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Cover image for Human safety and risk management
Title:
Human safety and risk management
Personal Author:
Edition:
2nd ed.
Publication Information:
Boca Raton, FL : CRC Press, 2006
Physical Description:
500 p. : ill. ; 26 cm.
ISBN:
9780849330902

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32000000000194 HF5548.8 G56 2006 Open Access Book Book
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30000010215357 HF5548.8 G56 2006 Open Access Book Book
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30000010215011 HF5548.8 G56 2006 Open Access Book Book
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30000010215010 HF5548.8 G56 2006 Open Access Book Book
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Summary

Summary

Reflecting a decade's worth of changes, Human Safety and Risk Management, Second Edition contains new chapters addressing safety culture and models of risk as well as an extensive re-working of the material from the earlier edition. Examining a wide range of approaches to risk, the authors define safety culture and review theoretical models that elucidate mechanisms linking safety culture with safety performance.

Filled with practical examples and case studies and drawing on a range of disciplines, the book explores individual differences and the many ways in which human beings are alike within a risk and safety context. It delineates a risk management approach that includes a range of techniques such as risk assessment, safety audit, and safety interventions. The authors address concepts central to workplace safety such as attitudes and their link with behavior. They discuss managing behavior in work environments including key functions and benefits of groups, factors influencing team effectiveness, and barriers to effectiveness such as groupthink.


Table of Contents

Chapter 1 Introductionp. 1
1.1 Establishing the fieldp. 1
1.2 Emerging issues in OHS research and practicep. 7
1.2.1 Contextsp. 7
1.2.2 Fields and topicsp. 8
1.2.2.1 Legal and regulatoryp. 8
1.2.2.2 Technicalp. 9
1.2.2.3 Healthp. 9
1.2.2.4 Psychologicalp. 10
1.2.2.5 Managerialp. 11
1.2.3 Ten generic challenges for OHS research and practicep. 11
1.2.3.1 Integrating knowledgep. 11
1.2.3.2 Knowledge applicationp. 11
1.2.3.3 Program evaluationp. 12
1.2.3.4 System complexityp. 12
1.2.3.5 Multiple synergiesp. 12
1.2.3.6 Resourcesp. 12
1.2.3.7 Displacing riskp. 13
1.2.3.8 Ethics and social justicep. 13
1.2.3.9 Triangulating methodologiesp. 13
1.2.3.10 Conceptual and theoretical advancesp. 14
Chapter 2 Risk models and risk managementp. 15
2.1 Introductionp. 15
2.2 First-order concepts/approaches to riskp. 17
2.2.1 Technicalp. 17
2.2.1.1 Description of the technical approachp. 17
2.2.1.2 Risk management and the technical approachp. 18
2.2.1.3 Illustrative interventionsp. 18
2.2.1.4 Where next for the technical approach to risk?p. 18
2.2.2 Economicp. 19
2.2.2.1 Description of the economic approachp. 19
2.2.2.2 Risk management and the economic approachp. 22
2.2.2.3 Illustrative interventionsp. 24
2.2.2.4 Further comments on the economic approachp. 24
2.2.3 Cultural theoryp. 25
2.2.3.1 Description of the approach from cultural theoryp. 25
2.2.3.2 Risk management and cultural theoryp. 26
