Stakeholders Awareness of Safety Leadership Through Construction Safety Management System in Indonesia

Construction workplace safety has become serious issues among global companies. Improvement on occupational safety and health has been carried out. However, construction still becomes a sector with the highest accident rate. Particularly in Indonesia, construction contributes to 32% of accident rate followed by transportation, forestry, and mining. Main driver to improve safety performance is safety leadership as the frontline part of Construction Safety Management System (CSMS). Since it is a non-technical aspect, stakeholders’ awareness is doubtful. Therefore, this study aims to describe Indonesia construction stakeholders’ awareness of safety leadership as part of CSMS. Questionnaire was distributed to 693 respondents comprises of government, planners, consultants, private contractors, and State-Owned Enterprise (SOE) contractors. The result was analyzed with descriptive statistic to reveal the stakeholders’ level of awareness. SOE contractor has the highest awareness of safety leadership. It is considered as obvious finding since SOE contractor becomes dominant in Indonesia’s construction industry. The majority of big-classified contractors are SOE. Meanwhile, contractors’ BOD is the lowest. The BOD commonly uses managerial leadership to run the company rather than safety leadership. However, the safety leadership should be owned by every stakeholder in construction industry whether they are in high or low management level.

Exploring managers’ response to a quality and safety leadership intervention: findings from a multiple case study in Norwegian nursing homes and homecare services

BackgroundImprovement interventions would be easier to treat if they were stable and uninfluenced by their environment, but in practice, contextual factors may create difficulties in implementing and sustaining changes. Managers of healthcare organisations play an important role in quality and safety improvement. We need more research in the nursing home and homecare settings to support managers in their quality and safety improvement work. The aim of this study was to explore managers’ response to a leadership intervention on quality and safety improvement.MethodsThis study reports findings from the SAFE-LEAD intervention undertaken from April 2018 to March 2019. The research design was a multiple case study of two nursing homes and two homecare services in four municipalities in Norway. We used a combination of qualitative methods including interviews, workshops, observations, site visits and document analysis in our data collection that took place over a 1-year period.ResultsManagement continuity was key for the implementation process of the quality and safety leadership intervention. In the units where stable management teams were in place, the intervention was more rooted in the units, and changes in quality and safety practice occurred. The intervention served as an arena for managers to work with quality and safety improvement. We found that the workshops and use of the leadership guide contributed to a common understanding and commitment to quality and safety improvement among the managers.ConclusionsThis is a longitudinal study of managers’ response to a leadership intervention targeted to improve quality and safety work in nursing home and homecare settings. Our research demonstrates how the mechanisms of stable management and established structures are crucial for quality and safety improvement activities. Management continuity is key for participating in interventions and for using the leadership guide in quality and safety work.

Safety Leadership as a Means for Safe and Sustainable Shipping

Safety leadership is critical in high-risk industries such as shipping since inadequate leadership can cause marine accidents, resulting in injuries, fatalities, damage to property and environmental pollution. One of the aspects of good and effective safety leadership is creating good human relations and satisfaction among crewmembers, considered a precondition for effective teamwork. Officers on board ships should establish effective teamwork and implement adequate safety leadership, positively affecting safety culture, increasing safety in general and improving marine environment protection. Safety leadership onboard ships comprises several characteristics, including maintaining safe work performance, carrying out safety training, and encouraging crewmember morale. Therefore, it is essential for all stakeholders in shipping industries that officers onboard ships can identify those characteristics, adapt, and apply them adequately. This paper presents the characteristics and skills that shipboard officers need to apply in order to be excellent leaders and serve with adequate safety leadership abilities. One tool for recognizing those characteristics and skills was a survey carried out among experienced professional seafarers. Analysis of the survey data revealed latent factors, these being transformational and transactional leadership elements affecting safety leadership onboard ships.

