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| Introduction | |
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| Establishing the field | |
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| Emerging issues in OHS research and practice | |
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| Contexts | |
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| Fields and topics | |
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| Legal and regulatory | |
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| Technical | |
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| Health | |
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| Psychological | |
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| Managerial | |
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| Ten generic challenges for OHS research and practice | |
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| Integrating knowledge | |
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| Knowledge application | |
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| Program evaluation | |
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| System complexity | |
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| Multiple synergies | |
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| Resources | |
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| Displacing risk | |
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| Ethics and social justice | |
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| Triangulating methodologies | |
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| Conceptual and theoretical advances | |
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| Risk models and risk management | |
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| Introduction | |
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| First-order concepts/approaches to risk | |
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| Technical | |
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| Description of the technical approach | |
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| Risk management and the technical approach | |
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| Illustrative interventions | |
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| Where next for the technical approach to risk? | |
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| Economic | |
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| Description of the economic approach | |
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| Risk management and the economic approach | |
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| Illustrative interventions | |
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| Further comments on the economic approach | |
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| Cultural theory | |
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| Description of the approach from cultural theory | |
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| Risk management and cultural theory | |
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| Illustrative interventions | |
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| Further comments on cultural theory | |
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| Psychometric | |
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| Describing the psychometric paradigm | |
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| Risk management and the psychometric approach | |
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| Illustrative interventions | |
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| Further comments on the psychometric approach | |
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| Expanded/developed approaches to risk | |
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| Social constructionism | |
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| Describing the social constructionist approach | |
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| Risk management and the social constructionist approach | |
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| Illustrative interventions | |
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| Social amplification of risk framework | |
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| Describing the social amplification of risk framework (SARF) | |
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| Risk management and the social amplification framework | |
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| Illustrative interventions | |
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| Criticisms of SARF | |
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| Individual differences | |
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| Individual differences and risk-taking behaviors | |
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| Risk management and individual differences | |
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| Illustrative interventions | |
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| Basic risk perception model | |
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| Describing the basic risk perception model (BRPM) | |
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| Criticisms of the BRPM | |
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| Risk management and the BRPM | |
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| Illustrative interventions | |
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| Meta-approaches to risk | |
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| Political | |
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| What constitutes a political approach to risk? | |
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| Risk management and the political approach | |
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| Illustrative interventions | |
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| Further political risk model development | |
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| Socio-emotional | |
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| Describing the socio-emotional approach to risk | |
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| Risk management and the socio-emotional approach | |
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| Illustrative implications | |
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| Adaptation | |
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| Adapting to risk | |
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| Adaptation and risk management | |
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| Illustrative interventions | |
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| Evolutionary | |
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| Describing the evolutionary approach | |
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| Risk management and the evolutionary approach | |
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| Illustrative applications | |
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| Links with other models | |
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| Further discussion | |
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| From sensation and perception through motivation and behavior | |
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| Introduction | |
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| Sensation and the human senses | |
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| Vision | |
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| Hearing and vibration | |
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| Perceptual organization and interpretation | |
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| Organization | |
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| Interpretation | |
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| Attention and vigilance | |
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| Sustained attention and vigilance | |
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| Selective attention | |
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| Effectiveness of warnings | |
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| Causal attribution | |
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| Attributional effects | |
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| Self-serving bias | |
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| Severity bias | |
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| False consensus | |
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| Situation bias | |
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| Correlational bias | |
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| Negative weighting | |
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| Availability | |
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| Adjustment | |
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| Representativeness | |
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| Small numbers | |
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| Anchoring | |
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| Overconfidence | |
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| Hindsight | |
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| Behavioral approach to motivation | |
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| Behavior modification | |
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| Principles of learning: implications for safety | |
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| Goal setting and performance feedback | |
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| Motivating for safety | |
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| Conclusions | |
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| Human error and human factors | |
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| Introduction | |
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| Human error | |
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| Errors as a learning tool | |
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| Categorizing human error | |
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| Slips and lapses | |
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| Mistakes | |
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| Rule-based mistakes | |
