A Good Safety Culture Correlates with Increased Positive and Decreased Negative Outcomes: A Questionnaire Based Study at Finnish Defense Forces

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1 Proceedings of the Human Factors and Ergonomics Society 2016 Annual Meeting 1627 A Good Safety Culture Correlates with Increased Positive and Decreased Negative Outcomes: A Questionnaire Based Study at Finnish Defense Forces Kari Kallinen Finnish Defence Research Agency In the present paper, we examined the safety culture and its correlations to negative and positive outcome variables among 1637 Finnish Defense Forces personnel. Participants rated the organizational, group and individual level of safety culture as well as levels of stress, lack of motivation, job satisfaction, positive atmosphere and number of risky incidents using a 92 part safety culture questionnaire. As expected, a good safety culture was positively correlated with positive and negatively correlated with negative outcomes. Copyright 2016 by Human Factors and Ergonomics Society. DOI / INTRODUCTION Even though the concept and content of safety culture is still under some debate (see e.g., Guldenmuld, 2000), the safety issues related to a workplace have got widespread attention especially in highly risky work environments such as in aviation, nuclear plants and military. It has been recognized that positive attitudes, beliefs, perceptions and values that employees share in relation to safety practice is linked to safe and preventive behavior and actions in a workplace (see e.g., Clarke, 2006 and Reason, 1997). In the present connection, we consider the organizational level safety culture from the DISC (Design for Integrated Safety Culture) model point of view. As illustrated in the figure below, DISC model comprises organizational level safety culture variables such as work conditions management, supervisor support, and proactive safety development (see figure 1). Figure 1. DISC model. On the basis of the DISC model and some additional items from Fogarty and Shaw (2010), VTT Technical Reseach Centre of Finland (VTT) and Finnish Defense Research Agency (FDRA) at Finnish Defense Forces developed and tested a safety culture questionnaire called TUKU. The TUKU questionnaire was first used and tested in 2013 with limited number of Defense Forces divisions. The questionnaire consisted of items assessing the organizational (e.g., work conditions management, supervisor support), group (e.g., workgroup cohesion), and individual (e.g., sense of control) levels of safety culture. The construct validity and reliability of the questionnaire was proven to be good (Reiman, Viitanen, and Oksama, 2013). A good safety culture is likely to reduce errors, violations and accidents, whereas a bad safety culture not only increases risky behavior and incidents but is also likely to increase stress and other negative emotions and attitudes in a work place (such as lower work satisfaction and motivation; see e.g. Clarke, 2009). Therefore, in addition to the safety culture factors per se, it is also of interest to study the potential outcome variables. We re-adjusted the questionnaire in 2015 with some additional outcome variable items such as level of job satisfaction, stress and intention to violate regulations. The re-adjusted questionnaire was then targeted it to all units of Finnish Defense Forces in order to, among other things, study and promote the awareness of safety issues within the military personnel. In view of the aforementioned considerations, we expected that high ratings for safety culture dimensions (i.e., a good safety culture) would be related to low levels of negative (e.g., intention to violate safety regulations; Hypothesis 1) and high levels of positive (e.g., Job Satisfaction; Hypothesis 2) output variables. In the present study we report the overall findings of the Finnish Defense Forces

2 Proceedings of the Human Factors and Ergonomics Society 2016 Annual Meeting 1628 personnel safety culture as well as the relationships between safety culture and potential outcome factors. Participants METHOD Participants were 1637 soldier (70.9 %) and civilian (29.1 %) personnel of Finnish Defense Forces. Questionnaire The questionnaire consisted of multiple choice question items collecting information about background (e.g., division, personnel group, age etc.), organizational, group and individual safety culture dimensions, as well as potential outcome variables such as number of risky incidents during last 12 months, feelings of stress and lack of motivation, job satisfaction and organizational atmosphere. In addition we collected three open form answers to questions about biggest threats, suggestions to improvements, and latest changes in connection with safety culture. The variables relevant in the present paper are listed in the table 1 below. Table 1. Variables used in the study. Procedure The questionnaire was implemented via moodle in internet (see Invitations to respond to the questionnaire were promoted internally at Finnish Defense Forces intranet as well as directly by each suborbanization s security officers. The potential number of participants was The participants were told that it is voluntary but desirable to participate and that the purpose of the questionnaire is to collect information in order to develop and study the safety culture at Finnish Defense Forces. It was highlighted that all information shall be collected anonymously, the data will be strictly confidential, and that only the