Validation of a Research Instrument for Safety Leadership and Safety Knowledge-Attitude-Behaviour (KAB) for Malaysia Manufacturing Set-Up

This article provide an empirical evidence on the validity of a questionnaire designed to assess safety leadership, as well as safety knowledge-attitude-behaviour (Safety KAB) within Malaysia’s manufacturers which fall under small and medium (S & M) entrepreneurship. The questionnaire’s items were adapted from earlier research conducted in other study contexts. First, modified fuzzy delphi method (FDM) was applied for the research to obtain expert’s consensus regarding the content validity of all items. With some modifications to suit Malaysia’s SME manufacturing setting, the 5 point Likert-scale questionnaire consisting 42 items for measuring safety leadership and safety KAB were finalised. Subsequently, it was distributed to 100 production operators from the manufacturing S& M enterrpises in the Northern Corridor Economic Region (NCER) of Malaysia for pilot testing, 95 respondents had answered. They returned the questionnaires and 89 were best to be chosen for further procedures.The determined Cronbach’s alpha values were more than 0.90 for all items representing those variables, indicating that the questionnaire possessed high reliability and internal consistency. Subsequently, exploratory factor analysis (EFA) employing principal component analysis (PCA) extraction and varimax rotation was performed to determine the construct validity. According to the PCA results, each item was retained as all the factor loadings were above the decided cut-off value, which is 0.65. Henceforth, the questionnaire is considered valid and reliabile to be used by future researchers.

THE EFFECT OF OWNER-MANAGER’S SAFETY LEADERSHIP AND SUPERVISOR’S SAFETY ROLE ON SAFETY PERFORMANCE IN MALAYSIA’S MANUFACTURING SMEs

Safety leadership has been advocated as the most appropriate approach towards injury prevention. Besides, supervisor safety role is also proposed to be crucial towards good safety performance in SMEs. Henceforth, this study aisled to determine the direct impact of safety leadership (safety concern, safety policy, and safety motivation) played by the owner-managers on safety performance within the SME manufacturers in Selangor, Malaysia. Furthermore, this study also evaluated the mediating effect of supervisor safety roles towards safety leadership and safety performance' relationship. The data was collected among 165 SME manufacturing workers from 37 factories and Partial Least Square – Structured Equation Model (PSL-SEM) was performed for data analyses. The results indicated that safety leadership in terms of safety concern, safety policy, and safety motivation has significant impact on safety performance. However, supervisor safety role does not mediate the relationship between safety leadership and safety performance. These results proved importance of direct safety management by the owner-managers and supervisors towards safety performance.Safety leadership approach delivered by the owner-managers could be the best way to improve safety performance despite all the limitation within SMEs.

Safety Leadership and Safety Knowledge-Attitude-Behaviour (KAB) in Malaysia’s Manufacturing SMEs: A Higher Order Two-Stage Approach of PLS-SEM

.Most of the accident cases at work are caused by unsafe behaviour. Scholars have thus extensively researched factors of safe behavior.Safety leadership is stated as the most effective factor in safety behaviour. Besides, safety knowledge and safety attitudes are also found to influence safety behaviour. The purpose of this paper is to investigate the nature of the relationship between safety leadership, safety knowledge, safety attitude, and safety behavior, which has been found to be limited or rare in previous research.A self-administered questionnaire was applied and was distributed randomly to 140 SME manufacturing workers and they were analysed using the structural equation modelling partial least squares (PLS-SEM). The results prove that safety leadership has a significant effect on safety knowledge, safety attitude, and safety behaviour, with safety knowledge and safety attitude mediating the safety leadership-safety behaviour relationship. Consequently, the results provide a more in-depth view of the relationship between safety leadership and safety knowledge-attitude-behaviour via adapting social-cognitive theory and social learning theory in solving safety issues in SME. This study also provides a starting point for researchers to better understand how effective safety leadership is provided by supervisors in terms of improving worker safety and safety knowledge-attitude-behaviour.