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- 3. Learning Objectives
• After reading this chapter, you should be able to:
– Discuss the importance of safety behaviour in the
workplace and identify the categories of safety
behaviour
– Explain the importance of individual motivation in
safety behaviour
– Describe behaviour modification approaches to
motivating safety
– Recognize how goal setting and feedback influence
safety behaviour
Copyright © 2021 by Nelson Education Ltd. 10-3
- 4. Learning Objectives
• After reading this chapter, you should be able
to:
– Understand the facets of self-determination
theory of motivation and how they relate to safety
motivation
– Evaluate the role of organizational support for
safety in contributing to safety behaviour
– Discuss the role of the safety climate in the
performance of safety behaviours
Copyright © 2021 by Nelson Education Ltd. 10-4
- 5. Learning Objectives
• After reading this chapter, you should be able
to:
– Understand the role that safety leadership plays in
creating a safe work environment
– Describe OH&S management systems and
appreciate how they help organizations promote
workplace safety
Copyright © 2021 by Nelson Education Ltd. 10-5
- 6. Poll
• Open the MindTap Mobile App and select your course.
Which of the following has the greatest influence on an organization’s
safety culture?
a) worker’s compensation
b) leader/manager commitment
c) legislation
d) training
Copyright © 2021 by Nelson Education Ltd. 3-6
- 7. Opening Vignette:
Borger Group: Safety Comes First
• Borger Group is a leader in the construction industry.
• Borger’s safety values encompass the whole-person
view: physical, social, and emotional safety is
important.
• Safety is an integral part of the company’s success
thanks to diverse and innovative safety programming
which includes:
– The Borger app
– Performance-based bonus system—safety is rewarded
above other aspects of performance
Copyright © 2021 by Nelson Education Ltd. 3-7
- 8. Safety Behaviour
• Safety behaviours
– Behaviours leading to safe performance of a
particular job
• Examples include:
– Proper use of hazard control systems
– Safe work habits
– Increased awareness and recognition of workplace
hazards
– Acceptance and use of personal protective equipment
Copyright © 2021 by Nelson Education Ltd. 10-8
- 9. Safety Behaviour
• Safety programs can be classified as:
– Engineering Interventions
• Change physical environment to reduce hazard
exposure
– Administrative Interventions
• Modify procedures and exposure in work environment
– Behavioural Interventions
• Change employee attitudes, knowledge, or behaviour
Copyright © 2021 by Nelson Education Ltd. 10-9
- 10. Safety Behaviour
• All three types of interventions can be
successful
• Engineering controls are preferred because
they change the environment, but engineering
controls are not always possible
• It is important to understand safety behaviour
in workplaces
Copyright © 2021 by Nelson Education Ltd. 10-10
- 12. Safety Behaviour
• Safety behaviour can be distinguished as:
– Safety compliance
• The extent to which employees follow safety rules and
procedures
– Safety participation
• The extent to which employees go beyond compliance
and engage proactively and voluntarily to actively
improve safety
Copyright © 2021 by Nelson Education Ltd. 10-12
- 14. Safety Behaviour
• Safety Performance = Ability × Motivation × Opportunity
• Safety can be enhanced by increasing employees’
abilities, motivation, and opportunities to work safely
• All three model components must be implemented
– E.g., training (i.e., increasing ability) is insufficient to change
safety behaviours over long term
• Chapter 9 emphasized ability; this chapter emphasizes
motivation and opportunity
Copyright © 2021 by Nelson Education Ltd. 10-14
- 15. Motivating Safety Behaviour
• Safety motivation:
– An individual’s willingness to exert effort to enact
safety behaviour and the valence associated with
those behaviours
– Initiates, directs, and sustains safety behaviour
Copyright © 2021 by Nelson Education Ltd. 10-15
- 16. Motivating Safety Behaviour
• Three theories of motivation as they apply to
safety behaviour:
– Reinforcement theory (or behaviour modification)
– Goal-setting theory
– Self-determination theory
Copyright © 2021 by Nelson Education Ltd. 10-16
- 18. OH&S Today 10.1
A Risky Side of Behaviour-based Safety Programs
• Behaviour-based safety programs appear to be successful
but some stakeholders are wary of the approach.
