Abstract

AbstractAs a major organizational antecedent of worker safety behavior (WSB), management behavior is drawing more and more academic attention because it tends to be the root cause of occupational safety accidents. The current behavior-based safety (BBS) practices in construction do not sufficiently take management behavior into consideration, which leads to superficial and nonpersistent intervention impacts on unsafe behavior. In academia, the relationship between management behavior and employees’ individual behavior in construction has not been clearly studied and precisely depicted. This paper is aimed at discovering those management behaviors which can significantly impact worker safety behavior in construction projects and depict the exact impacting paths. Supervisors were on the focus because they interact with workers most profoundly and frequently among all levels of the management. Two dimensions of supervisory behavior were identified, namely (1) training and preventive action, and (2) reactive ...

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