Purpose: The purpose of this bachelor's thesis is to investigate the safety culture among employees within the garment factory industry in Bangladesh. This is made in order to increase the understanding of the need for improvements and how these can be made. Methodology: This qualitative thesis has an abductive approach. The empirical findings are based on semi-structured interviews with 26 garment factory workers. Theoretical framework: The thesis deals with two theoretical areas. It addresses the concepts of safety culture and safety climate as well as their relation to organizational culture. Thereto it addresses theories on method implementations and changes in organizational culture. Results: Five recurring themes were found in the semi-structured interviews with factory workers: a new focus among management, training, risk and dangers at work, speaking about safety at work and wish for changes at work. It is hoped that the recurring themes reflect distinctive patterns within organizational and safety culture among garment factory workers in Bangladesh. Conclusions: In the aftermath of Rana Plaza the safety culture within the ready-made garment industry have seen major improvements. However, the safety culture still possesses several of shortcomings. In order for international initiatives to succeed in their objective of creating a safer and healthier ready-made garment industry in Bangladesh these shortcomings must be acknowledged. Thereto a bottom-up perspective must complement a top-down perspective in the ongoing implementation process of an organization culture which aim to empower factory workers and support factory owners to take responsibility for safety and health at work. / Syfte: Syftet med kandidatuppsatsen var att undersöka säkerhetskulturen bland anställda inom textilindustrin i Bangladesh. Detta görs för att öka förståelsen om behovet av förbättringar och hur dessa kan göras. Metod: Denna kvalitativa uppsats har en abduktiv ansats. De empiriska fynden baseras på semistrukturerade intervjuer med 26 textilarbetare. Teoretiskt ramverk: Uppsatsen behandlar två teoretiska områden. Dels behandlar den begreppen säkerhetskultur och säkerhetsklimat samt deras relation till organisationskultur. Dels behandlar den teorier om metodimplementering och förändringar inom organisationskultur. Resultat: Fem återkommande teman återfanns ide semistrukturerade intervjuerna medtextilarbetare: ett nytt fokus hos ledningen, utbildning, risker och faror i arbetet, att tala om säkerhet på arbetsplatsen samt önskemål om förändringar på arbetet, Förhoppningen är att de återkommande temana speglar tydliga mönster i organisations- och säkerhetskulturen bland textilarbetare i Bangladesh. Slutsatser: I efterdyningarna av Rana Plaza har säkerhetskulturen inom textilindustrin sett stora förbättringar. Säkerhetskulturen lider dockfortfarande av flera brister. För att internationella initiativ ska lyckas nå sin lyckas skapa en säkrare och mer hälsosam textilindustri i Bangladesh måste dessa brister erkännas. Därtill krävs ett bottom-up perspektiv kompletterar ett top-down perspektiv i den pågående implementeringen av en organisationskultur som syftar till att skapa empowerment hos textilarbetare och att stötta fabriksägare till att ta ansvar för en säker och hälsosam arbetsmiljö.

The current research emerged in response to recent alerts of increasing organisational safety failures in New Zealand’s high risk industries. It was theorized that safety climate may be largely determined by the quality of safety-centered leadership under which an organisation operates. The study utilized reports of organisational safety prosecutions within New Zealand to develop a quasi-experimental design which compared persecuted and non-prosecuted company’s leaders on measures of ethical values, moral philosophy, social responsibility, corporate psychopathy, and leadership style. Issues of response rate inherent to the study design were encountered during data collection, and no significant between group differences consistent with the study predictions were found. Theoretical and practical interpretations are made in light of the results, suggesting that dynamics within group-decision processes and the top governing structure of companies may be significant factors in affecting leader safety performances within these industries.

