Citation

Barrett JH, Haslam RA, Lee KG, Ellis MJ. Int. J. Ind. Ergonomics 2005; 35(10): 871-887.

Copyright

(Copyright © 2005, Elsevier Publishing)

DOI

unavailable

PMID

unavailable

Abstract

Implementation of workplace changes and remedial measures intended to improve health and safety within organisations are not always successful. It has been suggested that such interventions might benefit from a more explicit, stage-specific approach, which takes into account individual and organisational readiness to change.This study examined these issues further, via a case study of health and safety appraisal within a manufacturing company. Attitudes and beliefs of key stakeholders within the case study company were assessed using Prochaska and DiClemente's Stage of Change framework. Responses to specific, stage-targeted questions were supplemented by interviews and a safety climate assessment of managers and workers to gain understanding of the readiness to change of key stakeholders.It was found that the Stage of Change model provided a useful framework for assessing attitudes and beliefs in this particular context. Within the case study company, stage of change was found to vary both horizontally amongst individuals and vertically between job roles, as predicted. This variation was particularly evident at production levels of the case study company.The stage of change assessment identified a need to encourage commitment to change amongst senior and middle management via resolution of conflict between production and safety, as well as improving communication and motivation amongst employees. At production levels of the case study company, the model indicated that success of remedial measures and workplace alterations to rectify health and safety issues should be supported by increasing awareness of hazards, understanding of the need for change and ownership of remedial measures.Relevance to industryWithin occupational settings, behaviour and actions of managers, supervisors and workers are influenced by underlying knowledge, attitudes and beliefs. These traits have a significant bearing on what ergonomists and health and safety professionals can achieve within organisations when providing assistance with problems. The stage-specific approach assists in identifying individual and organisational readiness to change. Tailoring intervention accordingly should enhance the likelihood that acceptance and long-term success of improvements will be realised.