Although construction-industry injury statistics continue to reveal that unacceptable numbers of construction workers are injured and killed each year, some construction firms have reported having very good safety-performance records.
These firms are often referred to as having world-class safety performances because their level of performance is rarely attained.
Those with world-class safety records obviously implement effective safety programs and report enviable safety-performance records year after year.
There are many different safety programs, techniques, and initiatives that can be implemented to enhance safety performance (Jaselskis et al. 1996).
Some companies consider many means of enhancing safety performance and select one that is regarded as
most promising or cost effective, whereas others implement many safety practices.
Each practice that is implemented will result in a
cost, which involves initial development, tailoring the strategy to company operations, and ongoing implementation.
Details of program implementation must be drafted, supervisors and workers must be trained and informed about the new practices, and the practices must then be monitored to evaluate their success.
Modifications to the practices may be warranted as weaknesses are recognized through the monitoring effort.
Because of these associated costs, the following question often arises:
What is the single best safety practice or cluster of practices for the enhancement of safety performance?
The focus of this study was on best practices not efforts or conditions that may reduce safety performance.
The research community has attempted to address this question using opinion-based data (Liska et al. 1993; Hallowell and Gambatese 2010) and empirical data (Jaselskis et al. 1996). However, these studies generally focused on a small number of available practices despite the fact that there are potentially hundreds of safety initiatives that can be considered for implementation. Here, 104 potential safety strategies are presented in the first comprehensive effort to document the plethora of options construction firms have with respect to injury prevention.
The proportion of industry leading companies implementing each strategy is also provided along with an empirical analysis of each strategy’s relationship to safety outcomes.
Although construction-industry injury statistics continue to reveal that unacceptable numbers of construction workers are injured and killed each year, some construction firms have reported having very good safety-performance records.
These firms are often referred to as having world-class safety performances because their level of performance is rarely attained.
Those with world-class safety records obviously implement effective safety programs and report enviable safety-performance records year after year.
There are many different safety programs, techniques, and initiatives that can be implemented to enhance safety performance (Jaselskis et al. 1996).
Some companies consider many means of enhancing safety performance and select one that is regarded as
most promising or cost effective, whereas others implement many safety practices.
Each practice that is implemented will result in a
cost, which involves initial development, tailoring the strategy to company operations, and ongoing implementation.
Details of program implementation must be drafted, supervisors and workers must be trained and informed about the new practices, and the practices must then be monitored to evaluate their success.
Modifications to the practices may be warranted as weaknesses are recognized through the monitoring effort.
Because of these associated costs, the following question often arises:
What is the single best safety practice or cluster of practices for the enhancement of safety performance?
The focus of this study was on best practices not efforts or conditions that may reduce safety performance.
The research community has attempted to address this question using opinion-based data (Liska et al. 1993; Hallowell and Gambatese 2010) and empirical data (Jaselskis et al. 1996). However, these studies generally focused on a small number of available practices despite the fact that there are potentially hundreds of safety initiatives that can be considered for implementation. Here, 104 potential safety strategies are presented in the first comprehensive effort to document the plethora of options construction firms have with respect to injury prevention.
The proportion of industry leading companies implementing each strategy is also provided along with an empirical analysis of each strategy’s relationship to safety outcomes.
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