and in mining (Hickman &
Geller, 2003a; Peters, 1991).
Research also is needed to better understand the various safety
climates and cultures that persist across industry sectors. For example,
in some industry sectors such as forestry and fishing, there is a culture
of risk taking that can be a source of pride among its workers. In these
settings the social reinforcement that maintains risk-taking behavior
must be addressed before behavioral safety interventions can be
maximally effective. Identifying specific remedies for improving safety
climate and culture remains a high-priority research topic.
2.3.5. Impact Assessment
Evaluations of behavioral safety interventions can be based on a
variety of outcome measures. Minimally, researchers must show that a
behavioral safety intervention produced the desired behavioral change.
Because the targeted at-risk behaviors in most instances are known to be
directly related to the occurrence of injuries or other adverse health
outcome, obtaining a quantifiable change in those at-risk behaviors may
be a sufficient end-outcome to demonstrate intervention effectiveness.
The same quantified behavioral outcomes also can be used to assess the
long-term maintenance effects of the intervention. A more thorough
assessment of intervention effectiveness might also include one or more
health outcome measures, such as changes in the rates of injuries,
illnesses, or fatalities; however, because many work-related safety and
health outcomes develop long after the initial exposures to the hazard
occurs, it is not always feasible to use illness or disease as a measure of
intervention effectiveness (Hopkins et al., 1986).
Economic impact measures, such as the direct and indirect cost
savings resulting from the behavior-safety intervention at the worker,
company, and industry levels also can help make the “business
case”
for supporting an intervention (Rose & Harshbarger, 1991). Research in
this area should focus on developing economic tools or models that
enable researchers and safety professions the ability to measure and
track the economic impact of safety interventions (Kenoyer, Andrews,
& Stenner, 2001). In addition, there is a lack of studies examining
the costs versus benefits of the various elements of behavioral safety
interventions. These costs should be measured not only in terms of the financial requirements, but also in terms of time and staffing
commitments. Associating the relative costs and effectiveness of
various elements of the behavioral safety process would give
employers and safety professionals much needed information about
the feasibility and worth of a specific behavioral intervention.
and in mining (Hickman &
Geller, 2003a; Peters, 1991).
Research also is needed to better understand the various safety
climates and cultures that persist across industry sectors. For example,
in some industry sectors such as forestry and fishing, there is a culture
of risk taking that can be a source of pride among its workers. In these
settings the social reinforcement that maintains risk-taking behavior
must be addressed before behavioral safety interventions can be
maximally effective. Identifying specific remedies for improving safety
climate and culture remains a high-priority research topic.
2.3.5. Impact Assessment
Evaluations of behavioral safety interventions can be based on a
variety of outcome measures. Minimally, researchers must show that a
behavioral safety intervention produced the desired behavioral change.
Because the targeted at-risk behaviors in most instances are known to be
directly related to the occurrence of injuries or other adverse health
outcome, obtaining a quantifiable change in those at-risk behaviors may
be a sufficient end-outcome to demonstrate intervention effectiveness.
The same quantified behavioral outcomes also can be used to assess the
long-term maintenance effects of the intervention. A more thorough
assessment of intervention effectiveness might also include one or more
health outcome measures, such as changes in the rates of injuries,
illnesses, or fatalities; however, because many work-related safety and
health outcomes develop long after the initial exposures to the hazard
occurs, it is not always feasible to use illness or disease as a measure of
intervention effectiveness (Hopkins et al., 1986).
Economic impact measures, such as the direct and indirect cost
savings resulting from the behavior-safety intervention at the worker,
company, and industry levels also can help make the “business
case”
for supporting an intervention (Rose & Harshbarger, 1991). Research in
this area should focus on developing economic tools or models that
enable researchers and safety professions the ability to measure and
track the economic impact of safety interventions (Kenoyer, Andrews,
& Stenner, 2001). In addition, there is a lack of studies examining
the costs versus benefits of the various elements of behavioral safety
interventions. These costs should be measured not only in terms of the financial requirements, but also in terms of time and staffing
commitments. Associating the relative costs and effectiveness of
various elements of the behavioral safety process would give
employers and safety professionals much needed information about
the feasibility and worth of a specific behavioral intervention.
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