share-net - Introduction

Selected Bibliography

Safety Culture - Part 1

Safety Culture, Part 1

Safety Culture, Part 2

Abbot, H. & Tyler, M. (1997) Safer by Design: A guide to the management and law of designing for product safety. Gower/Design Council, Aldershot. -Buy Me at amazon:

Addley, K. (ed) (1997) Occupational Stress: A Practical Approach. Butterworth-Heinnemann, Oxford. -Buy Me at amazon:

Addley, K. (ed) (1997) Occupational Stress: A Practical Approach. Butterworth-Heinnemann, Oxford.

(1993) Bush Boake Allen Adds a New Fragrance to Success Safety Management Veiligheidsbestuur. Oct 1993, 28-29

Abstract: Describes the safety system as operated by Bush Boake Allen, a South African manufacturer and distributor of food products and fragrances. Apart from physical considerations of the design of the workplace, it is stressed that worker participation in the creation of a safety culture of climate is of great importance.



(1994) Best Practice Case Study : Printing Authority of Tasmania Journal of Occupational Health & Safety Australia & New Zealand Oct 1994, 10 (5) 475-478

Abstract : Looks at the Printing Authority of Tasmania which is acknowledged as making significant progress in fostering better health and safety practices in their workplaces. Changes are consistent in promoting a better safety culture and successfully implementing reform which has led to safer practices.



Anonymous (1990) Developing A Safety Culture : A CBI Report Health & Safety Information Bulletin 3 Jul 1990 No. 175, 5-7

Abstract : Covers the key factors in the development of a safety culture involving senior management commitment, employee participation and staff training.

Anonymous (1992) Defeating The Threat Of Violence At Work Safety Management Veiligheidsbestuur. Nov 1992, 20-21

Abstract : Looks at the various ways of combatting the deleterious effects of violence at work whether caused by internal feuding or by the threat of a breach of security by outside bodies. The establishment of worker morale and the nurturing of a safety culture or climate is seen as being as important as tighter security controls.

Anonymous (1993) EDF's Mercier on the Biggest Maintenance Program in the World Nuclear News. Aug 1993 36 (10) 57-62

Abstract : Discusses the work of Professor David Canter of the Safety Research Unit at the University of Surrey, who was a major contributor to the public enquiries into the Bradford, King's Cross and Hillsborough disasters. Considers how human factors may play a larger part in organisational safety than design factors. Although technological improvements such as better guarding of machinery and safer systems have reduced accident rates, a steady level of accidents are still caused through human error. These accidents can be tackled by improving the safety culture of an organisation through changing people's attitudes to health and safety at work.

Anonymous (1995) Building a Safety Culture Report of the Second Naitonal Conference on Ergonomics, Safety & Health in Construction, Center to Protect Workers' Rights, Washington, D.C. Cooperative Aggreement No.s U02-CCU-308771, U02-CCU-310982 and U60-CCU-306169 54 pages

Abstract : The results of the second National Conference of Ergonomics, Safety, and Health In Construction, held in 1995, were reported. The current state of occupational safety and health in the construction industry was discussed, including recent progress, and obstacles to safety and health improvements. The structure of the industry was described. The roles of the market, government, owners, management and the worker in development of a safety culture were considered. Recommended approaches to improving worker safety and health in the construction industry included developing a greater culture of safety, developing project focus at every construction site, development of benchmark and proposed performance goals, use of an emphasis on results by OSHA, keeping current on international developments in safety and health, using training to reduce accidents and occupational illnesses, combining medical coverage under workers' compensation with general health insurance, improving data collection, researching economic aspects, and expanding research in safety and health.

Anonymous (1996) Empowering the Work Team Safety & Health Practitioner Feb 1996 V14, No 2, 83

Abstract : Suggests the need to incorporate occupational health and safety training into national educational systems in order to create a workplace safety culture and to reduce future accidents.

Anonymous (1997) Human Error Cover up at Paluel Nuclear Eng Int May 1997 V 42, No 514, 4

Abstract : Reports that 2 occasions when the French Paluel 1 reactor was operated outside specified limits, due to human error although overall safety limits were not violated, were rated at level 2 on the International Nuclear Event Scale (INES) due to operator attempts to hide the errors. The French nuclear regulators, USIN, subsequently visited the plant and confirmed that the incidents were a serious failure in the safety culture of the plant.

Arden P (1993) Create A Corporate Safety Culture Safety & Health Feb 1993 147 (2) 60-62

Abstract : Discusses methods of creating a corporate safety culture within organisations. Considers the value of employee empowerment schemes.

Atkinson, P.E. (1990) Creating Culture Change: The key to Successful Total Quality Management. IFS Publications, Kempston

Azjen, I., & Fishbein, M (1980) Understanding Attitudes and Predicting Social Behavior. Englewood Cliffs, N.J: Prentice-Hall.

Ball P W (1993) How To Organise For Improved Safety Nuclear Engineering Int. Sep 1993, 38 (470) 52-53

Abstract : Identifies the underlying factors within an organisation which contribute to safety and describes how to set up a process to achieve a healthy safety culture.



