Safety Management System in TQM environments

Abstract Safety Management Systems continue to be a prevalent research topic nowadays, which has gone from being an incipient construct to an essential factor in new currents of business management. Organizations have perceived the importance of organizing their techniques and resources under a Safety Management System with models similar to other certification systems such as the ISO 9000 family of standards. This research is aimed at knowing the conditions that accelerate the adoption of a Safety Management System, either under the principles, beliefs and values of Total Quality Management or as a consequence of the implementation and application of essential safety management techniques, namely, risk assessment processes, assumption of safety responsibilities and safety training. It has been proven that companies operating in Total Quality Management environments are more likely to adopt a Safety Management System than those which apply key safety management practices in isolation. Results show the potential of Total Quality Management to promote a Safety Management System by itself, even in the absence of proven core practices. The results are robust and suggest maintaining principles of the quality paradigm when pursuing more ambitious models based on total management such as Total Safety Management.

[1]  J. Dean,et al.  MANAGEMENT THEORY AND TOTAL QUALITY: IMPROVING RESEARCH AND PRACTICE THROUGH THEORY DEVELOPMENT , 1994 .

[2]  A. M. Rad,et al.  The impact of organizational culture on the successful implementation of total quality management , 2006 .

[3]  Beatriz Fernández-Muñiz,et al.  Relation between occupational safety management and firm performance , 2009 .

[4]  Beatriz Fernández-Muñiz,et al.  Safety leadership, risk management and safety performance in Spanish firms , 2014 .

[5]  Eleonora Bottani,et al.  Safety Management Systems: Performance Differences Between Adopters and Non-Adopters , 2009 .

[6]  Terje Aven,et al.  Risk assessment and risk management: Review of recent advances on their foundation , 2016, Eur. J. Oper. Res..

[7]  Dongli Zhang,et al.  Customizing Quality Management Practices: A Conceptual and Measurement Framework , 2014, Decis. Sci..

[8]  J. Miguel-Dávila,et al.  The innovation strategies for managing a specific paradox: exploration/exploitation , 2018 .

[9]  T. C. Powell Total Quality Management as Competitive Advantage , 1995 .

[10]  Susanne Tafvelin,et al.  Leadership Training As an Occupational Health Intervention: Improved Safety and Sustained Productivity , 2016 .

[11]  Umit Bititci,et al.  Business process definition: a bottom-up approach , 1997 .

[12]  Witold Pedrycz,et al.  Possibilistic regression analysis of influential factors for occupational health and safety management systems , 2011 .

[13]  Martí Casadesús,et al.  The order and level of management standards implementation , 2016 .

[14]  M. Bhasi,et al.  A study on the impact of management system certification on safety management , 2011 .

[15]  Alison G Vredenburgh,et al.  Organizational safety: which management practices are most effective in reducing employee injury rates? , 2002, Journal of safety research.

[16]  M. G. García,et al.  Occupational risk-prevention diagnosis: A study of construction SMEs in Spain , 2017 .

[17]  Juan Carlos Rubio-Romero,et al.  A comparative analysis of occupational health and safety risk prevention practices in Sweden and Spain. , 2013, Journal of safety research.

[18]  Iraj Mohammadfam,et al.  Evaluation of the Quality of Occupational Health and Safety Management Systems Based on Key Performance Indicators in Certified Organizations , 2016, Safety and health at work.

[19]  Nearkasen Chau,et al.  Contributions of occupational hazards and human factors in occupational injuries and their associations with job, age and type of injuries in railway workers , 2007, International archives of occupational and environmental health.

[20]  Mariyam Moumen,et al.  Quality, safety and environment management systems (QSE): analysis of empirical studies on integrated management systems (IMS) , 2017, J. Decis. Syst..

[21]  Sharon Clarke,et al.  Safety leadership: A meta‐analytic review of transformational and transactional leadership styles as antecedents of safety behaviours , 2013 .

[22]  Patrick L. Yorio,et al.  A system of safety management practices and worker engagement for reducing and preventing accidents: an empirical and theoretical investigation. , 2014, Accident; analysis and prevention.

