Citation

Robson LS, Amick III BC, Moser C, Pagell M, Mansfield E, Shannon HS, Swift MB, Hogg-Johnson S, Cardoso S, South H. Safety Sci. 2016; 86: 211-227.

Copyright

(Copyright © 2016, Elsevier Publishing)

DOI

10.1016/j.ssci.2016.02.023

PMID

unavailable

Abstract

This exploratory study sought to identify the factors important to large improvement in workplace occupational health and safety (OHS) performance. Mixed methods were used to systematically identify 12 organizations in a workers' compensation database that had made large and intentional improvement in workplace OHS performance in Ontario, Canada, during 1998-2008 (i.e., "breakthrough change" (BTC) cases). Four of these organizations were selected for in-depth case study (two manufacturers, a grocery and a social agency). Cross-case analysis and consideration of existing literature led to a 12-element conceptual model with organizational learning at its core. Four elements were involved in the initiation of BTC: external influence, organizational motivation to improve OHS, new OHS knowledge and a knowledge transformation leader. Five other elements were involved in the process of BTC: responsiveness to OHS concerns, positive social dynamics, continuous improvement pattern, simultaneous operational improvement, and supportive internal context. Finally, three elements are outcomes of BTC: integrated OHS knowledge, decreased OHS risk, and decreased injury and illness. These concepts can be used in future research regarding workplace improvement in OHS performance.

Language: en