A critical review of safety initiatives using goal setting and feedback

Iain Cameron, Roy Duff

Research output: Contribution to journalArticle

Abstract

A review and synthesis of behavioural safety literature identified three behaviour change perspectives: cognitive (goal setting); behaviourist (behaviour modification); and eclectic (social learning). Bandura's social learning theory usefully integrates the divergent philosophies of Locke's goal setting and Luthan's behaviour modification. Social learning theory assumes that behaviour is controlled by internal processes and environmental stimuli, and so human action can be explained by the combined effect of goals and feedback. The effectiveness of behavioural safety has been demonstrated consistently, but, despite some success, token reward programmes are controversial because they are close to 'paying for safety'. Researchers have overwhelmingly favoured initiatives based on goals and performance feedback without material reward. Goals and feedback produced good results in the varying cultures of North American, European and Middle-East manufacturing environments, including mines, chemical plants, laboratories, paper mills and shipyards. Goals and feedback, aimed principally at operatives, have been used to improve safety in Finnish, British and Hong Kong construction industries. It is also clear that their effectiveness is strongly related to management commitment; and that they must be supported by a developed safety infrastructure. This suggests that goals should also embrace management safety behaviours, in order to improve management commitment.

Original languageEnglish
JournalConstruction Management and Economics
DOIs
Publication statusPublished - 1 May 2007

Fingerprint

Feedback
Shipyards
Chemical plants
Construction industry
Safety
Social learning
Goal setting
Behavior modification
Management commitment
Behavioral safety
Learning theory
Reward
Behavior change
Hong Kong
Middle East
Safety management
Reward programs
Paper mill
Performance feedback
Manufacturing

Keywords

  • health and safety
  • organisational behaviour
  • organisational psychology

Cite this

@article{0e7f7f1eabb041b98f155a5444841acc,
title = "A critical review of safety initiatives using goal setting and feedback",
abstract = "A review and synthesis of behavioural safety literature identified three behaviour change perspectives: cognitive (goal setting); behaviourist (behaviour modification); and eclectic (social learning). Bandura's social learning theory usefully integrates the divergent philosophies of Locke's goal setting and Luthan's behaviour modification. Social learning theory assumes that behaviour is controlled by internal processes and environmental stimuli, and so human action can be explained by the combined effect of goals and feedback. The effectiveness of behavioural safety has been demonstrated consistently, but, despite some success, token reward programmes are controversial because they are close to 'paying for safety'. Researchers have overwhelmingly favoured initiatives based on goals and performance feedback without material reward. Goals and feedback produced good results in the varying cultures of North American, European and Middle-East manufacturing environments, including mines, chemical plants, laboratories, paper mills and shipyards. Goals and feedback, aimed principally at operatives, have been used to improve safety in Finnish, British and Hong Kong construction industries. It is also clear that their effectiveness is strongly related to management commitment; and that they must be supported by a developed safety infrastructure. This suggests that goals should also embrace management safety behaviours, in order to improve management commitment.",
keywords = "health and safety, organisational behaviour, organisational psychology",
author = "Iain Cameron and Roy Duff",
note = "Originally published in: Construction Management and Economics (2007), 25 (5), pp.495-508.",
year = "2007",
month = "5",
day = "1",
doi = "10.1080/01446190701275173",
language = "English",
journal = "Construction Management and Economics",
issn = "0144-6193",
publisher = "Taylor and Francis Ltd.",

}

A critical review of safety initiatives using goal setting and feedback. / Cameron, Iain; Duff, Roy.

In: Construction Management and Economics, 01.05.2007.

Research output: Contribution to journalArticle

TY - JOUR

T1 - A critical review of safety initiatives using goal setting and feedback

AU - Cameron, Iain

AU - Duff, Roy

N1 - Originally published in: Construction Management and Economics (2007), 25 (5), pp.495-508.

PY - 2007/5/1

Y1 - 2007/5/1

N2 - A review and synthesis of behavioural safety literature identified three behaviour change perspectives: cognitive (goal setting); behaviourist (behaviour modification); and eclectic (social learning). Bandura's social learning theory usefully integrates the divergent philosophies of Locke's goal setting and Luthan's behaviour modification. Social learning theory assumes that behaviour is controlled by internal processes and environmental stimuli, and so human action can be explained by the combined effect of goals and feedback. The effectiveness of behavioural safety has been demonstrated consistently, but, despite some success, token reward programmes are controversial because they are close to 'paying for safety'. Researchers have overwhelmingly favoured initiatives based on goals and performance feedback without material reward. Goals and feedback produced good results in the varying cultures of North American, European and Middle-East manufacturing environments, including mines, chemical plants, laboratories, paper mills and shipyards. Goals and feedback, aimed principally at operatives, have been used to improve safety in Finnish, British and Hong Kong construction industries. It is also clear that their effectiveness is strongly related to management commitment; and that they must be supported by a developed safety infrastructure. This suggests that goals should also embrace management safety behaviours, in order to improve management commitment.

AB - A review and synthesis of behavioural safety literature identified three behaviour change perspectives: cognitive (goal setting); behaviourist (behaviour modification); and eclectic (social learning). Bandura's social learning theory usefully integrates the divergent philosophies of Locke's goal setting and Luthan's behaviour modification. Social learning theory assumes that behaviour is controlled by internal processes and environmental stimuli, and so human action can be explained by the combined effect of goals and feedback. The effectiveness of behavioural safety has been demonstrated consistently, but, despite some success, token reward programmes are controversial because they are close to 'paying for safety'. Researchers have overwhelmingly favoured initiatives based on goals and performance feedback without material reward. Goals and feedback produced good results in the varying cultures of North American, European and Middle-East manufacturing environments, including mines, chemical plants, laboratories, paper mills and shipyards. Goals and feedback, aimed principally at operatives, have been used to improve safety in Finnish, British and Hong Kong construction industries. It is also clear that their effectiveness is strongly related to management commitment; and that they must be supported by a developed safety infrastructure. This suggests that goals should also embrace management safety behaviours, in order to improve management commitment.

KW - health and safety

KW - organisational behaviour

KW - organisational psychology

U2 - 10.1080/01446190701275173

DO - 10.1080/01446190701275173

M3 - Article

JO - Construction Management and Economics

JF - Construction Management and Economics

SN - 0144-6193

ER -