3 Proceedings of the Human Factors and Ergonomics Society 2016 Annual Meeting 1629 researchers can access the data. The questionnaire consisted of total of 92 questions and took about 30 minutes to finish. The questionnaire was open during a period of three weeks from the end of December 2015 till mid of January Table 2. Reliability Check and Overview of the Ratings Data-analysis Reliability check of the summary variables was examined with Cronbach s alphas by using SPSS s Reliability Analysis Procedure. The relationships between measures for safety culture and outcome variables was first examined using SPSS s Bivariate Correlation Analysis and then by SPSS Univariate Analysis of Variance with the outcome variable (e.g., number on risky incidents, intention to violate regulations etc.) each in turn as a dependent variable, and the safety culture variables (e.g., work conditions management, workgroup cohesion etc.), as a covariates. Because the large number of analyses, only the results at p<.01 significance level are reported in order to decrease the possibility for type II error. RESULTS Reliability check and overview of the ratings The response rate was 13.6 % (1637 out of people). The table 2 shows the overview of ratings and the reliability check of the summary variables. As can be seen, the reliability of all summary variables was good (Cronbach s alphas between 0.72 and 0.94). Most of the safety related summary variable ratings were well over, and outcome summary variable rating well below, the median (3.5) of the scale (illustrated with green and red colors) therefore implicating a good safety culture. Correlations between safety culture and outcome variables As illustrated in table 3, which presents the correlation coefficients and p-values for the correlations between safety culture and outcome variables, almost all safety culture variables correlated positively with Job Satisfaction and Positive Atmosphere and negatively with Intention to Violate Safety Regulations, Safety Related Worry and Fear, Stress, Lack of Motivation and Number of Risky Incidents. Similarly, in connection with the single item outcome variables, high ratings for Job Satisfaction (M = 4.78) and Positive Atmosphere (M = 4.62), and low ratings for Stress (M = 2.27), Lack of Motivation (M = 1.79) and Number of Risky Incidents (M = 1.53), denote for a good safety culture.

4 Proceedings of the Human Factors and Ergonomics Society 2016 Annual Meeting 1630 Table 3. Correlations between safety culture and outcome variables Safety culture as predictor of outcome variables Group and individual intention to violation of norms, worry and fear, number of risky incidents. When controlling for all safety culture variables, the Univariate Analysis of Variance revealed significant effects (1) for Safety Management and Leadership, Workgroup Cohesion, Quality of Instructions, Sense of control, and Safety Value and Motivation in predicting Group Intention to Violation of Norms (for all p<.005); (2) for Quality of Instructions, Sense of control and Safety Value and Motivation in predicting Individual Intention to Violation of Norms (for all p<.005); (3) for Competence Management, Workgroup Cohesion, Sense of Control, Safety Value and Motivation, and Mindfulness in predicting Safety Related Worry and Fear (for all p<.01), and (4) for Proactive Safety Development, Quality of Instructions, and Mindfulness in predicting the number of Risky Incidents (for all p<.01). The mean values for participants scoring low and high on the aforementioned safety culture variables pointed (with few exceptions) all into same direction: generally the high scorers on the relevant safety culture variables had lower level of negative output variables, whereas the opposite was true for the low scorers. There were two exceptions: (1) High scorers of Safety Value and Motivation rated also higher Safety Related Worry and Fear, whereas the opposite was true for low scorers, and (2) high scorers on Proactive Safety Development rated also higher scores for Number of Risky Incidents, whereas the opposite was true for low scorers. Job satisfaction and positive atmosphere, stress and lack of motivation. When controlling for all safety culture variables, the Univariate Analysis of Variance revealed significant effects (1) for Work Conditions Management, Proactive Safety Development, Change Management, Workgroup Cohesion, Sense of Control and Sense of Responsibility in predicting Job Satisfaction (for all p<.005); (2) for Work Conditions Management, Work Process Management, Change Management, Workgroup Cohesion, and Sense of Control in predicting Positive Job Atmosphere (for all p<.005); (3) for Workgroup Cohesion and Sense of Control in predicting Stress (for both p<.001); and (4) for Change Management, Sense of Control, and Sense of Responsibility in predicting Lack of Motivation (for all p<.005). The mean values for participants scoring low and high on the aforementioned safety culture variables pointed into same direction: generally the high scorers on the relevant safety culture