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| Knowledge-based mistakes | |
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| Violations | |
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| Error occurrence and detection | |
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| Error reduction strategies | |
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| Human factors | |
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| Ergonomic principles | |
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| Human and machine performance | |
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| Interface design | |
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| Fitting tasks to human operators | |
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| Ergonomic applications to reduce human error potential | |
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| Techniques for reducing human error/increasing human reliability | |
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| Task analysis | |
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| Task analysis for error identification (TAFEI) | |
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| Predictive human error analysis (PHEA) | |
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| Reason's generic approach | |
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| Quantified human reliability assessment (HRA) | |
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| Influence diagrams and model of accident causation using hierarchical influence network | |
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| Human factors investigation tool (HFIT) for accident analysis | |
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| Overview | |
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| Conclusions | |
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| Personality and risk liability | |
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| Introduction | |
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| Models of personality and the "big five" | |
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| Accident proneness | |
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| "Big-five" personality characteristics and injury liability | |
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| Extraversion | |
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| Sensation seeking | |
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| Other facets of extraversion | |
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| Reversal theory | |
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| Neuroticism | |
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| Conscientiousness | |
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| Agreeableness | |
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| Openness | |
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| Risk propensity | |
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| Individual differences in error liability | |
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| Personality at work | |
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| Using personality tests in selection | |
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| Conclusions | |
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| Attitudes, values, and risk behaviors | |
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| Introduction | |
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| Understanding attitudes | |
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| The nature of attitudes | |
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| Definition | |
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| Attitude components | |
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| Affective | |
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| Cognitive | |
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| Behavioral intention | |
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| Attitude dimensions | |
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| Attitude measurement | |
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| Likert | |
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| Semantic differential | |
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| Visual analogue | |
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| Attitudes toward safety and risk | |
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| Attitudes and behavior: some theoretical perspectives | |
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| Attitudes influence behavior | |
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| Behavior influences attitudes | |
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| Attitudes and behavior are mutually reinforcing | |
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| Attitudes and behavior are likely to be mutually consistent, but independent | |
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| More complex approaches to attitude-behavior links | |
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| The theory of planned behavior (TPB) | |
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| The health belief model (HBM) | |
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| Protection motivation theory | |
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| Overview of complex models describing attitude-behavior links | |
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| Attitude change | |
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| Attitude functions | |
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| Attitude levels | |
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| Compliance | |
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| Identification | |
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| Internalization | |
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| The importance of attitude strength | |
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| Attitude change interventions | |
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| Audience | |
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| Persuader | |
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| Personality factors | |
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| Presentation of issues | |
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| Persistence of change | |
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| Other factors in attitude-behavior change | |
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| Information provision | |
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| Fear | |
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| Sanctions | |
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| Safety climate and safety attitudes | |
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| The concept of safety climate | |
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| Safety climate and perception | |
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| Safety climate and safe behavior | |
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| Conclusions | |
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| The role of stress in safety and risk | |
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| Introduction | |
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| Theoretical models of stress | |
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| Workplace stressors and injuries | |
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| Intrinsic job characteristics | |
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| Workload and work pace | |
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| Work schedules and shiftwork | |
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| Organizational roles | |
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| Work relationships | |
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| Job insecurity | |
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| Individual differences and job stress | |
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| Personality | |
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| Type A behavior pattern (TABP) | |
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| Negative affectivity | |
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| Locus of control | |
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| Self-esteem | |
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| Mechanisms linking stress with injuries | |
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| Direct effects of job stress on injuries | |
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| Effects of acute stressors | |
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| Effects of chronic stressors | |
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| Indirect effects of job stress on injuries | |
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| Work-related attitudes | |
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| General health | |
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| The role of moderating factors | |
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| Social support | |
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| Coping strategies | |
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| Stress interventions | |
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| Individual-level stress interventions | |
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| Employee assistance programs (EAPs) | |
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| Stress management programs | |
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| Health promotion programs | |
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| Organizational level stress interventions | |
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| Work redesign | |
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| Participation and autonomy | |
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| Social support groups | |
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| Effectiveness of stress interventions | |
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| Conclusions | |
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| Managing teams for safe performance | |
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| Introduction | |