Bandura, A., & Schunk, D.H. (1981) Cultivating competence, self.efficacy, and intrinsic interest through proximal self.motivation. Journal of Personality and Social Psychology, 41 pp 586-98.

Bandura, A. (1977) Social Learning Theory. Prentice-Hall. -Buy Me at amazon:

Bandura, A. (1991) Social cognitive theory of self.regulation. Organizational Behavior and Human Decision Processes, 50 pp 248-287.

Abstract : In social congitive theory human behavior is extensively motivated and regulated by the ongoing exercise of self-influence. The major self-regulative mechanism operates through three principal subfunctions. These include self-monitoring of one's behavior, its determinants, and its effects; judgment of one's behavior in relation to personal standards and environmental circumstances; and affective self-reaction. Self-regulation also encompasses the self-efficacy mechanism, which plays a central role in the exercise of personal agency by its strong impact on thought, affect, motivation, and action. The same self-regulative system is involved in moral conduct although compared to the achievement domain, in the moral domain the evaluative standards are more stable, the judgmental factors more varied and complex, and the affective self-reactions more intense. In the interactionist perspective of social cognitive theory, social factors affect the operation of the self-regulative system



Bandura, A (1986) Social Foundations of Thought and Action: A Social Cognitive Theory. Englewood Cliffs, NJ: Prentice-Hall. -Buy Me at amazon:

Bandura A. (1988) In V. Hamilton, G. Bower, & N Frijda (Eds)., Cognitive perspectives on emotion and motivation. Dordrecht: Kluwer Academic Publishers. -Buy Me at amazon:

Beaumont P; Harris R (1995) Held to Account Occupational Safety & Health Jun 1995, V25 (6), 46-49


Bellamy, L.J., Geyer, T.A.W. & Williams,J.C. (1992) Organisational Management and Human Factors in Quantified Risk Assessment Report 1. Health and Safety Executive. -Buy Me at amazon:

Bennett D (1996) Communications Key to Safety Culture Health & Safety Europe Sept. 1996, 15

Abstract : Describes the approach to health and safety training and management taken by Silentnight Holdings plc. Covers: safety representatives; involvement of the whole workforce; communications; standards and audits.



Bowers, K.S. (1973) Situationism in psychology: An analysis and a critique. Psychological Review, 80 pp 307-336.

Browne M (1994) Off.The.Job Safety Schemes . One Company's Experience Journal of Health & Safety. July 1994, 10, 65-69

Abstract : Following the adoption of a total loss prevention strategy within a plant a number of accidents occurring to employees away from work were identified. The development of a programme to address this problem and identify the benefits from transferring the factory's safety culture into the home environment is reviewed. The work of the factory's active medical team in raising the awareness of employees in health issues is also described.

Buchan, R. (1999) Safety can’t wait: A global campaign for transformational change. SPE/IADC 52797. Published in the Proceedings of the 1999 SPE/IADC Drilling Conference. Amsterdam, March 9-11.

Abstract : The statistics tell a sobering story, about half the lost time injuries in our industry occur on drilling rigs. Industry trends indicate drilling safety performance is on a plateau and there is a growing belief tht the current performance isn't good enough. Faced with this information we have two choices. The first is to do what we do already and accept the inevitable consequence that we will continue to have accidents. The second is to realise that, as an industry, we need to do something different if we are to create a culture where an accident free drilling operation is common place.

This paper describes a process for revealing the underlying culture of the drilling industry and the type of behaviour and organisational changes which need to be made if we are to achieve a permanent step change in safety culture and performance.

In the same context the paper describes the global drilling safety leadership campaign which has been initiated to enroll operators, drilling contractors and service companies to the common cause of improving drilling safety performance by working together on personal commitment, leadership and behaviour.



Burns, T. (1999) Serious Incident Prevention : How to Achieve and Sustain Accident.Free Operations in Your Plant or Company Gulf Publishing Company. -Buy Me at amazon:


Carrillo RAS (1998) Expanding Managers' Leadership Role in Safety Professional Safety pp 43, No6, 38-41

Abstract : Highlights the need for managers to examine and change their ideas on what works in safety terms, and to take a leadership position in creating a new safety culture. Suggests ways in which a manager can devise and develop a new safety culture in response to a shifing global economy.

Carroll J.S. (1998) Safety Culture As An Ongoing Process: Culture Surveys As Opportunities For Enquiry And Change Work & Stress pp 12 No 3, 272-284

Abstract : Presents the example of a department in a nuclear power plant which faced an apparent problem with its safety culture. Describes the response of the department and the ways in which the safety culture project revealed unexpected results on issues surrounding understanding of safety and communications up and down the hierarchy. Ongoing action as a result of the project is outlined 17 refs.

Cavernagh A (1998) Time for a Sea Change Engineer 26 Feb 1998, V286, No7390, 16

Abstract : Details a talk with the new president of the United Kingdom Offshore Operators' Association (UKOOA), Steve Suellentrop. Comments on the government's review of the North Sea tax regime and the shortage of key engineering skills. The presidency coincides with the start of a three-year industry initiative to halve the numbers of serious offshore accidents in the North Sea. Discusses safety culture in the workplace, and environmental impacts on the oil industry.