2.2.3.3 Illustrative interventionsp. 28
2.2.3.4 Further comments on cultural theoryp. 29
2.2.4 Psychometricp. 29
2.2.4.1 Describing the psychometric paradigmp. 29
2.2.4.2 Risk management and the psychometric approachp. 32
2.2.4.3 Illustrative interventionsp. 33
2.2.4.4 Further comments on the psychometric approachp. 33
2.3 Expanded/developed approaches to riskp. 34
2.3.1 Social constructionismp. 34
2.3.1.1 Describing the social constructionist approachp. 34
2.3.1.2 Risk management and the social constructionist approachp. 34
2.3.1.3 Illustrative interventionsp. 34
2.3.2 Social amplification of risk frameworkp. 35
2.3.2.1 Describing the social amplification of risk framework (SARF)p. 35
2.3.2.2 Risk management and the social amplification frameworkp. 36
2.3.2.3 Illustrative interventionsp. 37
2.3.2.4 Criticisms of SARFp. 37
2.3.3 Individual differencesp. 38
2.3.3.1 Individual differences and risk-taking behaviorsp. 38
2.3.3.2 Risk management and individual differencesp. 40
2.3.3.3 Illustrative interventionsp. 40
2.3.4 Basic risk perception modelp. 40
2.3.4.1 Describing the basic risk perception model (BRPM)p. 40
2.3.4.2 Criticisms of the BRPMp. 42
2.3.4.3 Risk management and the BRPMp. 42
2.3.4.4 Illustrative interventionsp. 42
2.4 Meta-approaches to riskp. 43
2.4.1 Politicalp. 43
2.4.1.1 What constitutes a political approach to risk?p. 43
2.4.1.2 Risk management and the political approachp. 46
2.4.1.3 Illustrative interventionsp. 47
2.4.1.4 Further political risk model developmentp. 48
2.4.2 Socio-emotionalp. 49
2.4.2.1 Describing the socio-emotional approach to riskp. 49
2.4.2.2 Risk management and the socio-emotional approachp. 51
2.4.2.3 Illustrative implicationsp. 52
2.4.3 Adaptationp. 52
2.4.3.1 Adapting to riskp. 52
2.4.3.2 Adaptation and risk managementp. 55
2.4.3.3 Illustrative interventionsp. 56
2.4.4 Evolutionaryp. 57
2.4.4.1 Describing the evolutionary approachp. 57
2.4.4.2 Risk management and the evolutionary approachp. 61
2.4.4.3 Illustrative applicationsp. 62
2.4.4.4 Links with other modelsp. 62
2.5 Further discussionp. 64
Chapter 3 From sensation and perception through motivation and behaviorp. 67
3.1 Introductionp. 67
3.2 Sensation and the human sensesp. 68
3.2.1 Visionp. 70
3.2.2 Hearing and vibrationp. 72
3.3 Perceptual organization and interpretationp. 74
3.3.1 Organizationp. 75
3.3.2 Interpretationp. 77
3.4 Attention and vigilancep. 78
3.4.1 Sustained attention and vigilancep. 79
3.4.2 Selective attentionp. 79
3.4.3 Effectiveness of warningsp. 81
3.5 Causal attributionp. 83
3.5.1 Attributional effectsp. 88
3.5.1.1 Self-serving biasp. 89
3.5.1.2 Severity biasp. 89
3.5.1.3 False consensusp. 91
3.5.1.4 Situation biasp. 91
3.5.1.5 Correlational biasp. 91
3.5.1.6 Negative weightingp. 92
3.5.1.7 Availabilityp. 92
3.5.1.8 Adjustmentp. 92
3.5.1.9 Representativenessp. 93
3.5.1.10 Small numbersp. 93
3.5.1.11 Anchoringp. 93
3.5.1.12 Overconfidencep. 93
3.5.1.13 Hindsightp. 94
3.6 Behavioral approach to motivationp. 96
3.6.1 Behavior modificationp. 96
3.6.2 Principles of learning: implications for safetyp. 100
3.6.3 Goal setting and performance feedbackp. 100
3.7 Motivating for safetyp. 105
3.8 Conclusionsp. 107
Chapter 4 Human error and human factorsp. 109
4.1 Introductionp. 109
4.2 Human errorp. 110
