Abstract
Two research studies on construction safety are presented in this paper. The primary focus is on how managerial styles and company policies can have a direct impact on safety performances. Results show that safer performances exist in those situations where the supervisor respects and acknowledges the worker's viewpoint in job-related conflicts. Situations where a dogmatic approach to conflict resolution was cited to prevail were associated with higher incidences of injuries. Greater assurance of job security exists, along with better safety performance, when the foremen do not have full authority in the firing of workers. In one study it was shown that managerial practices play a more vital role in reducing injuries in an open shop environment than in a union environment.
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