Strategies small construction business managers use to reduce safety incidents in their organization

Globally the construction industry struggles to prevent injurious and fatal safety incidents. The purpose of this single case study was to explore strategies used by construction business managers that had significantly reduced the occurance of safety incidents in a Northwest Ohio construction company. Data were collected from organizational records and interviews with 6 construction managers. The conceptual framework for this research was the concept of safety management systems. Data were compiled and organized, disassembled into fragments, grouped, and then interpreted for meaning. Methodological triangulation and member checking were used to enhance reliability and validity. Four themes emerged from the data: senior management’s commitment to a culture of safety, comprehensive safety training, safety accountability, and the importance of engaged employees. These findings indicate that senior managers established a safety-oriented culture by systematically implementing the safety management systems principles and practices in every organizational process and procedure. Safety training ensured that workers have the necessary skills to perform safely. All leaders, at every level of the organization, were held accountability for monitoring and measuring safety performance. Engaged workers were receptive to and compliant with safety rules. The positive social implications of these findings include the potential of contributing to the efforts to establish safer and healthier workplaces that protect workers from injuries and fatalities, thereby contributing to overall safety and health of communities.