Indonesia is trying to take over airspace Sector A, B, and C from Singapore and this desire has been going on for decades. To carry out these dreams, Indonesia was faced with a series of agreements with Singapore and Malaysia because both countries have interests in that airspace sector. To take over that airspace, Indonesia must perform a series of efforts. One of the efforts is by improving Air Traffic Services (ATS) quality in Indonesia. In determining ATS service quality, pilot perceiving and expectation must be assessed. Pilot employed tangible and intangible cues to determine the quality.  The author determined forty items to describe pilot perception and expectation based on 10 (ten) criteria in evaluating service quality.  Moreover, total ATS quality which is including technical quality and functional quality dimensions are clearly presented. Other factor influencing ATS quality is safety culture which is merged with ATS quality. Human factor as the main source in conducting service is described clearly in relation with ATS. Human factor become important because human and its environment can affect ATS performance. Six principles of service management are elaborated in ATS system to improve ATS quality. Combined with service and management theories to obtain the conclusion of Indonesia ATS quality and ATS readiness, this research discussed the Indonesia strategic plan to improve service quality. Then, Directorate General of Civil Aviation (DGCA) will work together with Indonesia ANSP and ATS Unit authority to manage ATS quality in Indonesia in order to taking over airspace Sector A, B, and C from Singapore. / Transportation Research

Indonesia is trying to take over airspace Sector A, B, and C from Singapore and this desire has been going on for decades. To carry out these dreams, Indonesia was faced with a series of agreements with Singapore and Malaysia because both countries have interests in that airspace sector. To take over that airspace, Indonesia must perform a series of efforts. One of the efforts is by improving Air Traffic Services (ATS) quality in Indonesia. In determining ATS service quality, pilot perceiving and expectation must be assessed. Pilot employed tangible and intangible cues to determine the quality.  The author determined forty items to describe pilot perception and expectation based on 10 (ten) criteria in evaluating service quality.  Moreover, total ATS quality which is including technical quality and functional quality dimensions are clearly presented. Other factor influencing ATS quality is safety culture which is merged with ATS quality. Human factor as the main source in conducting service is described clearly in relation with ATS. Human factor become important because human and its environment can affect ATS performance. Six principles of service management are elaborated in ATS system to improve ATS quality. Combined with service and management theories to obtain the conclusion of Indonesia ATS quality and ATS readiness, this research discussed the Indonesia strategic plan to improve service quality. Then, Directorate General of Civil Aviation (DGCA) will work together with Indonesia ANSP and ATS Unit authority to manage ATS quality in Indonesia in order to taking over airspace Sector A, B, and C from Singapore.   Keywords:      DGCA, ATS, Airspace, Service quality, Safety culture, Human factor, Service management, Strategic plan. / <p>This thesis is about how to manage and improve the Air Traffic Services in Indonesia based on management an business theories.</p> / Transportation Research

No description available.

Even though safety culture in health care has been on the agenda for more than a decade, the implementations have been difficult. The aim of this study was to out of the sensemaking perspective, examine the process behind implementing safety culture. The present study tested a hypothetical model where open communication, clear information and leader safety attitude predict reporting incidents (part of safety culture) which in turn mediate to safety performance. Survey data was obtained from 104 employees at a Swedish hospital which has tried to implement safety culture recently. To test the model, structural equation modeling was used. Results showed a strong model fit and all factors predicted reporting incidents. Reporting incidents predicted safety performance and mediated between the predictors and safety performance. Thus, in line with theoretical background all three predictors seem to be important in the implementation process of safety culture.

