Citation

Luria G, Zohar D, Erev I. J. Saf. Res. 2008; 39(3): 273-280.

Affiliation

University of Haifa, Faculty of Social Welfare&Health Studies, Department of Human Services.

Copyright

(Copyright © 2008, U.S. National Safety Council, Publisher Elsevier Publishing)

DOI

10.1016/j.jsr.2007.12.003

PMID

18571568

Abstract

INTRODUCTION: This paper discusses an organizational change intervention program targeting safety behaviors and addresses important considerations concerning the planning of organizational change. Using layout of the plant as a proxy for ease of daily leader-member interaction, the effect of workers' visibility on the effectiveness of supervisory-based safety (SBS) interventions is examined. Through a reinforcement-learning framework, it is suggested that visibility can affect supervisors' incentive to interact with subordinates regarding safety-related issues. METHOD: Data were collected during SBS intervention studies in five manufacturing companies. RESULTS: Results suggest a reinforcement cycle model whereby increased visibility generates more frequent exchanges between supervisors and employees, resulting in improved safety behavior among employees. In turn, employees' safer behavior reinforces continued supervisory safety-related interaction. CONCLUSION AND IMPACT ON INDUSTRY: Visibility is an important moderator in supervisory based safety interventions, and can serve to increase workplace safety. Implications of these findings for safety are discussed.

Language: en