Civil Engineering Reference
In-Depth Information
accepted it is important to identify the benefi ts of
the new behaviour that is being suggested. Provided
that individuals still feel that the decision to change is
theirs they will be motivated to adopt new behaviours
at work and more likely to view any changes with a
positive attitude. Finally the new behaviour needs to be
reinforced by recognising those displaying it and dealing
with non-compliance.
the apparent chaos. Again, their perception of the
risk would be inaccurate based on their experience
of offi ce environments
➤
The perception of a child to the risks associated with
playing with matches alone in his bedroom while the
family are asleep will differ from the parents' percep-
tion of the risks associated with that activity.
How people perceive the risks associated with fi re is
discussed further in Chapter 10.
Motivation
in its simplest form is considered to be
the reaction of humans to stimulus or perceived need.
It has been defi ned as 'a willingness to exert effort to
achieve a desired outcome which satisfi es a need', which
implies that motivation is 'need satisfaction'. A motivator
is therefore said to be something that provides the drive
to produce certain behaviour or to change behaviour.
Important factors in motivating people to achieve
better safety performance at work have been shown to
include:
A useful example of changing attitudes of
the public relates to the introduction of the
mandatory wearing of seat belts in cars.
When compulsory use of belts was fi rst
introduced many drivers had never used
them. Initially it was found that drivers did
not use them, stating that:
➤
They found them uncomfortable
➤
They could not see the need
➤
They cost lives by trapping you in the
car after a crash
➤
Involvement in the safety management process
through consultation and active participation in
planning work organisation
➤
Active involvement in working parties and com-
mittees, assisting in defi ning health and safety
objectives
➤
They had never been hurt in a crash so
why did they need a belt.
Most of these objections were based on
the general public's attitude to the imposi-
tion of seat belts on them. Over time people
have changed their attitudes and, therefore,
their behaviour has changed. This has been
achieved through various means, such as
advertising, law enforcement, provision of
information, etc.
➤
Clear demonstration of commitment by manage-
ment to safety issues
➤
The attitudes of management and other workers
towards safety
➤
Active participation in day-to-day management and
monitoring of safety performance
➤
Effective communication of information to and from
management
➤
The system for communication within the
organisation
Perception
- the way in which people interpret or make
use of information. For instance, the way people identify
risk is dictated by a range of factors, such as their age,
individual attitudes, skills, training, experience, personality,
memory and their ability to process sensory information.
As a result of this, if there is a mismatch between a
person's ability to perceive the risk accurately, and the
real life extent of the risk, the person can be misled into
under- or overestimating the level of the risk.
➤
The quality of leadership at all levels: management,
trade unions, government.
Self
Actualisation
Self
Esteem
For example:
➤
Most construction workers would perceive offi ces
as 'safe' work environments based on their experi-
ence in a high risk industry and would, therefore,
probably feel perfectly comfortable and safe in even
the most unsafe offi ce
➤
An offi ce worker, on the other hand, taken to even a
well-run construction site would feel threatened by
Social Needs
Safety/Security
Physiological Needs
Figure 4.14
Maslow's hierarchy of needs