4.2.1 Errors as a learning toolp. 110
4.3 Categorizing human errorp. 113
4.3.1 Slips and lapsesp. 114
4.3.2 Mistakesp. 117
4.3.2.1 Rule-based mistakesp. 117
4.3.2.2 Knowledge-based mistakesp. 118
4.3.2.3 Violationsp. 120
4.4 Error occurrence and detectionp. 124
4.4.1 Error reduction strategiesp. 128
4.5 Human factorsp. 131
4.5.1 Ergonomic principlesp. 131
4.5.2 Human and machine performancep. 131
4.6 Interface designp. 136
4.6.1 Fitting tasks to human operatorsp. 136
4.6.2 Ergonomic applications to reduce human error potentialp. 138
4.7 Techniques for reducing human error/increasing human reliabilityp. 144
4.7.1 Task analysisp. 144
4.7.2 Task analysis for error identification (TAFEI)p. 145
4.7.3 Predictive human error analysis (PHEA)p. 146
4.7.4 Reason's generic approachp. 149
4.7.5 Quantified human reliability assessment (HRA)p. 149
4.7.6 Influence diagrams and model of accident causation using hierarchical influence networkp. 151
4.7.7 Human factors investigation tool (HFIT) for accident analysisp. 152
4.7.8 Overviewp. 152
4.8 Conclusionsp. 153
Chapter 5 Personality and risk liabilityp. 155
5.1 Introductionp. 155
5.2 Models of personality and the "big five"p. 156
5.3 Accident pronenessp. 161
5.4 "Big-five" personality characteristics and injury liabilityp. 169
5.4.1 Extraversionp. 170
5.4.1.1 Sensation seekingp. 171
5.4.1.2 Other facets of extraversionp. 172
5.4.1.3 Reversal theoryp. 173
5.4.2 Neuroticismp. 173
5.4.3 Conscientiousnessp. 174
5.4.4 Agreeablenessp. 175
5.4.5 Opennessp. 176
5.5 Risk propensityp. 177
5.6 Individual differences in error liabilityp. 178
5.7 Personality at workp. 179
5.7.1 Using personality tests in selectionp. 179
5.8 Conclusionsp. 182
Chapter 6 Attitudes, values, and risk behaviorsp. 185
6.1 Introductionp. 185
6.2 Understanding attitudesp. 186
6.3 The nature of attitudesp. 187
6.3.1 Definitionp. 187
6.3.2 Attitude componentsp. 188
6.3.2.1 Affectivep. 188
6.3.2.2 Cognitivep. 189
6.3.2.3 Behavioral intentionp. 190
6.3.3 Attitude dimensionsp. 191
6.3.4 Attitude measurementp. 191
6.3.4.1 Likertp. 192
6.3.4.2 Semantic differentialp. 193
6.3.4.3 Visual analoguep. 193
6.4 Attitudes toward safety and riskp. 193
6.5 Attitudes and behavior: some theoretical perspectivesp. 195
6.5.1 Attitudes influence behaviorp. 195
6.5.2 Behavior influences attitudesp. 195
6.5.3 Attitudes and behavior are mutually reinforcingp. 196
6.5.4 Attitudes and behavior are likely to be mutually consistent, but independentp. 197
6.6 More complex approaches to attitude-behavior linksp. 198
6.6.1 The theory of planned behavior (TPB)p. 198
6.6.2 The health belief model (HBM)p. 202
6.6.3 Protection motivation theoryp. 203
6.6.4 Overview of complex models describing attitude-behavior linksp. 204
6.7 Attitude changep. 207
6.7.1 Attitude functionsp. 207
6.7.2 Attitude levelsp. 207
6.7.2.1 Compliancep. 207
6.7.2.2 Identificationp. 208
6.7.2.3 Internalizationp. 208
6.7.2.4 The importance of attitude strengthp. 208
6.7.3 Attitude change interventionsp. 209
6.7.3.1 Audiencep. 209
6.7.3.2 Persuaderp. 209
6.7.3.3 Personality factorsp. 210
6.7.3.4 Presentation of issuesp. 210
6.7.3.5 Persistence of changep. 210
6.7.4 Other factors in attitude-behavior changep. 210
6.7.4.1 Information provisionp. 210
6.7.4.2 Fearp. 211
6.7.4.3 Sanctionsp. 212
6.8 Safety climate and safety attitudesp. 216
