Cosh 2011

1. COSH 2011
Presenter :
AHMAD AZAN RIDZUAN

2. SCOPE
Definition
Previous Study
Theory of Safety Culture
Objectives of the Study
Conceptual Framework
Research Hypothesis
Data Analysis
Summary of Research Findings
Research Implication
Recommendation for Future Research

3. DEFINITION
Safety Culture
The term Safety Culture came into popular use after being mentioned
in the summary report by the International Nuclear Safety Advisory
Group (INSAG) as one of the causes of the Chernobyl nuclear power
accident in the Ukraine (IAEA, 1986).
A safety culture is in turn the set of assumptions, and their associated
practices, which permit beliefs about danger and safety to be
constructed (Pidgeon, 2001) .
Primarily, it could also mean to do the right thing at the right time in
response to normal and non-normal situations (Zhang et al, 2002).
Employee job safety is the essential element to increase safety in
workplace, employee satisfaction and keep their business running.

4. Working Conditions
Robbins (2001) advocates that working conditions
will influence the level of safety, as employees are
concerned with a comfortable physical work
environment. In turn this will render a more positive
level of safety.
Arnold and Feldman (1996) shows that factors such as
temperature, lighting, ventilation, hygiene, noise,
working hours, and resources are all part of working
conditions.
The absence of such working conditions, amongst
other things, can impact poorly on the worker’s
mental and physical well-being (Baron and
Greenberg, 2003)

5. Management systems
Management systems play an important role for
improvement of safety culture in the workplace.
Firstly, top managers must be on board, must build
trust, establish a steering committee and give
appropriate training to the employee. When upper-
level management is committed to safety, it provides
adequate resources and consistently supports the
development and implementation of safety activities
(Eiff, 1999).
The Confederation of British Industries (CBI) report
defines management safety culture as the ideas and
beliefs that all members share about risk, accidents
and ill health.

6. Employee Behavior
Behavior is a physical act or action, which may be
deliberate or subconscious, infrequent, or habitual.
“Behavior is the product of perception, self-
regulation, and motivation” (Kaiser & Kaplan, 2006)
Lee (1995) also proposes that behavior towards safety
is one of the basic components of a safety culture.
Employee behavior are one of the most important
indices of safety culture and climate, as behavior are
often framed as a result of all other contributory
features of the working environment (Cox and
Cox,1991).

7. PREVIOUS STUDY
A study by L. Ostrom et al (1993), to assessing safety culture. A written
survey instrument was developed to examine the safety culture of
EG&G Idaho, Inc., a Department of Energy (DOE). The results from the
survey pointed out both the strengths and weaknesses in the safety
cultures of the organizations.
A study by Linda S. Rowley (2009), examine the importance of top
leadership practices in relationship to organizational safety
performance.
A study by J.M. Thomas et al (2010), examines the relationships
between employee behaviors to organizational safety issues;
perceptions of the physical working environment and evaluations of
worker involvement; and relates these to self-reported levels of safety
behavior.

8. THEORY OF SAFETY CULTURE
Reciprocal Safety Culture Model.
Cooper (2000)
Simplified Safety Culture Model.
Gordon et al. (2007)

9. Reciprocal Safety Culture Model Cooper (2000).
PERSON Internal
Safety Climate: Psychological
Perceptual Audit Factors
CONTEXT External
Observable
ENVIRONMENT/SITUATION
Factors
Safety Management System:
Objective Audit
BEHAVIOR
Safety Behavior:
Behavior Sampling

10. Simplified Safety Culture Model Gordon et al. (2007)
What is
BELIEVED
What is What is
SAID DONE
SAFETY
OUTCOME

11. OBJECTIVE OF THE STUDY
This study has 3 major objectives:
To examine relationship between employee
behavior and safety culture.
To examine relationship between
management system and safety culture.
To examine relationship between working
condition and safety culture.

12. CONCEPTUAL FRAMEWORK
EMPLOYEE
BEHAVIOR
MANAGEMENT SAFETY
SYSTEM CULTURE
WORKING
CONDITION
Independent Variable (IV) Dependent Variable (DV)

13. HYPOTHESIS
Based on the framework, it can be
hypothesized that:
H1.
H1. Working condition positively related to
safety culture in fast food restaurants.
H2. Management system positively related
to safety culture in fast food restaurants.
H3. Employee behavior positively related
to safety culture in fast food restaurants.

