Improving Safety Culture in Public Transportation (2015) / Chapter Skim
Currently Skimming:
Pages 33-38
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 33... ...
33 Safety Culture Outside Public Transportation Introduction An important part of this research was to examine industries and companies outside public transportation that have created positive safety cultures and identify lessons that can benefit safety culture at transit agencies. Identifying Interview Candidates Companies to be interviewed were recognized industry leaders that have made significant and sustained improvements to their safety cultures.
|
From page 34... ...
34 Key findings from the interviews with companies outside public transportation are presented in the following, and more detailed information may be found in Appendix C Strong Leadership, Management, and Organizational Commitment to Safety All the interviewees consider the CEO and the board of directors as vital to their safety culture, but employees at the field and supervisory levels are overwhelmingly acknowledged to be the key players in keeping the workplace safe and making safety the most fundamental component of day-to-day work.
|
From page 35... ...
35 Most of the companies interviewed employ union workers, and all of these companies agree that the key to safety success is a joint labor–management relationship and management– union cooperation. With the exception of one company, where most business is done in the Midwest and unions are typically less active than in other areas of the country, all companies agree that lesser distinction between union and corporate employees leads to higher-functioning safety culture results.
|
From page 36... ...
36 create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together." Each of the organizations interviewed uses reporting systems analysis to gauge organizational learning/ safety training needs. Most of these companies make a great effort to make safety information and the lessons learned from that information available to all employees across the business and/or across industries.
|
From page 37... ...
37 with the company for 5 years or fewer. This has afforded the company the opportunity to recruit a large percentage of its workforce for safety through a process that includes safety messaging on advertisements for open positions and a set of 10 to 20 key interview questions about candidates' safety experience on the job -- such as the extent of past involvement in safety committees.
|
From page 38... ...
38 and there is unanimous agreement on the importance of near-miss reporting. • Employee recognition and rewards is the area in which there is the greatest diversity of practice within the group of companies interviewed; some use employee rewards, but others are concerned that the unintended consequence of such rewards could be employees not reporting accidents and incidents in order to win the awards.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.