6.8.1 The concept of safety climatep. 219
6.8.1.1 Safety climate and perceptionp. 220
6.8.2 Safety climate and safe behaviorp. 222
6.9 Conclusionsp. 224
Chapter 7 The role of stress in safety and riskp. 227
7.1 Introductionp. 227
7.2 Theoretical models of stressp. 229
7.3 Workplace stressors and injuriesp. 233
7.3.1 Intrinsic job characteristicsp. 235
7.3.1.1 Workload and work pacep. 235
7.3.1.2 Work schedules and shiftworkp. 236
7.3.2 Organizational rolesp. 237
7.3.3 Work relationshipsp. 238
7.3.4 Job insecurityp. 239
7.4 Individual differences and job stressp. 240
7.4.1 Personalityp. 241
7.4.2 Type A behavior pattern (TABP)p. 242
7.4.3 Negative affectivityp. 243
7.4.4 Locus of controlp. 243
7.4.5 Self-esteemp. 245
7.5 Mechanisms linking stress with injuriesp. 245
7.5.1 Direct effects of job stress on injuriesp. 245
7.5.1.1 Effects of acute stressorsp. 247
7.5.1.2 Effects of chronic stressorsp. 247
7.5.2 Indirect effects of job stress on injuriesp. 249
7.5.2.1 Work-related attitudesp. 250
7.5.2.2 General healthp. 250
7.5.3 The role of moderating factorsp. 251
7.5.3.1 Social supportp. 251
7.5.3.2 Coping strategiesp. 253
7.6 Stress interventionsp. 254
7.6.1 Individual-level stress interventionsp. 255
7.6.1.1 Employee assistance programs (EAPs)p. 258
7.6.1.2 Stress management programsp. 259
7.6.1.3 Health promotion programsp. 260
7.6.2 Organizational level stress interventionsp. 261
7.6.2.1 Work redesignp. 261
7.6.2.2 Participation and autonomyp. 262
7.6.2.3 Social support groupsp. 264
7.6.3 Effectiveness of stress interventionsp. 265
7.7 Conclusionsp. 267
Chapter 8 Managing teams for safe performancep. 269
8.1 Introductionp. 269
8.2 Functions and benefits of groupsp. 271
8.3 Formation and types of groupsp. 272
8.3.1 Types of teamsp. 273
8.4 Team effectivenessp. 274
8.4.1 Team designp. 278
8.4.1.1 Group norms and expectationsp. 280
8.4.1.2 Cohesivenessp. 284
8.4.1.3 Group safety climatep. 286
8.4.1.4 Communicationp. 287
8.4.1.5 Group discussion and decision makingp. 289
8.4.1.6 Team leadership and self-managing teamsp. 290
8.4.1.7 Virtual teamsp. 292
8.5 Safety committee effectivenessp. 294
8.6 Barriers to team effectivenessp. 295
8.6.1 Social comparison and social controlp. 295
8.6.2 Intergroup relationsp. 296
8.6.3 Decision-making biasesp. 298
8.7 Managing effective work teamsp. 301
8.7.1 Managing teams as individualsp. 301
8.7.2 Balancing authority and democracyp. 302
8.7.3 Teams and organizational structuresp. 302
8.7.4 Teams and organizational supportp. 303
8.7.5 Teams and trainingp. 303
8.8 Conclusionsp. 303
Chapter 9 Leading and supervising for safe performancep. 307
9.1 Introductionp. 307
9.2 Leadership theoriesp. 309
9.2.1 Trait theoriesp. 309
9.2.2 Leadership stylep. 309
9.2.3 Contingency theoriesp. 312
9.2.3.1 Worker maturityp. 312
9.2.3.2 Least preferred coworker (LPC)p. 312
9.2.3.3 Normative modelp. 312
9.2.3.4 Path-goal theoryp. 313
9.2.4 Relational leadershipp. 313
9.2.4.1 Leader-member exchange (LMX) theoryp. 313
9.2.5 Trust and leadershipp. 314
9.3 New leadership theoriesp. 316
9.3.1 Charismatic leadershipp. 316
9.3.2 Transformational leadershipp. 316
9.3.2.1 Individualized considerationp. 318
9.3.2.2 Intellectual stimulationp. 319
9.3.2.3 Inspirational motivationp. 320
9.3.2.4 Idealized influencep. 320