[23]  Nora Balfe,et al.  Total Safety Management: Principles, processes and methods , 2017 .

[24]  I. N. Roman-Muniz,et al.  The associations between occupational health and safety management system programming level and prior injury and illness rates in the U.S. dairy industry , 2016 .

[25]  Jens Rasmussen,et al.  Risk management in a dynamic society: a modelling problem , 1997 .

[26]  Roger G. Schroeder,et al.  The Impact of Quality Management Practices on Performance and Competitive Advantage , 1995 .

[27]  Hafize Yilmaz,et al.  A multiple attribute decision model to compare the firms' occupational health and safety management perspectives , 2017 .

[28]  E. Kevin Kelloway,et al.  Employer safety obligations, transformational leadership and their interactive effects on employee safety performance , 2017 .

[29]  S. Sitkin,et al.  DISTINGUISHING CONTROL FROM LEARNING IN TOTAL QUALITY MANAGEMENT: A CONTINGENCY PERSPECTIVE , 1994 .

[30]  Esteban Lafuente,et al.  An assessment of the OHSAS 18001 certification process: Objective drivers and consequences on safety performance and labour productivity , 2013 .

[31]  Antonio Valenti,et al.  OHS management and employers’ perception: differences by firm size in a large Italian company survey , 2016 .

[32]  Gudela Grote,et al.  Diagnosis of safety culture in safety management audits , 2000 .

[33]  Albert Sesé,et al.  Occupational safety and health in Spain. , 2002, Journal of safety research.

[34]  Christopher Lowe A Human Factors Perspective on Safety Management Systems , 2008, SSS.

[35]  Gilberto Santos,et al.  The main benefits associated with health and safety management systems certification in Portuguese small and medium enterprises post quality management system certification , 2013 .

[36]  Elsa Underhill,et al.  Occupational safety and health management systems in Australia: barriers to success , 2003 .

[37]  Researcher Lise Granerud,et al.  Organisational learning and continuous improvement of health and safety in certified manufacturers , 2011 .

[38]  Jungsun Park,et al.  Creating a Culture of Prevention in Occupational Safety and Health Practice , 2016, Safety and health at work.

[39]  Hale Kaynak,et al.  The relationship between total quality management: practices and their effects on firm performance , 2003 .

[40]  Sylvie Nadeau,et al.  Occupational health and safety risks: Towards the integration into project management , 2012 .

[41]  Tine Herreborg Jørgensen,et al.  Integrated management systems: three different levels of integration , 2006 .

[42]  Christos Papazoglou,et al.  Occupational and public health and safety in a changing work environment: An integrated approach for risk assessment and prevention , 2010 .

[43]  Susana García Herrero,et al.  From the traditional concept of safety management to safety integrated with quality. , 2002, Journal of Safety Research.

[44]  Josiane Nikiema,et al.  Risk management: All stakeholders must do their part , 2008 .

[45]  Beatriz Fernández-Muñiz,et al.  Safety management system: Development and validation of a multidimensional scale , 2007 .

[46]  Iraj Mohammadfam,et al.  Developing an integrated decision making approach to assess and promote the effectiveness of occupational health and safety management systems , 2016 .

[47]  M N Vinodkumar,et al.  Safety management practices and safety behaviour: assessing the mediating role of safety knowledge and motivation. , 2010, Accident; analysis and prevention.

[48]  Roger G. Schroeder,et al.  Customization of quality practices: the impact of quality culture , 2011 .

[49]  S. Ahire,et al.  The impact of design management and process management on quality: an empirical investigation , 2000 .

[50]  S. Ahire The Impact of Design Management on Quality : An Empirical Investigation , 2000 .

[51]  J. Hackman,et al.  Total Quality Management: Empirical, Conceptual, and Practical Issues , 1995 .

[52]  R. Yarahmadi,et al.  Health, safety, and environmental management system operation in contracting companies: A case study , 2016, Archives of environmental & occupational health.