The construction industry remains a pillar in the South African economy, generating employment and wealth. Nonetheless, the industry is reportedly bedevilled by a high rate of accidents and serious injuries that often lead to permanent deformation and fatalities among workers and the general public. These accidents and injuries manifest due to poor construction health and safety (H&S) performance that is often related to poor H&S leadership of the key project leaders involved in the construction business. Shortcomings pertain to client leadership in terms of involvement and commitment to H&S and project H&S related decisions of professionals (designers, project managers, quantity surveyors and engineers). They also pertain to contractor related aspects such as H&S management systems and leadership at all levels of management. In addition, contractors’ inadequacies of H&S management relative to workplace planning and materials related issues have continued to marginalise H&S performance in construction. The H&S leadership of key project leaders is very important in creating a culture of H&S in the workplace. This study examined the H&S management practices and leadership of the key project leaders that contribute to at-risk work practices or unsafe behaviour of workers. Presently, there is limited or no research in South African construction on how the H&S leadership of the key project leaders contributes to at-risk work practices or unsafe behaviour of workers. The methodology employed in the study included an extensive review of relevant literature, which enabled the field work to proceed unhindered. The quantitative survey and qualitative inquiry was conducted with the key construction participants in South African construction. Focus group discussions and interviews were used in a complementary manner. Accordingly, the sampling technique for the study comprised simple random and purposive sampling. The study revealed apparent poor leadership and lack of involvement and commitment to workers’ H&S by the key project leaders. Notably, there is statistical evidence of poor H&S management practices among contractors in terms of top management commitment to and involvement in project H&S. This statistical evidence includes poor H&S education and training of workers and lack of workers’ involvement and participation in H&S matters, which is the tenet of behaviour-based H&S anagement. The model of leadership influence on worker H&S behaviour developed in this research constitutes an innovative contribution to construction H&S performance improvement through a leadership-focused approach. The study has established a basic level of awareness and understanding among key project leaders in that their upstream decisions during the project planning and construction phases have significant influence on workers’ safe or unsafe behaviour or at-risk work practices. The study strongly advocates transparent leadership, ethical behaviour among clients in public and private sectors, designers’ critical H&S decisions, project managers’ and quantity surveyors’ commitment towards project H&S and contractors’ adoption and implementation of behaviour-based H&S management systems. The developed leadership influence model of worker H&S behaviour in the study provides a useful guide for the key project leaders to realise the desired H&S performance improvement in the South African construction industry.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:nmmu/vital:9676 |
| Date | January 2014 |
| Creators | Okorie, Victor Nnannaya |
| Publisher | Nelson Mandela Metropolitan University, Faculty of Engineering |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis, Doctoral, DPhil |
| Format | xxvi, 320 leaves, pdf |
| Rights | Nelson Mandela Metropolitan University |
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