9.3.2.5 Contingent rewardp. 320
9.3.2.6 Management-by-exception and laissez-faire leadershipp. 321
9.3.3 Safety climate and leadershipp. 322
9.3.4 Substitutes for leadershipp. 324
9.3.5 Empowermentp. 325
9.4 Leadership failuresp. 325
9.5 Leadership ethicsp. 327
9.6 Conclusionsp. 329
Chapter 10 Managing human risksp. 331
10.1 Introductionp. 331
10.2 A risk management approachp. 332
10.2.1 Risk assessmentp. 332
10.2.2 Safety management systemsp. 333
10.2.2.1 Measuring performancep. 334
10.2.2.2 Safety auditingp. 337
10.2.3 Human resource management (HRM)p. 339
10.3 HR practices associated with occupational health and safetyp. 342
10.3.1 Employment securityp. 346
10.3.2 Selective hiringp. 348
10.3.3 Communication and information sharingp. 349
10.3.4 Reward systems for safetyp. 350
10.3.5 Safety trainingp. 351
10.3.5.1 The learning processp. 351
10.3.5.2 Types of safety trainingp. 353
10.3.5.3 Transfer of trainingp. 355
10.3.5.4 Refresher trainingp. 355
10.4 Managing safety risks: an integrated approachp. 356
10.4.1 Types of safety interventionp. 356
10.4.2 Individual and group level safety interventionsp. 357
10.4.3 Organizational level safety interventionsp. 359
10.4.3.1 Autonomy and safety outcomesp. 359
10.4.3.2 Self-managing work teamsp. 359
10.4.3.3 Worker participationp. 359
10.4.3.4 Communicationp. 359
10.4.3.5 Management developmentp. 360
10.5 Conclusionsp. 360
Chapter 11 Safety culturep. 363
11.1 Introductionp. 363
11.2 Defining safety culturep. 364
11.2.1 Safety culture as attitudesp. 364
11.2.2 Safety culture as behaviorp. 367
11.3 Theoretical models of safety culturep. 369
11.3.1 Organizational culture approachp. 369
11.3.2 Total safety culturep. 370
11.3.3 Safety culture: an informed culturep. 372
11.3.4 Reciprocal safety culture modelp. 373
11.3.5 An approach from subculturesp. 374
11.3.6 Work climate modelp. 377
11.3.7 A social capital theory of safety culturep. 378
11.3.8 The role of safety climatep. 379
11.3.9 The role of occupational stressp. 379
11.3.10 High-reliability organizations and safety culturep. 381
11.4 Approaches to developing and measuring safety culturep. 382
11.4.1 Interpretive approachesp. 382
11.4.2 Functionalist approachesp. 383
11.4.3 Measuring safety culturep. 384
11.4.3.1 Safety systemsp. 384
11.4.3.2 Safety attitudes and perceptionsp. 385
11.4.3.3 Safety behaviorp. 386
11.4.3.4 Triangulationp. 387
11.4.3.5 Safety culture and injuriesp. 387
11.5 Changing toward a positive safety culturep. 389
11.5.1 Indicatorsp. 389
11.5.2 Drivers of changep. 391
11.5.2.1 Direct cultural changep. 391
11.5.2.2 Indirect cultural changep. 392
11.5.2.3 Climate changep. 395
11.6 Safety culture and risk managementp. 397
11.6.1 Antecedents of safety culturep. 399
11.6.2 Safety culture as a form of risk controlp. 400
11.6.3 A risk management approach to safetyp. 401
11.6.3.1 Management commitment to safetyp. 401
11.6.3.2 Worker involvementp. 402
11.6.3.3 Barriersp. 404
11.7 Conclusionsp. 405
Chapter 12 Risk management - conclusionsp. 407
12.1 Staged approaches to managing safety risksp. 407
12.2 Beyond a standards approachp. 410
12.3 Integrating individual and organizational adaptive featuresp. 413
12.4 Beyond preventionp. 414
Referencesp. 419
Indexp. 487
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