The question of how an improved safety performance was achieved and what needs to be done to maintain such a performance is investigated. The is done using the example of a laboratory that turned from a bad and worsening safety performance to the best in the organisation. Aspects of transformational leadership, employee empowerment and incident reporting and investigation were examined as contributing factors. In a survey of the laboratory employees, an independent level of safety culture maturity was found, indicating a successful and complete cultural transformation. High levels of employee empowerment were found. Barriers to incident reporting are suggested. In order to maintain a high level of safety performance, the next higher level of safety culture maturity is suggested, together with other recommendations. Further research is suggested from having identified some key factors describing a group having achieved and seeking to maintain an exemplary safety performance. / Graduate School of Business Leadership / (M.B.A.)
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:unisa/oai:umkn-dsp01.int.unisa.ac.za:10500/6376 |
| Date | 04 September 2012 |
| Creators | Darling, Adrian Peter |
| Contributors | Baumgardt, J. (Mr.) |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Thesis |
Page generated in 0.0024 seconds