| Abstrakt: |
Since the Chernobyl Disaster, the concept of safety culture has been extensively explored in an effort to study and improve an organization’s safety performance through monitoring and controlling certain factors within the organization’s safety culture. As cited in the literature, the main factors of safety culture include organizational and management commitment, organizational and management involvement, employee engagement and empowerment, rewards systems, and reporting systems. Although these factors may determine aspects of a safety culture, they have been presented and examined as snapshots of the culture; they do not emphasize or account for the slow, but constantly changing dynamic nature of culture. The safety culture, however slow to change, changes over time due to technological advancement and its associated effect on the organization’s operations, and highly influential events such as pandemics or other large scale industrial accidents. This paper argues that although the current research on safety culture and models highlights some factors of safety culture, it lacks the ability to capture and reflect the dynamic change that is happening. The aim of this paper is to propose a systematic perspective of viewing safety culture such that it captures and reflects the dynamic changes observed in organizational safety culture. To highlight safety culture’s dynamic nature, other factors which may be incorporated into the safety culture literature for this current time are highlighted. Five factors are identified: staffing alignment and integration, utilization of big data in productivity and employee surveillance, effect of national culture, variation in generations, and intermural knowledge sharing. [ABSTRACT FROM AUTHOR] |
