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Kaila, Harbans Lal
- Management of At-Risk Behaviour in Organizations
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Authors
Affiliations
1 Organizational Psychology, SNDT Womens' University, Mumbai, IN
1 Organizational Psychology, SNDT Womens' University, Mumbai, IN
Source
ANVESHAK-International Journal of Management, Vol 5, No 2 (2016), Pagination: 138-146Abstract
This research paper attempts to identify and reviews a host of strengths and gaps in Indian organizations towards managing the at-risk behaviours at work sites which included 30 multinational companies from 24 geographically distinct diverse locations in India. Nearly 45,000 study participants were trained as mentors and observers over a period of 15 years 2000‒ 2015 included heads of departments, managers, contractor's workmen, safety officers. The intervention programme included the concept and process of behavior-based safety (BBS), plant visits for observation and correction of at-risk behaviours, developing road map for implementation of BBS, developing training module for imparting training to all employees, formation and functions of BBS steering team. Both qualitative and quantitative data were gathered from participating companies in India. A comparison of the multinational organizations all over India revealed the following behavioural trends that on an average, 70% safe behaviours, 30% unsafe behaviours, 67% corrections of unsafe behaviour, and interestingly safe behaviours went up to 94%, which means there is a 24% increase in safe behaviour after corrections by all-category observers. The unsafe/at-risk behaviours resulting into accidents are ischolar_mained in organizational culture. Hence in order to achieve total safety culture, the identified gaps that organizations need to address are: the major concerns of BBS while shifting from safety culture 1‒2, the key BBS elements for implementation assessment, the functions and concerns of BBS lead trainers, making use of BBS implementation feedback, the barriers in BBS implementation, keeping in mind the way forward for BBS implementation after every quarterly review, monitoring reduction in injuries every 6 months post-BBS implementation, the 10 criteria for BBS audit, the significant questions of corporate safety department on BBS implementation for bench-marking.Keywords
Behaviour-Based Safety, Industry, Total Safety Culture, Injury Prevention, BBS.
References
- GAIL India (2014). Launching of centralized portal on behaviour based safety. December 12, 2014. New Delhi.
- Health and Safety Executive (2013). Why leadership is important. Retrieved on June 30, 2013. http://www.hse.gov.uk/leadership/whyleadership.htm
- Health and Safety Executive (2005). Good Health and Safety is Good Business.Retrieved on June 9, 2015. http://www.hse.gov.uk/costs/costs_overview/costs_overview.asp
- Kaila HL. (2010). Behavior-based Safety Programs Improve Worker Safety in India. Ergonomics in Design, Vol. 18(4), Fall, 17-22. CA, USA.
- Kaila, H.L. (2013). Review of BBS implementation in Indian organizations. World Focus, 13(1), 10-16.
- Kaila, H.L. (2013a). Is industry really poised for zero accidents? World Focus, 13(2), 14-19.
- Kaila, H.L. (2014). Emerging issues and outcomes of behaviour based safety implementation, Industrial Safety Review, June Issue, 80-86.
- Kaila, H.L. (2014a). A case of Behaviour Based Safety implementation at a multinational organization, Journal of organization and human behaviour, Vol. 3, issue 2 & 3, 1-8.
- Kaila, H.L. (2014b). Implementing behaviour based safety: issues and challenges.International Journal of Management Research, Vol. 5(1&2), 39-48.
- Personal Communication (2015). A meeting with GM - Operations of a multinational aluminum company in south India.
- Best Experiences, Practices and Challenges of Behavioural Safety Implementation in India (Learning from Case Study report of 10 Orgnizations for Safer India)
Abstract Views :242 |
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Authors
Affiliations
1 Organizational Psychology (retd), SNDT Womens’ University, Mumbai – 400020, Maharashtra, IN
1 Organizational Psychology (retd), SNDT Womens’ University, Mumbai – 400020, Maharashtra, IN
Source
ANVESHAK-International Journal of Management, Vol 7, No 2 (2018), Pagination: 134-156Abstract
This research paper (based on case studies of 10 orgnaizations) identifies how organizations are managing the at-risk behaviours at work sites. An objective behind thiswork is to being together the field tested knowledge in the implementation of Behavioural Safety across sites in India. Thesecases from diverse organizations across industrial sectors such asoil, gas, petroleum, chemicals, automobile, construction, power, and aluminium across Indian locations, revealed the best experiences and challenges duringtheir BBS implementation journey.Keywords
Behavioural Safety, Implementation, Safety Culture, Training, Industry.References
- Forum of Behavioural Safety. (2017). Annual National Conference of the Forum of Behavioural Safety on 16 January 2017. New Delhi.
- Forum of Behavioural Safety. (2018). Sovenier of National BBS Conference on Best Experiences, Practices and Challenges of Behavioural Based Safety Implementation in Indian Industry at Mumbai on 19th January 2018.
- Kaila, H. L. (2010). “Behavior-based safety programs improve worker safety in India”, Ergonomics in Design, 2010, Vol. 18, No. 4, pp. 17-22.
- Kaila, H. L. (2011). “Organizational cases on Behaviour Based Safety (BBS) in India”, International Journal of Human Resource Management, 2011, Vol. 22, No. 10-12, pp. 2135-46.
- Kaila, H. L. (2017). “Behaviour-based safety in organizations- Saving life before the accident”, IK International Publishing House Pvt. Ltd. New Delhi.
- Mingzong, Z., Dongping, F. (2013). “A continuous Behavior-Based Safety strategy for persistent safety improvement in construction industry”, Automation in Construction, 2013, Vol. 34, pp. 101–107.