5 Proceedings of the Human Factors and Ergonomics Society 2016 Annual Meeting 1631 variables had higher level of positive and lower level of negative output variables, whereas the opposite was true for the low scorers. There was one exception: high scorers on Proactive Safety Development rated lower level of Job Satisfaction, whereas the opposite was true for low scorers. DISCUSSION In the present paper, we studied the overall level of Safety Culture at Finnish Defense Forces as well as the relationship between safety culture dimension and negative and positive outcome variables. The results showed a robust safety culture at Finnish Defense Forces. This was manifested both by ratings for the organizational, group and individual safety culture dimensions as well as the emotional and other ratings. Most of the safety related summary variable ratings as well as ratings for job satisfaction and positive atmosphere were well over, whereas negative outcome summary variables ratings as well as ratings for stress and lack of motivation, well below the median (3.5) of the scale. However, given the low respond rate (13.6 %), probable due, among other things, to the holiday season, the interpretation of the results as a representative of whole Defense Forces personnel should be handled with caution. In connection with negative and positive outcomes, we found that almost all safety culture variables correlated positively with Job Satisfaction and Positive Atmosphere and negatively with Intention to Violate Safety Regulations, Safety Related Worry and Fear, Stress, Lack of Motivation and Number of Risky Incidents. We also found that when predicting output variables, in general the high scorers on the relevant safety culture variables had lower level of negative output variables, whereas the opposite was true for the low scorers. Thus our hypotheses stating that high ratings for safety culture dimensions (i.e., a good safety culture) would be related to low levels of negative (Hypothesis 1) and high levels of positive (Hypothesis 2) output variables, was supported. It is also of interest what the participants thought to be the biggest threats and areas of improvements in connection with safety (recall that we asked also for these) as well as whether there are age, seniority and personnel group related differences in their opinions (as well as ratings for safety culture dimensions and outcome variables). At the moment, we are further examining these results, but given the limits of the current paper (5 pages) it is not possible to present the results here. In sum, generally the results showed that in addition to safety culture issues (such as work conditions, process, and safety management); safety attitudes are also influenced by other factors related to workplace (such as positive work atmosphere and emotions). Thus the positive development of safety attitudes may be achieved not only by promoting safety issues but also actions taken to improve the work place as a whole. This can be done for example by discussing about the safety issues within with the general development of the workplace and personnel. REFERENCES Clarke, S. (2006). The Relationship between Safety Climate and Safety Performance: A Meta-Analytic Review. Journal of Occupational Health Pychology, 11, Clarke, S. (2009). Accidents and Safety in a Workplace. In Cartwrigt, S. and Cooper, C (Eds) The Oxford Handbook of Organizational Well-Being. Oxford University Press: New York. Fogarty, G. and Shaw, A. (2010). Safety Climate and the Theory of Planned Behavior: Towards the Prediction of Unsafe Behavior. Accident Analysis and Prevention, 42, Guldenmund, F.W. (2000). The Nature of Safety Culture: a Review of Theory and Research. Safety Science, 34, Reason, J. (1997). Managing the Risks of Organizational Accidents. Aldershot: Ashgate. Reiman, T., Viitanen, K., and Oksama, L. (2013). Kyselymenetelmän kehittäminen Puolustusvoimien turvallisuuskulttuurin seurantaan mittarin rakentaminen ja testaaminen yhdeksässä joukkoosastossa. Non Published Finnish Defence Forces Internal Report.

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