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營造業安全領導對勞工不安全行為及職業傷害之影響

Influence of Safety Leadership on Unsafe Behavior and Occupational Injuries among Construction Workers

摘要


This study aimed at construction workers to investigate the influence of safety leadership on workers' safety behavior and injury events. This study was conducted cross-sectionally, using 500 purposive selected construction workers from southern Taiwan as study subjects. A structured questionnaire was applied to collect information, including demographics, types of workplace safety leadership, safety behavior and injury events. Data analyses used statistical package SAS to perform one-way ANOVA test and logistic regression to examine association of safety leadership and unsafe behavior or injury events. The results showed that positive safety caring and safety management controlling were both correlated with reduction of unsafe behavior and yet the safety management controlling was better than safety caring (r=0.32 and 0.50, both p<0.0001). After combined the factors of safety caring and safety management controlling into four leadership types, the results showed that those who perceived high caring/high controlling from their forefront leaders posed better safety behavior than those who perceived low caring/low controlling or high caring/low controlling (both p<0.0001). Regarding to the association between safety leadership and lost work day injury, the results showed that lost work day injury was not significantly associated with safety caring, but significantly associated with management controlling (OR=3.88, 95%CI=1.86~12.73). Furthermore, in the four types of safety leadership, compared to high caring/high controlling types, those who perceived their forefront leaders as low caring/low controlling had significantly higher risk of lost work day injury (OR=3.75, 95%CI=1.11~12.63). This study found that safety leadership of forefront leaders was associated with subordinate workers' unsafe behavior and occupational injury and that, comparing to safety caring, safety management controlling was more effective. The best type of safety leadership is to combined with both high safety caring and high management controlling.

並列摘要


This study aimed at construction workers to investigate the influence of safety leadership on workers' safety behavior and injury events. This study was conducted cross-sectionally, using 500 purposive selected construction workers from southern Taiwan as study subjects. A structured questionnaire was applied to collect information, including demographics, types of workplace safety leadership, safety behavior and injury events. Data analyses used statistical package SAS to perform one-way ANOVA test and logistic regression to examine association of safety leadership and unsafe behavior or injury events. The results showed that positive safety caring and safety management controlling were both correlated with reduction of unsafe behavior and yet the safety management controlling was better than safety caring (r=0.32 and 0.50, both p<0.0001). After combined the factors of safety caring and safety management controlling into four leadership types, the results showed that those who perceived high caring/high controlling from their forefront leaders posed better safety behavior than those who perceived low caring/low controlling or high caring/low controlling (both p<0.0001). Regarding to the association between safety leadership and lost work day injury, the results showed that lost work day injury was not significantly associated with safety caring, but significantly associated with management controlling (OR=3.88, 95%CI=1.86~12.73). Furthermore, in the four types of safety leadership, compared to high caring/high controlling types, those who perceived their forefront leaders as low caring/low controlling had significantly higher risk of lost work day injury (OR=3.75, 95%CI=1.11~12.63). This study found that safety leadership of forefront leaders was associated with subordinate workers' unsafe behavior and occupational injury and that, comparing to safety caring, safety management controlling was more effective. The best type of safety leadership is to combined with both high safety caring and high management controlling.

參考文獻


行政院勞工委員會。勞工安全衛生組織管理及自動檢查辦法。台北:勞委會;2011。行政院勞工委員會:http://www.cla.gov.tw/。
Stodgill RM. Personal factors associated with leadership: a survey of the literature. Journal of Applied Psychology 1948; 25: 35-71.
Clarke, S,Ward, K.(2006).The role of leader influence tactics and safety climate in engaging employees' safety participation.Risk Analysis.26,1175-85.
Cooper, MD.(1998).Improving safety culture: a practical guide.England:John Wiley & Sons.
Fleishman, EA(1989).Leadership opinion questionnaire.Chicago:London House.

被引用紀錄


鄭文清(2016)。不同營造工地安全文化認知差異探討-以台南與高雄工地為例〔碩士論文,中山醫學大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0003-1308201622043000

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