Marketing strategies for enhancing safety culture

Vecchio-Sadus, Angelica M.; Griffiths, Steven

doi:10.1016/j.ssci.2003.11.001

Cited by 72 publications

(45 citation statements)

References 1 publication

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“…Vecchio-Sadus and Griffiths [19] observe how the improvements in workplace safety culture require management commitment and employee involvement. They outline different drivers influencing management commitment and employee involvement such as marketing tools and effective communication strategies.…”

Section: Drivers To Osh Interventions In Smes: An Overview Of the Litmentioning

confidence: 99%

“…These ones foster interventions by increasing the awareness and the knowledge of the personnel, which is so more motivated to intervene or to correctly behave. [ 19,20,27] …”

Section: D13 Training Programs For Smesmentioning

confidence: 99%

“…Reference Main driver(s) [22] Safety incentive programmes X [26] Externally organized health and safety award schemes X X [25] Sharing best practices X [29] Support of consultants X Legislation X [24] Networks of companies X X [27] Communication tools X [19] Marketing tools and effective communication strategies X [21] Low-cost X X X X X X X X [23] Rewards and incentives from the company X [2] Occupational health services X Insurance companies X Labour unions X Accountants and public authorities X X [20] Constructive dialogue between shop-floor and line management X Table 6: Effect of the phase on the absolute (i.e., Abs Freq (H+L)) and relative frequency (i.e., Rel Freq (H/H+L)) of drivers. For each phase, the first column reports the absolute frequency of the drivers and an asterisk indicates that the driver is detected mainly (>45%) in that particular phase.…”

Section: Driver †mentioning

confidence: 99%

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Drivers for OSH interventions in small and medium-sized enterprises

Cagno

Masi

Leão

2016

International Journal of Occupational Safety and Ergonomics

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Abstract:The debate concerning occupational safety and health (OSH) interventions has recently focused on the need of improving the evaluation of interventions, and in particular on the need of providing information about why the intervention worked or not, under what circumstances, and in which context. Key concepts in the analysis of the context are the drivers, i.e., those factors enabling, fostering, or facilitating OSH interventions. However, the concept of driver for an OSH intervention is both confused and contested. Although the term is widely used, there is little consensus on how drivers should be understood, how important they are in different contexts, and how they can facilitate interventions. This exploratory study based on interviews with the owner-managers and the safety officers of small-and medium-sized enterprises (SMEs) gives an overview of the most characteristic drivers for OSH interventions. The results will be used to make an initial evaluation of SMEs needs, and will help orient interventions and future research.

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Section: Drivers To Osh Interventions In Smes: An Overview Of the Litmentioning

confidence: 99%

“…These ones foster interventions by increasing the awareness and the knowledge of the personnel, which is so more motivated to intervene or to correctly behave. [ 19,20,27] …”

Section: D13 Training Programs For Smesmentioning

confidence: 99%

Section: Driver †mentioning

confidence: 99%

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Drivers for OSH interventions in small and medium-sized enterprises

Cagno

Masi

Leão

2016

International Journal of Occupational Safety and Ergonomics

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“…The challenge is not only to determine the optimal combinations of preventive measures and implement them effectively, but also to develop a clever marketing strategy (Vecchio-Sadus & Griffiths, 2004). Thus, the success of safety-related improvements will depend on organisations' ability to successfully implement such recommendations.…”

Section: Improving Organisational Safetymentioning

confidence: 99%

Modelling the effects of a large‐scale safety culture programme: a combined qualitative and quantitative approach

Olsen

2009

Journal of Risk Research

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“…Apart from those arguments, the most current components of safety culture in terms of this study introduced in five major components that are such as (i) organizational commitment, which is a subset of organizational factors, denoting the extent to which upper level management demonstrates positive and supportive safety values, attitudes and behaviors [8,[12][13][14][15][16][17][18][19][20][21][22] , (ii) management involvement that is contingent on management's physical approach to safety [19] . For instance, direct involvement of upper and middle level management, in safety meetings and workshops or in safety oversight [23] .…”

Section: Introductionmentioning

confidence: 99%

The Impact of Companies’ Age on Safety Culture in the Metal Products Industry

Ooshaksaraie¹,

Majid²,

Yasir³

et al. 2009

American J. of Engineering and Applied Sciences

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Problem statement: Safety culture is a complex structure in an organization that includes values and attitudes, most of which are potentially changeable and related to actual accident behavior. In this study, the components of safety culture included organizational commitment, management involvement, employee empowerment, reporting system and rewarding system. Approach: The numbers of occupational injuries in industries have steadily increased during recent years. The major objectives of this study were to evaluate the safety culture and to analyze the difference in safety culture in the metal products industry in Iran (Guilan province) with regard to companies' age. Metal products industry was chosen because of the higher occupational injuries rates amongst the industries in Iran. Results: The companies were chosen based on their age. A total of 714 respondents from 14 companies participated in the survey. The method used in this study was a questionnaires quantitative type based on a Lickert scale and the data collected were analyzed statistically. The one-way ANOVA was used to test for significant difference in safety culture in the metal products industry with regard to companies' age. The results showed that safety culture was not strong based on the mean for average score of 2.58 which was less than 3 compared to the possible maximum of 5. One-way ANOVA analysis revealed that there was a significant difference among safety culture with respect to companies' age. New companies had stronger safety culture compared to older one. Conclusion: Based on the findings the hypothesis of this study is accepted. This study also indicated that the safety culture in the metal products industry in target population group was not strong however, can be improved through improvement of its five components.

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Marketing strategies for enhancing safety culture

Cited by 72 publications

References 1 publication

Drivers for OSH interventions in small and medium-sized enterprises

Drivers for OSH interventions in small and medium-sized enterprises

Modelling the effects of a large‐scale safety culture programme: a combined qualitative and quantitative approach

The Impact of Companies’ Age on Safety Culture in the Metal Products Industry

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