• Safety incentives can be intimidating for employees
– Some workers feel pressure to not report an injury to avoid
costing workers a reward, others fear discipline if they are
injured
• In some cases actions that get rewarded are the avoidance
of negatives outside the worker’s control (e.g., reduction in
lost-time injuries) rather than achievement of positives
under individual’s control (e.g., wearing PPE)
Copyright © 2021 by Nelson Education Ltd. 10-18
- 19. Motivating Safety Behaviour
• Reinforcement theory
– Power of external rewards and punishment
– Likelihood of an act being performed again is
determined by its current consequences:
• Increase when current performance of that behaviour
is followed by reinforcement (reward)
• Decrease when current performance of that behaviour
is followed by punishment
Copyright © 2021 by Nelson Education Ltd. 10-19
- 20. Motivating Safety Behaviour
• Reinforcement theory
– ABC Model = Antecedent Behaviour
Consequence
• Any behaviour occurs because …
– Events trigger the behaviour (antecedents)
– Results follow the behaviour (consequences)
Copyright © 2021 by Nelson Education Ltd. 10-20
- 21. Motivating Safety Behaviour
• Goal Setting
– Behaviour is motivated by internal intentions
– Goals serve as antecedents to behaviour in four
ways:
• Direct attention and action to the desired behaviour
• Mobilize effort toward actions to achieve the goal
• Increase persistence
• Motivate search for effective strategies to help
obtain them
Copyright © 2021 by Nelson Education Ltd. 10-21
- 22. Motivating Safety Behaviour
• Goal Setting
– Five factors for effective goal setting:
• Goals must be difficult and challenging
• Goals must be achievable
• Goals must be specific
• Individuals must be committed to the goals
• Feedback on goal progress
Copyright © 2021 by Nelson Education Ltd. 10-22
- 23. Motivating Safety Behaviour
• Self-Determination Theory
– People are motivated by a variety of things
– Different categories of motivation reflecting
people’s varied reasons for acting
– Distinguishes amotivation from motivation
Copyright © 2021 by Nelson Education Ltd. 10-23
- 24. Motivating Safety Behaviour
• Amotivation
– Complete lack of motivation
• Intrinsic motivation
– Motivation based on one’s interest and enjoyment
• Extrinsic motivation
– Motivation rooted in instrumental reasons for
acting
Copyright © 2021 by Nelson Education Ltd. 10-24
- 25. Motivating Safety Behaviour
• Autonomous motivation
– Self-directed motivation reflecting an individual’s
free will
• Controlled motivation
– Motivation based in response to pressure
Copyright © 2021 by Nelson Education Ltd. 10-25
- 26. Motivating Safety Behaviour
Copyright © 2021 by Nelson Education Ltd. 10-26
Some Important Contrasts in Self-Determination Theory
Amotivation: complete
lack of motivation
vs. Motivation: willingness to exert
effort to enact a behaviour
Extrinsic Motivation: when
people act for
instrumental reasons, such
as rewards or avoiding a
negative outcome
vs. Intrinsic Motivation: when
people engage in behaviour
purely out of interest and
because they enjoy it
Controlled Motivation:
when people act in
response to various
pressures
vs. Autonomous Motivation: when
people engage in an action of
their own will and choice
- 28. Increasing Opportunity for
Safety Behaviour
• Opportunity
– Resources and organizational support for safety
behaviour must be in place in conjunction with
ability and motivation
• Management must demonstrate and
communicate commitment to health and
safety
– Safety climate
– Safety leadership
Copyright © 2021 by Nelson Education Ltd. 10-28
- 29. Increasing Opportunity for
Safety Behaviour
• Safety Climate:
– Shared perceptions among employees and
organizational stakeholders of the importance of
workplace safety
• Possible ways to promote a positive safety
climate
– Provide safety training
– Enact safety policies
– Include safety information along with production
goals
Copyright © 2021 by Nelson Education Ltd. 10-29
- 30. Increasing Opportunity for
Safety Behaviour
• Safety Leadership
– Organizational
leadership that is
actively focused on and
promotes OH&S
• Active safety leadership
is associated with better
safety records and
positive safety
outcomes
Copyright © 2021 by Nelson Education Ltd. 10-30
- 31. Opportunity for Safety Behaviour
Copyright © 2021 by Nelson Education Ltd. 10-31
Active Safety Leadership
Active Transactional
Leadership
Transformational
Leadership
