Abstract
Industrial safety is an important issue for operations managers — it has implications for cost, delivery, quality, and social
responsibility. Minor accidents can interfere with production in a variety of ways, and a serious accident can shut down an
entire operation. In this context, questions about the causes of workplace accidents are highly relevant. There is a popular
notion that employees’ unsafe acts are the primary causes of workplace accidents, but a number of authors suggest a
perspective that highlights influences from operating and social systems. The study described herein addresses this subject
by assessing steelworkers’ responses to a survey about social, technical, and personal factors related to safe work behaviors.
Results provide evidence that a chain reaction of technical and social constructs operate through employees to influence safe
behaviors. These results demonstrate that safety hazards, safety culture, and production pressures can influence safety
efficacy and cavalier attitudes, on a path leading to safe or unsafe work behaviors. Based on these results, we conclude with
prescriptions for operations managers and others who play roles in the causal sequence. q 2000 Elsevier Science B.V. All
AbstractIndustrial safety is an important issue for operations managers — it has implications for cost, delivery, quality, and socialresponsibility. Minor accidents can interfere with production in a variety of ways, and a serious accident can shut down anentire operation. In this context, questions about the causes of workplace accidents are highly relevant. There is a popularnotion that employees’ unsafe acts are the primary causes of workplace accidents, but a number of authors suggest aperspective that highlights influences from operating and social systems. The study described herein addresses this subjectby assessing steelworkers’ responses to a survey about social, technical, and personal factors related to safe work behaviors.Results provide evidence that a chain reaction of technical and social constructs operate through employees to influence safebehaviors. These results demonstrate that safety hazards, safety culture, and production pressures can influence safetyefficacy and cavalier attitudes, on a path leading to safe or unsafe work behaviors. Based on these results, we conclude withprescriptions for operations managers and others who play roles in the causal sequence. q 2000 Elsevier Science B.V. All
การแปล กรุณารอสักครู่..