empirical research has examined this conceptualization in the construction sector. Given the cultural background of the sample, this study makes a slight modification to the conceptualization and views transformational leadership as an antecedent of safety climate. Accordingly, this study establishes a multiple mediator model showing the mechanisms through which transformational leadership translates into safety behavior. The multiple mediator model is estimated by the structural equation modeling (SEM) technique, using individual questionnaire responses from a random sample of construction personnel based in Hong Kong. As hypothesized, transformational leadership has a significant impact on safety climate which is mediated by safety-specific leader–member exchange (LMX), and safety climate in turn impacts safety behavior through safety knowledge. The results suggest that future safety climate interventions should be more effective if supervisors exhibit transformational leadership, encourage construction personnel to voice safety concerns without fear of retaliation, and repeatedly remind them about safety on the job.

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This study investigates the service quality in the maintenance of mechanical and engineering services. The determinants of service quality are identified and their means of evaluation are examined. A method of assessment is devised based on the SERVQUAL approach, and its use is then illustrated using a small empirical survey of clients and service providers and the 'Gap' model used to quantify the relationships between customer satisfaction, expected service, perceived service and service quality gap.Client Service Provider Service Quality Expectation Perception Satisfaction,

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Employees' safety climate perceptions dictate their safety behavior, as individuals act based on their perceptions of reality. Extensive empirical research in applied psychology confirmed this relationship. However, rare efforts have been made to investigate the contributing factors to a favorable safety climate in the construction research. As an initial effort to address the knowledge gap, this paper examines contributing factors to psychological safety climate, an operationalization of safety climate at the individual level and hence the basic element of safety climate at higher levels. A multi-perspective framework of psychological safety climate contributors is estimated by the structural equation modeling technique using individual questionnaire responses from a random sample of construction project personnel. The results inform management of three routes to psychological safety climate: client's proactive involvement in safety management; a workforce-friendly workplace created by the project team;