14. METHODOLOGY OF THE STUDY
Research design: a cross-sectional method
Data collection procedure: literature,
pilot study & actual survey
Measures: survey questionnaires (38
items)

15. Population of Employee in Fast Food Restaurants
Location of Fast Food Population
Restaurant
Jusco Maluri 20
Leisure Mall 18
Times Square 23
Sunway Pyramid 33
Subang Jaya 26
Total 120
Note: 92 usable questionnaires

16. DATA ANALYSIS
Reliability Analysis
Variable Cronbach’s Alpha
Working condition 0.883
Management system 0.901
Employee behavior 0.842
Safety culture 0.889
Based on table, the value Cronbach’s Alpha for working condition is
0.883, for management system is 0.901, for employee behavior is
0.842 and for safety culture is 0.889.
All research variables exceeded the acceptable standard of reliability
analysis of 0.70.
These statistical analyses confirmed that the measurement scales met
the acceptable standards of reliability analyses.

17. Variable Mean Std. Deviation
Working condition 4.0359 0.56986
Management 3.8652 0.63755
system
Employee 3.9884 0.54472
behavior
Safety culture 4.0902 0.58967
Based on Table, the mean for working condition is 4.04, the
mean for management system is 3.87, the mean for employee
behavior is 3.99, and the mean for safety culture is 4.09.
It shows the requirement of good working condition,
management system and employee behavior that leads to good
safety culture in the fast food restaurants.

18. Outcome of Testing Hypothesis
Correlation Pearson correlation
Working condition and safety culture 0.621
Management system and safety 0.736
culture
Employee behavior and safety 0.888
culture
Table shows that the results are all more than 0.60,
and some results are higher than 0.80, so they
are“Moderately High Correlation” or “High
Correlation”. The process reveal that the independent
variables significantly correlated with safety culture,
therefore H1, H2 and H3 were supported.

19. Hypothesis 1: Working condition positively
related to safety culture in fast food restaurants.
Hypothesis 2: Management system positively
related to safety culture in fast food restaurants.
Hypothesis 3: Employee behavior positively
related to safety culture in fast food restaurants.
All hypothesis are accepted.

20. SUMMARY OF RESEARCH FINDINGS
Based on the framework, it was hypothesized
that:
Working condition positively related to
safety culture in fast food restaurants.
Management system positively related to
safety culture in fast food restaurants.
Employee behavior positively related to
safety culture in fast food restaurants

21. continued…
The study proposed a conceptual framework based
on safety culture research literatures.
The measurement scales used in this study has
satisfactorily met the standards of reliability analyses.
The outcomes of hypothesis testing confirmed that
independent variable have relationship with
dependant variable.
Hence, these positive outcomes may lead to
sustained and supported organizational strategies
and goals.

22. RESEARCH IMPLICATION
Theoretical Contribution
- The existing theory much focuses on the
working condition, management system,
employee behavior and direct link to
safety culture.

23. continued…
Robustness of Research Methodology
- Tests of the questionnaire data as well as factor
and reliability analyses were performed to ensure
the constructs are consistent internally.
- Findings from this study will minimize errors in
data collection and analysis, as well as increase
reliable research findings.

24. continued…
Practical Contribution
- To ensure the working condition is comfortable
and safe.
- Management system must be clearly
understand and disseminate to all employees.
- Employee behavior must be change. Employee
must understand and participate accordingly to
the safety rules and procedures in the fast food
restaurant.

25. continued…
Recommendations to fast food restaurant
managers:
Create favorable work conditions for the
company. Guide the staff to communicate
effectively, build a good interpersonal
environment within the company, and create
good work conditions.
Concern about the employees education and
training on safety.

26. RECOMMENDATION FOR FUTURE RESEARCH
For future research the following suggestions should be
considered:
Research instrument can be used to conduct research in
other sector or organization and can make comparison.
The research is needed to further investigate the potential
relationships and effects these variables and other possible
variables, such as role ambiguity, job level and co-work that
contribute to safety culture.
Conduct qualitative research to investigate further regarding
the safety culture in the fast food restaurants.

27. Thank You