Improving Safety Culture in Public Transportation (2015) / Chapter Skim
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Pages 14-22
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14 Literature Review Highlights Introduction Little has been written about the role of safety culture in public transportation. The research team, therefore, was limited to the literature on the theory of safety culture and its application to aviation, nuclear power operations, natural resource extraction, and related fields.
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15 social situation encountered by employees rather than a more focused leadership perspective" (Schneider et al., 2010)
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16 can change their existing safety culture to one that will result in improved safety performance primarily by changing safety practices, while interpretive theory says that such changes are very difficult to achieve and cannot simply be imposed by fiat. It is therefore the functionalist perspective that provides a conceptual bridge between organizational behavior and strategic management interests (Wiegmann et al., 2004)
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17 • The UK Health and Safety Commission definition is: "the product of individual and group values, attitudes, competencies, and patterns of behaviour that determine the commitment to, and the style and efficiency of, an organization's health and safety programs. Organizations with a positive safety culture are characterized by communications founded on mutual trust, by shared perceptions of the importance of safety, and by confidence in the efficacy measures" (Health and Safety Commission, 1993)
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18 system as the keystone to identifying breaches before accidents happen. In a just culture, unintentional errors or unsafe acts are not punished.
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19 the individual involved in the accident, peers, management, board, stockholders, regulators, legislatures, and the public. Research has shown that the general public is reactive regarding safety -- that is, willing through its legislators to provide resources after a dramatic accident rather than before, even though the best predictors and risk assessments indicate that proactive interventions are far more effective at reducing risk.
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20 HROs create processes and systems that reduce the possibility of unexpected events, allowing for containment and speedy recovery if one occurs. In the HRO infrastructure, small failures are tracked meticulously.
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22 indicators ultimately drive safety performance" (Blair and Spurlock, 2008)
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