|Document ID (ISN)||111791|
|Convention or series no.
||Lunt L., Bates S., Bennett V., Hopkinson J.
Health and Safety Executive
||Behaviour change and worker engagement practices within the construction sector
||HSE Books, P.O. Box 1999, Sudbury, Suffolk CO10 2WA, United Kingdom, 2008. xiii, 271p. Illus. 114 ref.
||RR_660.pdf [in English]
||Behaviour change and worker engagement (BCWE) practices were qualitatively investigated in a sample of United Kingdom construction contractors and consultants. These were compared with the contemporary scientific evidence for BCWE. Practices demonstrated an overall shift towards an integrated approach to behaviour change, tackling the physical, social work environment and individual determinants of risk taking behaviour. Where safety culture is least mature, emphasis is upon installing effective safety management systems, before targeting safety leadership and culture and finally operatives' behaviour on more mature projects. By tackling root causes of accidents in this way, programmes should be able to overcome a tendency that traditional behavioural safety programs have in being too symptomatic. Strategies for managing the workforce transience that characterizes the industry included managing BCWE project by project, "influencing the influencer" and including sub-contractors in BCWE training.
||United Kingdom; safety consciousness; human behaviour; workers' participation; construction industry
||survey; role of management; public OSH institutions; research; report
||E - Books, reports, proceedings
|Country / State or Province||United Kingdom|
|Broad subject area(s)
||Mechanical hazards, transport
General safety, health and conditions of work
||Construction industry and civil engineering