In spite of the vast technological progress and improvement in the standard of management systems within hazardous industries around the world, occupational health and safety incidents and fatalities continue to devastate thousands of lives each year. Throughout the last decade, significant improvement has been achieved in the reduction of health and safety incident rates across the South African petrochemical environment. However, a persistent roller-coaster fatality rate still prevails. Recent studies have shown that in order to conquer the relentless battle in realizing sustainable world-class health and safety performance, an organisation has to move beyond the traditional compliance orientated safety focus towards an interdependent safety culture in which safety is ubiquitous and embedded in the hearts of all employees. The root causes of more and more occupational health and safety incidents are no longer as a result of mechanical or systems failure, but instead originate from the attitude, values and beliefs of management and employees with regard to the significance of safety, also known as the safety culture. This has ignited a rising interest in the concept of safety culture among organisations because of the positive impact on occupational health and safety in reducing the potential for fatalities, injuries and workplace incidents. Hence the primary objective of this study is to determine the maturity of the current safety culture in the South African petrochemical environment by identifying particular culture shortfalls which could lead to hesitant progress towards the desired interdependent state. In order to reach this objective, three secondary objectives have also been set. Firstly, an understanding of the concept of organisational culture and safety culture is crucial. In simple terms, organisational culture can be described as the shared values, assumptions and beliefs in an organisation that ultimately direct employee behaviour. Organisational culture is characterised by three layers known as artefacts, espoused values and basic assumptions. These layers represent the manifestation of the organisational culture and vary in terms of outward visibility and resistance to change. Understanding and analysing these layers provide the reasons why employees behave in certain ways. Safety culture is a subset of organisational culture; in other words, it is the manifestation of the organisation?s attitude, values and commitment in regard to the importance of health and safety. Companies which have developed effective safety cultures have demonstrated unequivocal results in closing the elusive health and safety performance gap. Secondly, the fundamental components conducive of an effective safety culture were explored. These components include management and employee commitment to health and safety, accountability and involvement, communication and trust, risk awareness and compliance, competency and learning and finally recognition. Most of the components can be assigned to the artefact level or a combination of the level of artefacts and espoused values with only a small number more appropriately associated with the level of basic assumptions. The effectiveness within each of these areas ultimately dictates the nature of the safety culture and the success in preventing health and safety incidents. The focus of the last secondary objective was to determine the development stages leading to an effective safety culture known as an interdependent safety culture. Each of these stages represents the degree of maturity of the attitudes and commitment of management and employees in relation to the ongoing health and safety improvement in the organisation. The DuPont model suggests that in a reactive safety culture, safety is merely a natural instinct with no real perceived value for the individual or organisation. Moving towards a dependent safety culture, employees start to value safety but only so they do not get caught. The next stage called an independent safety culture is characterised by self preservation. In this stage, the mindset of employees changed towards an attitude of ?I do things safe so I do not get hurt?. In the final stage known as interdependent safety culture, employees embrace safety as a personal virtue not only for their own safety but also in contribution to the safety of their peers. In such a culture it is employees? desire to do things safely so that no-one gets hurt. An empirical study was conducted through a quantitative research approach in the form of a safety climate questionnaire. The target population consisted of first-line managers and non-managerial personnel within the production; maintenance; laboratory; technical, and the safety, health and environment departments in a petrochemical organisation. In light of the results emanating from the empirical study it can be concluded that an overall positive perception was observed towards the selected safety culture components indicative through the mean response scores above the neutral scale of 3. Older and more experienced employees demonstrated a more positive response to the safety compared to younger employees. However, several distinctive safety culture shortcomings were also identified. In the current safety culture, health and safety is sometimes overlooked due to productivity or cost implications. Employees tend to withhold safety related information to themselves as a culture of guilt prevails and mere compliance to safety standards is considered adequate. Solutions to health and safety problems are most of a short-term nature and do not address the root cause. It therefore provides evidence that the organisation under evaluation has not yet reached the desired safety culture maturity stage of interdependence. Although the study population is limited to a single organisation, the shortfalls identified could relate to the larger petrochemical environment and thus could explain the recent fluctuating health and safety performance. This assumption, however, can only be validated through further research within a much greater sample size inclusive of more than one organisation in the petrochemical environment. It is thus clear that the existing safety culture within the petrochemical organisation could lead to potential health and safety incidents if the shortcomings are not appropriately addressed. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Organisations all over the world have attempted to decrease at–risk behaviour by targeting at–risk acts, exclusive of safe acts, and using corrective feedback, reprimands, or disciplinary actions to motivate behaviour change. Research has shown that this approach was useful but did not improve since it was a reactive approach and not proactive. In an attempt to stem the tide of safety related incidence they have implemented Behaviour–based Safety. However, as is the case with other initiatives, this one also showed early results but started to plateau towards to end. Aside from safety behaviour, demographic variables and constructs such as sense of Self–esteem, Self–efficacy and Work Locus of Control have a direct effect on the associated safety behaviour of employees. These styles may either be effective or ineffective, or have a direct impact on the demonstrated safety behaviour within the petrochemical company. The purpose of this research study was to determine the possible relationship between individual characteristics, specifically Self–esteem, Self–efficacy and Work Locus of Control, and safety behaviour. A convenience survey design was used. The sample of 201 represented managers, supervisors and employees in a petrochemical company. A battery of four questionnaires were utilised, namely Self–esteem, the Generalised Perceived Self–efficacy Scale (GPSES), the Work Locus of Control Scale (WLOC) and a Safety Behaviour scale specifically designed for this study. In this research study, individual characteristics and safety behaviour is conceptualised. Individuals with a high self–esteem may have an accurate, justified, balanced appreciation of their worth or value as a person and their successes and competencies. Self–efficacy can be conceptualised as a general, stable trait, which relates to individuals' beliefs regarding the ability to mobilise their motivation, cognitive resources and actions to comply with demands from a situation. In respect of locus of control it refers to individuals' beliefs regarding their behaviour and the outcomes thereof. Individuals with an internal locus of control believe that outcomes in their lives are the result of their own internal attributes, as opposed to individuals with an external locus of control who believe that outcomes in their lives are beyond their control. Cronbach alpha coefficients and factor analysis were used to determine the reliability and validity of the tests. Descriptive statistics (means, standard deviations, skewness and kurtosis) were used in the compiling of the profile of safety behaviour and individual characteristics as manifested in the group. In summary, results of the present study indicate that Self–esteem, Work Locus of Control, and Generalised Self–efficacy are significant predictors of safety behaviour. However, there is much to be known about the exact nature of the traits (whether or not these are indicators of the broader core self–evaluations construct) and the processes by which they affect these outcomes. In light of the similar correlations of the traits with satisfaction and performance observed here, and the high correlations among the traits, future research considering these traits together appears warranted. Recommendations for further research were made, as well as recommendations with regard to the company concerned. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

In spite of the vast technological progress and improvement in the standard of management systems within hazardous industries around the world, occupational health and safety incidents and fatalities continue to devastate thousands of lives each year. Throughout the last decade, significant improvement has been achieved in the reduction of health and safety incident rates across the South African petrochemical environment. However, a persistent roller-coaster fatality rate still prevails. Recent studies have shown that in order to conquer the relentless battle in realizing sustainable world-class health and safety performance, an organisation has to move beyond the traditional compliance orientated safety focus towards an interdependent safety culture in which safety is ubiquitous and embedded in the hearts of all employees. The root causes of more and more occupational health and safety incidents are no longer as a result of mechanical or systems failure, but instead originate from the attitude, values and beliefs of management and employees with regard to the significance of safety, also known as the safety culture. This has ignited a rising interest in the concept of safety culture among organisations because of the positive impact on occupational health and safety in reducing the potential for fatalities, injuries and workplace incidents. Hence the primary objective of this study is to determine the maturity of the current safety culture in the South African petrochemical environment by identifying particular culture shortfalls which could lead to hesitant progress towards the desired interdependent state. In order to reach this objective, three secondary objectives have also been set. Firstly, an understanding of the concept of organisational culture and safety culture is crucial. In simple terms, organisational culture can be described as the shared values, assumptions and beliefs in an organisation that ultimately direct employee behaviour. Organisational culture is characterised by three layers known as artefacts, espoused values and basic assumptions. These layers represent the manifestation of the organisational culture and vary in terms of outward visibility and resistance to change. Understanding and analysing these layers provide the reasons why employees behave in certain ways. Safety culture is a subset of organisational culture; in other words, it is the manifestation of the organisation?s attitude, values and commitment in regard to the importance of health and safety. Companies which have developed effective safety cultures have demonstrated unequivocal results in closing the elusive health and safety performance gap. Secondly, the fundamental components conducive of an effective safety culture were explored. These components include management and employee commitment to health and safety, accountability and involvement, communication and trust, risk awareness and compliance, competency and learning and finally recognition. Most of the components can be assigned to the artefact level or a combination of the level of artefacts and espoused values with only a small number more appropriately associated with the level of basic assumptions. The effectiveness within each of these areas ultimately dictates the nature of the