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| Functions and benefits of groups | |
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| Formation and types of groups | |
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| Types of teams | |
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| Team effectiveness | |
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| Team design | |
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| Group norms and expectations | |
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| Cohesiveness | |
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| Group safety climate | |
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| Communication | |
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| Group discussion and decision making | |
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| Team leadership and self-managing teams | |
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| Virtual teams | |
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| Safety committee effectiveness | |
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| Barriers to team effectiveness | |
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| Social comparison and social control | |
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| Intergroup relations | |
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| Decision-making biases | |
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| Managing effective work teams | |
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| Managing teams as individuals | |
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| Balancing authority and democracy | |
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| Teams and organizational structures | |
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| Teams and organizational support | |
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| Teams and training | |
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| Conclusions | |
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| Leading and supervising for safe performance | |
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| Introduction | |
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| Leadership theories | |
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| Trait theories | |
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| Leadership style | |
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| Contingency theories | |
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| Worker maturity | |
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| Least preferred coworker (LPC) | |
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| Normative model | |
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| Path-goal theory | |
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| Relational leadership | |
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| Leader-member exchange (LMX) theory | |
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| Trust and leadership | |
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| New leadership theories | |
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| Charismatic leadership | |
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| Transformational leadership | |
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| Individualized consideration | |
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| Intellectual stimulation | |
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| Inspirational motivation | |
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| Idealized influence | |
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| Contingent reward | |
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| Management-by-exception and laissez-faire leadership | |
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| Safety climate and leadership | |
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| Substitutes for leadership | |
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| Empowerment | |
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| Leadership failures | |
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| Leadership ethics | |
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| Conclusions | |
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| Managing human risks | |
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| Introduction | |
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| A risk management approach | |
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| Risk assessment | |
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| Safety management systems | |
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| Measuring performance | |
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| Safety auditing | |
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| Human resource management (HRM) | |
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| HR practices associated with occupational health and safety | |
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| Employment security | |
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| Selective hiring | |
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| Communication and information sharing | |
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| Reward systems for safety | |
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| Safety training | |
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| The learning process | |
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| Types of safety training | |
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| Transfer of training | |
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| Refresher training | |
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| Managing safety risks: an integrated approach | |
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| Types of safety intervention | |
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| Individual and group level safety interventions | |
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| Organizational level safety interventions | |
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| Autonomy and safety outcomes | |
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| Self-managing work teams | |
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| Worker participation | |
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| Communication | |
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| Management development | |
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| Conclusions | |
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| Safety culture | |
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| Introduction | |
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| Defining safety culture | |
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| Safety culture as attitudes | |
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| Safety culture as behavior | |
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| Theoretical models of safety culture | |
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| Organizational culture approach | |
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| Total safety culture | |
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| Safety culture: an informed culture | |
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| Reciprocal safety culture model | |
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| An approach from subcultures | |
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| Work climate model | |
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| A social capital theory of safety culture | |
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| The role of safety climate | |
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| The role of occupational stress | |
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| High-reliability organizations and safety culture | |
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| Approaches to developing and measuring safety culture | |
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| Interpretive approaches | |
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| Functionalist approaches | |
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| Measuring safety culture | |
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| Safety systems | |
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| Safety attitudes and perceptions | |
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| Safety behavior | |
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| Triangulation | |
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| Safety culture and injuries | |
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| Changing toward a positive safety culture | |
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| Indicators | |
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| Drivers of change | |
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| Direct cultural change | |
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| Indirect cultural change | |
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| Climate change | |
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| Safety culture and risk management | |
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| Antecedents of safety culture | |
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| Safety culture as a form of risk control | |
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| A risk management approach to safety | |
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| Management commitment to safety | |
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| Worker involvement | |
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| Barriers | |
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| Conclusions | |
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| Risk management - conclusions | |
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| Staged approaches to managing safety risks | |
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| Beyond a standards approach | |
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| Integrating individual and organizational adaptive features | |
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| Beyond prevention | |
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| References | |
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| Index | |