Ghodrati N, Yiu TW, Wilkinson S. J. Saf. Res. 2018; 67: 107-116.
Affiliation
School of Engineering, Computer and Mathematical Sciences, Department of Built Environment Engineering, Auckland University of Technology, Private Bag 92006, Auckland 1142, New Zealand. Electronic address: s.wilkinson@auckland.ac.nz.
INTRODUCTION: Labor productivity and safety are important topics in the construction industry. Even so, the literature provides little information for project managers trying to determine how management strategies designed to improve labor productivity impact safety.
METHOD: This research addresses the gap by measuring the impact of two groups of management strategies that involve human resource related management strategies and construction related management strategies related to safety performance in construction projects. Data were collected from 111 general construction projects through the survey.
RESULTS: The results show that the relationship between the implemented management strategies and safety performance is nuanced with 'Communication' harming safety performance while implementation of 'Labor Management,' 'Supervision and Leadership,' 'Planning' and 'Management of Construction' strategies improve the level of safety performance. This study took a further step by measuring the impact of the interactions between the two groups of management strategies on safety performance. The results show that the interactions of construction and human related management strategies are not always in the favor of safety. Practical Applications: This paper adds to the literature on the relationship between productivity and safety in the construction industry. The research findings can assist project managers to improve labor productivity without harming the safety of laborers unintentionally.