Citation

Guldenmund FW. Safety Sci. 2007; 45(6): 723-743.

Affiliation

Safety Science Group, Delft University of Technology, Jaffalaan 5, 2628 BX Delft, The Netherlands (f.w.guldenmund@tudelft.nl)

Copyright

(Copyright © 2007, Elsevier Publishing)

DOI

10.1016/j.ssci.2007.04.006

PMID

unavailable

Abstract

Questionnaires have not been particularly successful in exposing the core of an organisational safety culture. This is clear both from the factors found and the relations between these and safety indicators. The factors primarily seem to denote an overall evaluation of management, which does not say much about cultural basic assumptions. In addition, methodology requires that levels of theory and measurement are properly recognised and distinguished. That is, measurements made at one level cannot be employed at other levels just like that unless certain conditions are met. Safety management has been described through nine separate processes that together encompass the safety management system (SMS) of an organisation. Policies developed at the organisational level shape the organisational context and working conditions of the group and individual levels and therefore also attitudes within the organisation. The questionnaires seem to expose only those attitudes that are shared throughout the whole of the organisation. The workforce could very well recognise the safety policies of higher management as concern for their well-being and the overall value attached to safety. Pictured this way, safety climate (attitudes) and safety culture are not separate entities but rather different approaches towards the same goal of determining the importance of safety within an organisation.