safety culture and the success in preventing health and safety incidents. The focus of the last secondary objective was to determine the development stages leading to an effective safety culture known as an interdependent safety culture. Each of these stages represents the degree of maturity of the attitudes and commitment of management and employees in relation to the ongoing health and safety improvement in the organisation. The DuPont model suggests that in a reactive safety culture, safety is merely a natural instinct with no real perceived value for the individual or organisation. Moving towards a dependent safety culture, employees start to value safety but only so they do not get caught. The next stage called an independent safety culture is characterised by self preservation. In this stage, the mindset of employees changed towards an attitude of ?I do things safe so I do not get hurt?. In the final stage known as interdependent safety culture, employees embrace safety as a personal virtue not only for their own safety but also in contribution to the safety of their peers. In such a culture it is employees? desire to do things safely so that no-one gets hurt. An empirical study was conducted through a quantitative research approach in the form of a safety climate questionnaire. The target population consisted of first-line managers and non-managerial personnel within the production; maintenance; laboratory; technical, and the safety, health and environment departments in a petrochemical organisation. In light of the results emanating from the empirical study it can be concluded that an overall positive perception was observed towards the selected safety culture components indicative through the mean response scores above the neutral scale of 3. Older and more experienced employees demonstrated a more positive response to the safety compared to younger employees. However, several distinctive safety culture shortcomings were also identified. In the current safety culture, health and safety is sometimes overlooked due to productivity or cost implications. Employees tend to withhold safety related information to themselves as a culture of guilt prevails and mere compliance to safety standards is considered adequate. Solutions to health and safety problems are most of a short-term nature and do not address the root cause. It therefore provides evidence that the organisation under evaluation has not yet reached the desired safety culture maturity stage of interdependence. Although the study population is limited to a single organisation, the shortfalls identified could relate to the larger petrochemical environment and thus could explain the recent fluctuating health and safety performance. This assumption, however, can only be validated through further research within a much greater sample size inclusive of more than one organisation in the petrochemical environment. It is thus clear that the existing safety culture within the petrochemical organisation could lead to potential health and safety incidents if the shortcomings are not appropriately addressed. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Organisations all over the world have attempted to decrease at–risk behaviour by targeting at–risk acts, exclusive of safe acts, and using corrective feedback, reprimands, or disciplinary actions to motivate behaviour change. Research has shown that this approach was useful but did not improve since it was a reactive approach and not proactive. In an attempt to stem the tide of safety related incidence they have implemented Behaviour–based Safety. However, as is the case with other initiatives, this one also showed early results but started to plateau towards to end. Aside from safety behaviour, demographic variables and constructs such as sense of Self–esteem, Self–efficacy and Work Locus of Control have a direct effect on the associated safety behaviour of employees. These styles may either be effective or ineffective, or have a direct impact on the demonstrated safety behaviour within the petrochemical company. The purpose of this research study was to determine the possible relationship between individual characteristics, specifically Self–esteem, Self–efficacy and Work Locus of Control, and safety behaviour. A convenience survey design was used. The sample of 201 represented managers, supervisors and employees in a petrochemical company. A battery of four questionnaires were utilised, namely Self–esteem, the Generalised Perceived Self–efficacy Scale (GPSES), the Work Locus of Control Scale (WLOC) and a Safety Behaviour scale specifically designed for this study. In this research study, individual characteristics and safety behaviour is conceptualised. Individuals with a high self–esteem may have an accurate, justified, balanced appreciation of their worth or value as a person and their successes and competencies. Self–efficacy can be conceptualised as a general, stable trait, which relates to individuals' beliefs regarding the ability to mobilise their motivation, cognitive resources and actions to comply with demands from a situation. In respect of locus of control it refers to individuals' beliefs regarding their behaviour and the outcomes thereof. Individuals with an internal locus of control believe that outcomes in their lives are the result of their own internal attributes, as opposed to individuals with an external locus of control who believe that outcomes in their lives are beyond their control. Cronbach alpha coefficients and factor analysis were used to determine the reliability and validity of the tests. Descriptive statistics (means, standard deviations, skewness and kurtosis) were used in the compiling of the profile of safety behaviour and individual characteristics as manifested in the group. In summary, results of the present study indicate that Self–esteem, Work Locus of Control, and Generalised Self–efficacy are significant predictors of safety behaviour. However, there is much to be known about the exact nature of the traits (whether or not these are indicators of the broader core self–evaluations construct) and the processes by which they affect these outcomes. In light of the similar correlations of the traits with satisfaction and performance observed here, and the high correlations among the traits, future research considering these traits together appears warranted. Recommendations for further research were made, as well as recommendations with regard to the company concerned. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.