Safety leadership and safety performance in petrochemical industries: The mediating role of safety climate

Wu, Ting-Hsiang; Chang, Shu-Hsuan; Shu, Chi‐Min; Chen, Chien-Tsun; Wang, Chien-Peng

doi:10.1016/j.jlp.2011.04.007

Cited by 78 publications

(69 citation statements)

References 17 publications

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“…The ndings are valuable for researchers, safety specialists, and enterprises, as they often overlook potential hazards at workplace. Some results are consistent with the ndings of previous studies [9,[38][39][40], including the challenges of using PPE, the need for adequate and up-to-date safety training, high workloads contributing to safety procedures not being implemented and managed in an effective manner that facilitated their use in industrial settings. However, there has been limited safety research in the petrochemical industry aimed at identifying factors discouraging safe work behaviour, such as the studies by Cheng and colleagues [9], Xue and colleagues [41], Min and colleagues [42], Hong and colleagues [43].…”

Section: Discussionsupporting

confidence: 87%

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Factors associated with unsafe work behaviours in an Iranian petrochemical company: Perspectives of workers, supervisors, and safety managers

Harsini

Ghofranipour

Sanaeinasab

et al. 2020

Preprint

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Background: The petrochemical industry is hazardous, in part because of the inherently dangerous nature of the work conducted, and incidents frequently result in significant financial and social losses. The most common immediate cause of incidents and injuries in this industry is unsafe worker behaviour. Identifying the factors encouraging unsafe work behaviours is the first step in taking action to discourage them. The aim of this study was to (a) explore workers', supervisors' and safety managers' attitudes and perceptions of safety in a petrochemical company in Iran, and (b) identify the factors that discourage safe work behaviours. Methods: A qualitative study was conducted by applying the steps described by Graneheim and Lundman (2004). Twenty participants were recruited from an Iranian petrochemical company using a multi-stage approach, with initial purposive sampling followed by snowball sampling to enhance recruitment. Individual face-to-face and semi-structured interviews were conducted to gain an in-depth understanding of factors acting as barriers to safe behaviour. The interviews were recorded and transcribed in Persian and then translated into English. Conventional content analysis was performed. Results: The main themes emerging from the interviews were: (i) poor direct safety management and supervision; (ii) unsafe workplace conditions; (iii) workers' perceptions, skills and training; and (iv) broader organisational factors. Conclusions: The findings give insights into practical organisational measures that can be implemented by management to promote workers’ commitment to safety and engage in safe behaviours in their workplace. Trial registration: Iranian Registry of Clinical Trials: IRCT20170515033981N2. Registered 19 June 2018.

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Section: Discussionsupporting

confidence: 87%

“…In addition, managers and employers should hold regular site inspections and meetings to check for high-risk work hazards. These strategies promote the safety conduct of workers and help prevent incidents from recurring [9,40].…”

Section: Discussionmentioning

confidence: 99%

Factors associated with unsafe work behaviours in an Iranian petrochemical company: Perspectives of workers, supervisors, and safety managers

Harsini

Ghofranipour

Sanaeinasab

et al. 2020

Preprint

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“…In addition, the importance of managers′ styles has also been studied in different organizational settings that create a positive work climate and positive safety outcomes [10,11]. Several other studies have also been conducted on the importance of managers in safety outcomes [9], on the role of managers in creating a climate that encourages safety behavior [2,10,12,13,14,15], and the relationship among safety managers, safety climate, safety performance, and safety outcomes [16,17,18,19,20,21,22]. In addition, O′Dea and Flin [23] explored the factors relevant to positive safety outcomes (incidents, accidents, and near-misses) and narrowed them down to four basic factors, namely senior management factors, management factors, supervisory factors, and employee factors.…”

Section: Introductionmentioning

confidence: 99%

The Safety Attitudes of Senior Managers in the Chinese Coal Industry

Zhang

Chen

Gui

et al. 2016

IJERPH

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Introduction: Senior managers' attitudes towards safety are very important regarding the safety practices in an organization. The study is to describe the current situation of senior managers' attitudes towards safety in the Chinese coal industry. Method: We evaluated the changing trends as well as the reasons for these changes in the Chinese coal industry in 2009 and in 2014 with 168 senior manager samples from large Chinese state-owned coal enterprises. Evaluations of 15 safety concepts were performed by means of a questionnaire. Results and Conclusions: Results indicate that, in 2014, three concepts were at a very high level (mean > 4.5), and six were at a relatively high level (4.5 > mean > 4.0). Analyses of changing trends revealed that nine concepts improved significantly, while four greatly declined in 2014 compared to those in 2009. The data reported here suggest that the reasons for the significant improvement with respect to the nine concepts include the improvement in social and legal environments, the improvement of the culture of social safety, workers' safety demands being met, and scientific and technical advances in the coal industry. The decline of the four concepts seemed to be caused by a poor awareness of managers in the coal industry that safety creates economic benefits, insufficient information on safety, inadequate attention to the development of a safety culture and safety management methods, and safety organizations and workers' unions not playing their role effectively. Practical Applications: We therefore recommend strengthening the evidence that safety creates economic benefits, providing incentives for employees to encourage their participation in safety management, and paying more attention to the prevention of accidents in coal mines via safety organizations and unions. These results can provide guidelines for workers, industrialists, and government regarding occupational safety in the whole coal industry.

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“…As middle managers, the company managers are identified as the most significant predictive factor for promoting a safety culture that induces safe behaviours (Wu et al 2011). Managers' trust and concern about crew's safety, as well as active encouraging of safe behaviours, contribute to increase safety onboard (Lu and Tsai 2008).…”

Section: 4mentioning

confidence: 99%

Trust and safety onboard

Gausdal

Makarova

2017

WMU J Marit Affairs

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Shipping is a high-risk industry. The aims of this conceptual paper are to build a framework showing in what way safety onboard is influenced by trust, and to identify the main obstacles to trust-building within the shipping industry. To meet these aims, a literature review and a pilot study are conducted. The study shows that interpersonal trust from employees to managers, and among seafarers, seems to be a prerequisite and an indirect factor, or mediating variable, that influence safety-related organizational outcomes positively and seems to reduce human errors. Interpersonal trust seems to be most valuable in weak situations, which means situations that are not critical and when no exact guidance or incentives to behave in a particular way are needed. An optimal level of trust exists onboard, and because of the high-risk environment, this optimal level of trust is expected to be relatively high. The main obstacles to trust within the shipping industry seem to be the dual employment practice, the physical distance between onboard, crewing agency and onshore, the reduced competence requirements, the frequent reorganization of the crew and multiculturalism. The paper contributes to the trust and to the safety literature by a new framework and to the development of 11 hypotheses on trust and safety. Finally, the paper is indicating that trust may be the missing piece in the safety puzzle.

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Safety leadership and safety performance in petrochemical industries: The mediating role of safety climate

Cited by 78 publications

References 17 publications

Factors associated with unsafe work behaviours in an Iranian petrochemical company: Perspectives of workers, supervisors, and safety managers

Factors associated with unsafe work behaviours in an Iranian petrochemical company: Perspectives of workers, supervisors, and safety managers

The Safety Attitudes of Senior Managers in the Chinese Coal Industry

Trust and safety onboard

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