澳大利亚建筑安全管理活动及行为实验式的调查研究-毕业论文外文翻译.doc
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1、英文原文Empirical investigation of construction safety management activities and performance in AustraliaS.MohamedSchool of Engineering, Griffith University, PMB 50 Gold Coast Mail Centre, Queensland 9726, AustraliaAbstractThe construction industry seems to surfer from a general inability to manage work
2、place health and safety to a level where an achieved improvement in safety performance by a way of pro-active measures can result in zero accidents. This paper investigates the effectiveness of safety management activities as currently adopted by Australian contracting organizations. A safety manage
3、ment survey has been conducted of contracting organizations operating in the State of Queensland, Australia. Based on a research model depicting statistical analysis techniques, a safety management index reflecting the intensity of level of safety management activities has been developed to provide
4、a means whereby individual organizations can be assessed and graded on their safety management commitment and attitudes. The paper reports on a detailed empirical analysis carried out to examine the relationship between the intensity of safety management commitment and the overall safety performance
5、, pro-activeness and record. Keywords: Construction; Contractors; Safety management; Safety performance1. IntroductionConstruction accidents cause many human tragedies, de-motivate workers, disrupt site activities, delay project progress and adversely affect the overall cost, pro-ductility and reput
6、ation of the construction industry. Although project safety management is very much a traditional concern for the construction industry, the industry seems to suffer from a general inability to manage workplace health and safety to a level where a pro-active zero-accident culture prevails. Governmen
7、ts worldwide have maintained an on-going commitment towards establishing a working environment free of injury and disease. This commitment is reflected by establishing performance-based workplace health and safety legislation which sets generalized performance objectives and provides a system of cle
8、arly stated responsibilities to encourage greater self-regulation for the construction industry. However, evidence is clear that zero-accident culture cannot be guaranteed by legislation alone. Dawson et al. (1988), for example, found that British construction firms of a medium and small size have n
9、ot responded well to the performance-based approach. Similar findings were reported in Hong Kong (Rowlinson and Matthews, 1999).What is needed, in addition to legislation, is a change in corporate culture with regard to safety (Butler, 1989). Blockley (1995) advocates that the construction industry
10、would be better characterized as one with a poor safety culture and that attempts to improve the safety record will not be fully effective until the safety culture is improved. Unfortunately, only a few studies (Krause, 1993; Tam and Fung, 1998) have addressed the issue of safety culture in construc
11、tion. This is in comparison to the many reported studies that have focused upon safety performance records, type and rate of accidents, and associated cost and lost time (Hinze, 1994;Everett and Frank, 1996; Smallwood, 1997; Tang et al., 1997; De la Garza et al.,1998).According to Krause (1993) inci
12、dents occur downstream of culture (purpose, mission, values, goals, assumptions), management system (accountability, attitude, training, education, resources) and exposure (behaviors, conditions, plant, equipment). Krause maintains that employee behavior is a direct result of management system and i
13、s the final common pathway of most incidents. Management system in turn is influenced by the organization culture which has a substantial influence on, inter alia, priorities and the allocation of resources to health and safety effort. Therefore, construction site safety culture is viewed herein as
14、a reflection of the three elements identified by Krause, as adopted and promoted by the management of contracting organizations to directly or indirectly enhance the safety of individuals on the job site. This definition is adopted as the process of site safety is usually managed reactively and is t
15、he sole responsibility of the contracting organization (Hinze and Wiegand, 1992).Wentz (1998) argues that management should encourage and support safety by setting a good safety example; effectively managing health and safety programs, attending health and safety meetings, performing inspections, in
16、vestigating near-miss accidents and reviewing safety performance at all levels. With these managerial recommendations in mind, a set of managerial practices have been selected to develop a safety management index (SMI) reflecting the intensity of level of safety management activities adopted by a co
17、ntracting organisation; i.e. how strong management commitment is towards promoting zero-accident culture. The developed index was then used to check whether a correlation exists between adopted safety management activities and the organisations overall safety performance and pro-activeness.2. Study
18、aimsOrganisations neither commit the same amount of effort to accident prevention (Dawson et al., 1988) nor adopt the same safety management strategy. Therefore, it was necessary to establish whether there are statistically significant differences in one or more of the variables that contribute to t
19、he organisations overall safety performance among a number of safety management clusters. Organisations were classified into cluster groups according to the relative value of their respective SMI. In addition to the above analysis, it was also required to establish whether there are any statisticall
20、y significant differences in safety performance record, as reported by contracting organisations, among the same number of safety management clusters. In summary, the research study reported herein was conducted with the aim to:1. develop a SMI to measure the intensity of safety management activitie
21、s; i.e. safety culture commitment by management;2. investigate how strongly the overall safety performance is related to the developed index;3. explore if there are any statistically significant differences in overall safety performance and pro-activeness among a number of safety management clusters
22、; 4. establish whether there are any statistically significant differences in safety record among the identified safety management clusters.3. Materials and methodsTo achieve the above aims, a survey has been developed and forwarded to contracting organisations operating in the State of Queensland,
23、Australia. The target sample included medium and large organisations engaged primarily in the construction and/or building industries. Organisations were selected on the ground of being active members of either the Australian Institute of Building (AIB) or the Australian Constructors Association (AC
24、A). A cover letter explaining the purpose of the study and a self-addressed and stamped envelope accompanied the three-page survey questionnaire was sent to 57 contracting organisations operating in the State of Queensland. The survey targeted managers and officers with current safety management res
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