Articulate the tasks that are
required to meet safety
expectations
Emphasizes employee well-
being and championing
safety
Methods Used Methods Used
Contingent Reward Idealized Influence
Management by Exception Inspirational motivation
Intellectual stimulation
Individualized consideration
- 32. Organizational Health and Safety
Management Systems
• Occupational health and safety management
system (OHSMS)
– Reflects an interactive collection of strategic
organizational approaches and programs focused
on identifying, achieving, and maintaining desires
occupational health and safety targets
Copyright © 2021 by Nelson Education Ltd. 10-32
- 33. Organizational Health and Safety
Management Systems
• Ability, motivation, and opportunity for safety
behaviour are all reflected in an occupational
health and safety management system
(OHSMS)
• Leaders from all levels and areas of an
organization play a very important role in
prioritizing, integrating, and communicating
safety
Copyright © 2021 by Nelson Education Ltd. 10-33
- 34. Organizational Health and Safety
Management Systems
• OHSMS include elements such as:
Copyright © 2021 by Nelson Education Ltd. 10-34
• Management commitment
• Leader and employee
participation
• OHS policy
• Goals and objectives
• Performance measures
• System planning and
development
• OHSMS manual and procedures
• Training system
• Hazard control system
• Preventive and corrective
action system
• Procurement and contracting
• Communication systems
• Evaluation system
• Continual improvement
• Integration
See OH&S Notebook 10.2 for a more complete list and discussion of these OHSMS
elements
- 35. Organizational Health and Safety
Management Systems (OHSMS)
• Standards available for OHSMS:
– ILO, BSI, ANSI, CSA
• CSA-Z1000-14 is the Canadian Standards
Association Standard for OHSMS
– Based on the Plan-Do-Check-Act continuous
improvement model
Copyright © 2021 by Nelson Education Ltd. 10-35
- 37. Organizational Health and Safety
Management Systems (OHSMS)
• Plan:
– Consider hazards and risks, legal requirements, and
OH&S goals
• Do:
– Ongoing safety activities such as emergency
preparedness, safety training, and preventive
measures
• Check
– Incident investigation, monitoring, and auditing
• Act:
– Managerial review and continuous improvement
Copyright © 2021 by Nelson Education Ltd. 10-37
- 38. Organizational Health and Safety
Management Systems (OHSMS)
• Effective OH&S policies have a core role in
OHSMS
• OH&S policy should:
– Be written and signed by CEO or president of
organization
– Be publicized and made available to all employees
– Outline purpose of program and define involvement
and responsibilities of all employees
– Be developed in consultation with employee groups
Copyright © 2021 by Nelson Education Ltd. 10-38
- 39. Organizational Health and Safety
Management Systems (OHSMS)
• Standards such as CSA-Z1000-14 guide
organizations toward effective OHSMS
• In Canada, OHSMS are mandatory in some
industries, voluntary in others
• Compliance with an OHSMS standard can help
establish due diligence
Copyright © 2021 by Nelson Education Ltd. 10-39
- 40. OH&S Notebook 10.3
Health and Safety Policy Checklist
• OH&S policy checklist must be comprehensive and
effective.
• Examples of questions that should be asked when
evaluating a OH&S policy:
– Is a clear commitment to health and safety evident in the policy
statement?
– Is the senior officer responsible for implementing and reviewing
the policy identified?
– Is the policy signed by the president or CEO?
• For a complete list of questions refer to OH&S Notebook
10.3
Copyright © 2021 by Nelson Education Ltd. 10-40
- 41. Video Links
• Small Business Talking Safety (WorkSafeBC)
– Small business leaders and employers from across
British Columbia discuss OH&S as a core business
value (6min, 42sec)
• Rod Stickman Safety videos (Workers’
Compensation Board of Nova Scotia)
– Designed to motivate young employees to work
safely (6 clips, each ~2min)
Copyright © 2021 by Nelson Education Ltd. 10-41
- 42. End-of-Chapter Activities
• Use the discussion questions at the end of the
chapter to help you understand:
– The various approaches to behaviour-based safety
programs
– How focusing on behaviours rather than incidents
is a better approach
– How goal setting influences behaviour
– What role leaders play in creating a safe workforce
– The benefits of OH&S management systems
Copyright © 2021 by Nelson Education Ltd. 10-42