Abstract
Behavior-based safety has been found universally efficacious when evaluated under controlled conditions. The Curtin Trial aimed to test the general acceptability of behavior-based safety in Australian industry. A 50% failure rate was observed. This paper presents the results of a qualitative analysis of observed managerial behavior in relation to program effectiveness. Field notes taken in the course of 325 hours of participant observation during implementation of behavior-based safety in 9 work areas were analyzed qualitatively and categorized. These data were compared with statistical results of the safety program's effectiveness on improving safe practices and good housekeeping. Nine dimensions to managerial behavior were identified which were associated with program effectiveness. A relatively small number of studies investigating organizational characteristics and safety have found generally similar social environmental features to those observed in this study. Behavior-based safety appears to be effective only in organizations with recognizable managerial styles.
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