Framework for measuring corporate safety culture and its impact on construction safety performance

Molenaar, Keith R., Park, Jeong-Il and Washington, Simon (2009) Framework for measuring corporate safety culture and its impact on construction safety performance. Journal of Construction Engineering and Management, 135 6: 488-496. doi:10.1061/(ASCE)0733-9364(2009)135:6(488)

Author Molenaar, Keith R.
Park, Jeong-Il
Washington, Simon
Title Framework for measuring corporate safety culture and its impact on construction safety performance
Journal name Journal of Construction Engineering and Management   Check publisher's open access policy
ISSN 0733-9364
Publication date 2009-06-01
Sub-type Article (original research)
DOI 10.1061/(ASCE)0733-9364(2009)135:6(488)
Open Access Status Not yet assessed
Volume 135
Issue 6
Start page 488
End page 496
Total pages 9
Place of publication Reston, VA, United States
Publisher American Society of Civil Engineers
Language eng
Formatted abstract
This paper presents the results of a structural equation model (SEM) that describes and quantifies the relationships between corporate culture and safety performance. The SEM is estimated using 196 individual questionnaire responses from three companies with better than average safety records. A multiattribute analysis of corporate safety culture characteristics resulted in a hierarchical description of corporate safety culture comprised of three major categories-people, process, and value. These three major categories were decomposed into 54 measurable questions and used to develop a questionnaire to quantify corporate safety culture. The SEM identified five latent variables that describe corporate safety culture: (1) a company's safety commitment; (2) the safety incentives that are offered to field personal for safe performance; (3) the subcontractor involvement in the company culture; (4) the field safety accountability and dedication; and (5) the disincentives for unsafe behaviors. These characteristics of company safety culture serve as indicators for a company's safety performance. Based on the findings from this limited sample of three companies, this paper proposes a list of practices that companies may consider to improve corporate safety culture and safety performance. A more comprehensive study based on a larger sample is recommended to corroborate the findings of this study.
Keyword Construction management
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status Non-UQ

Document type: Journal Article
Sub-type: Article (original research)
Collection: School of Civil Engineering Publications
Version Filter Type
Citation counts: TR Web of Science Citation Count  Cited 36 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 44 times in Scopus Article | Citations
Google Scholar Search Google Scholar
Created: Wed, 08 Mar 2017, 16:07:03 EST by Jeannette Watson on behalf of Learning and Research Services (UQ Library)