Improving Safety Culture in Public Transportation (2015) / Chapter Skim
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Pages 85-110
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85 Literature Review Introduction Little has been written about the role of safety culture in public transportation. The research team was therefore 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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86 and not on individual employees as the unit of theory or analysis" (Schneider et al., 2010)
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87 toward operationalizing safety culture has also been slow. There still is no convergence toward a universal definition of safety culture or even agreement as to what major components are necessary to produce a positive safety culture.
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88 • Cooper (2000) called safety culture a subset of organizational culture because individual attitudes and behaviors are reflective of the organization's ongoing health and safety performance.
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89 from mistakes is unlikely, new ideas are rejected in an environment in which accountability is low, and documentation is discouraged. Bureaucratic safety cultures address issues in terms of regulations, laws, and rules.
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90 organization from its present practices toward the ideal and thereby engineer a positive safety culture. The success of the new practices affects underlying employee perceptions, attitudes, and behaviors.
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91 As Guldenmund noted, this model incorporates the concepts of both safety climate and safety culture and "also does justice to the integrative, holistic concept of culture as advocated by .
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92 Safety is not seen as a key business risk, and the safety department is perceived to have primary responsibility for safety. Many accidents are seen as unavoidable and as part of the job.
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93 DuPont Bradley Curve Model (1999) The DuPont Bradley curve model places companies and organizations in the following four categories: 1.
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94 safety becomes a priority for management, resources are allocated to improve safety culture. Cooper said that safety culture can be evaluated by using safety climate surveys to measure psychological aspects, operational audits to measure behavioral aspects, and safety management system audits to measure situational aspects.
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95 would be a prudent step. As these operations become more complex and technology-dependent, the need to adhere to such a model increases sharply.
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96 Turner (1978) , however, had noted that simplification was dangerous because it could limit the precautions people would take and the number of undesirable results they could envision.
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97 mitigate risk and to reduce or eliminate factors that lead to high-risk events. • Goal prioritization and consensus exist in HROs because leaders gain support from employees by prioritizing performance and safety as organizational goals (La Porte and Consolini, 1991)
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98 at-risk behaviors." Geller believes that people-based leadership means more than just holding individuals accountable; it requires employees to inspire others to be accountable for injury prevention and to care actively for the safety and health of coworkers. Behavior-based safety, another of Geller's precepts, has come under attack from labor unions.
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99 a menu of tremendous detail and complexity in its learning, reporting, flexible, and just subcultures driven by underlying perceptions, attitudes, and behaviors. The genius of the model lies in Reason's recognition that the essence of all that detail and complexity is how effectively an organization develops, disseminates, and uses safety information.
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100 • Industrial relations and job satisfaction, and • Training. The Idaho National Engineering and Environmental Laboratory (2001)
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101 lic recognition and monetary incentives. Research has shown that incentive programs that foster competition (employees competing to win or gain a safety incentive)
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102 employees themselves" (American Public Transportation Association, 1998)
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103 and in the behaviors of its members, it is more likely that a safety mind-set will be established and safe work practices will be followed" (Marais et al., 2004)
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104 the confluence of factors creating error-prone situations can continuously reconfigure itself" (Meacham, 1983)
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105 illustrates characteristics of model-based and human inquiry perspectives on organizational learning. Reporting System (Reporting and Visible Action Taken on Reports)
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106 stated that, from 1995 to 1997, the lost workday case rate went from 18.8 to 5.17, total recordable accidents went from 6 to 4.3, and the lost workday injury rate went from 1 to 0.68. Another example of successful union–management collaboration leading to significant safety progress was at Alliance Energy (AE)
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107 Safety audits are a form of direct observation and can provide the basis for improving safety performance. Blair and O'Toole (2010)
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108 our safety results as we work toward our goal of zero injuries and safety incidents. One of our most important measurements is tracking off-the-job injuries, which helps determine how well we are building a robust safety culture that is 24/7, not just on the job.
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109 • The FRA defines organizational culture as "shared values, norms, and perceptions that are expressed as common expectations, assumptions, and views of rationality within an organization and play a critical role in safety." It notes that 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 of preventive measures" (U.S. Federal Register, 2012)
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110 • Maintaining an effective reporting system, with visible action taken on issues reported, and ensuring timely responses to safety concerns and safety issues; • Using leading and lagging safety indicators to gauge the effectiveness of safety programs on employee behavior; • Demonstrating leadership behaviors that encourage mutual trust between management and employees; • Monitoring performance continuously; and • Treating employees fairly. The lack of a common set of components could be interpreted to indicate that (a)
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