Safety Culture & Goldenhar Safety Climate

Safety Culture

Safety culture encompasses the value put on safety and to whom the extent of responsibility within the organization is placed (State of Queensland, 2018). Safety culture is the, mood, of the organization and is the shared value of safety within it. The safety culture is the product of the individual and workforce values, perceptions, competencies, behaviors, and attitudes. Culture is extremely complex; thus, changes or assessments to measure commitment to, and style and proficiency, of the safety program are needed (Hecker, & Goldenhar, 2014). Assessments should be taking over an extended period to capture accurate data. The influencers to the culture are organizational norms, traditions, and management procedures Hecker, & Goldenhar,

However, climate can be influenced by attitudes, values and opinions from the workforce; has the possibility to change based on time and circumstance (State of Queensland, 2018). Where climate correlates with culture, at the process function or quantifying the culture through the way things are. Therefore, safety climate improves performance, enhances safety knowledge, improves employee perception and the number of incidents being reported (State of Queensland, 2018).

Safety climate needs to be measured to ensure that authenticity and openness of communications between leaders and their employee remain open and form relationships (State of Queensland, 2018). Moreover, if leadership behaviors match that of the climate, that condition fosters transparency that promotes organizational intelligence; thus, renders a positive organizational climate. By establishing open and honest environment, allows for conditions to nurture the needed behaviors that sustain the safety culture (State of Queensland, 2018).

Organizational

This process starts form the top with strong leadership, commitment form management and feedback to employees (Sarpy, 2008). Furthermore, the need to communicate safety clearly and effectively that safety matter by getting employees involved. Encourage discussion and documentation through good information flow and reporting systems (Sarpy, 2008). In addition, leadership and management should search for solutions through examining safety at all levels, promote different methods, and establish cross-level safety committee. Prepare through training that promotes safe behaviors and attitudes. The use of visible rewards for safety acts and positive changes will help encourage behavioral changes and commitment to the safety change process (Sarpy,