Clarke, S. (1998) The measurement of safety culture. . Paper presented at the 24th International Congress of Applied Psychology, Safety Culture Symposium, Aug. 9 – 14, San Francisco, Calif. US.

Clarke S (1998) Safety Culture on the UK Railway Network Work & Stress pp 12 No 3, 285-292

Abstract : Discusses the possible repercussions of privatising the railway netwiork in the context of safety culture research. Presents an overview of the safety management systems in place in British Rail before privatisation and suggests that much of the criticism of that organisation's safety culture may be related to the lack of mutual trust between employees and managers. Puts forward the view that communications problems will be compounded by privatisation. 22 refs.

Cohen, A., Smith. M, Cohen. H.H (1975) Safety programme practices in high vs. low accident rate companies – An interim report. US Department of Health, Education and Welfare, Publication No. 75 – 185, Cincinnati, Ohio: National Institute for Occupational Safety and Health.

Cohen, A. (1977) Factors in successful occupational safety programs. Journal of Safety Research, 6 pp 168-178.

Abstract : A review of relevant research on successful occupational safety programs reveals a number of factors of particular consequence. Evidence of a strong management commitment to safety and of frequent, close contacts between workers, supervisors, and management on safety matters loom as the two most influential and dominant factors. Other relevant factors include workforce stability and personnel practices that promote such stability (i.e. well developed selection, job placement, and advancement procedures), stringent housekeeping and effective environmental controls, training emphasis on early indoctrination and follow-up instruction, and special adaptation of conventional safety practices to enhance their suitability to the workplaces in question. Overall, it was suggested that maximally effective safety programs in industry will be dependent upon those practices that caen successfully deal with "people" variables.

Confederation of British Industry (1991) Developing a Safety Culture. Confederation of British Industry, Centre Point, 103 New Oxford Street, London WC1A lDU. -Buy Me at amazon:

Cooke, R.A. & Rousseau, D.M. (1988) Behavioural norms and expectations: A quantitative approach to the assessment of organizational culture. Group and Organization Studies, 13 pp 245-273.

Cooper, J.O., Heron, T.E., & Heward, W.L. (1987) Applied Behaviour Analysis. Columbus. OH: Merrill Publishing Co.

Cooper, M.D. & Phillips, R.A. (1995) Killing two birds with one stone: Achieving total quality via total safety management. Leadership & Organization Development Journal, 16 pp 3-9.

Abstract : Describes how problems associated with Total Quality Management (TQM) can be overcome by adopting a Total Safety Management (TSM) approach. TQM problems of definition, measurement systems, resourcing, implementation, and measurement of culture are identified. TSM strategies to overcome these problems are advocated that result in increased quality, reliability and competitiveness, while also satisfying legislative requirements for safety. A variant of Bandura's (1986) model of 'reciprocal determinism' is outlined to assist in the ongoing analyses and implementation of a positive safety culture. The model proposed takes into account the dynamic inter-relationships between safety climate, safety management systems and motivational strategies to improve safety behaviour. Supporting evidence suggests that this model may have considerable utility when applied to other forms of organizational cultures.

Cooper, M.D. (1998) Improving Safety Culture: A Practical Guide. J. Wiley & Sons, Chichester. -Buy Me at amazon:

Cooper, M.D. (1997) Evidence from safety culture that risk perception is culturally determined. International Journal of Project and Business Risk Management, 1 pp 185-201.

Cotton, J.L. (1993) Employee Involvement: Methods for Improving Performance and Work Attitudes. Sage Publications, Newbury Park, Calif. -Buy Me at amazon:

Cox, S. & Cox, T. (1996) Safety, systems and people. Oxford: Butterworth-Heinemann. -Buy Me at amazon:

Cox, S. & Tait, R. (1998) Safety, Reliability and Risk Management: An Integrated Approach. (2nd ed). Butterworth-Heinemann, Oxford. -Buy Me at amazon:

Cox S & Flin R () Safety Culture: Philosopher's Stone or Man of Straw Work & Stress pp 12 No 3, 189-201

Cullen, W.D (1990) The Public Inquiry into the Piper Alpha Disaster . HMSO, London. -Buy Me at amazon:

Dansereau, F. (Jnr), Alutto, J.A., & Yammarino, F. (1984) Theory Testing in Organisational Behavior: The variant approach. Englewood Cliffs, NJ: Prentice-Hall.

Dansereau, F. (Jnr) & Markham, S. (1987) In: K Rowland & J Ferris (Eds). Research in Personnel and Human Resources Management. Greenwich, CT: JAI Press. -Buy Me at amazon:

Davies, G.F., & Powell, W.W. (1992) . In: Dunnette M.D., Hough L.M. (Eds) Handbook of Industrial and Organizational Psychology, pp 315 – 375. -Buy Me at amazon:

Davies, L.J (1988) Understanding organizational culture: a soft systems perspective. Systems Practice, 1 pp 11-30.

Dawson, S. (1996) Analysing Organisations (3rd ed) Macmillan Business, Basingstoke. -Buy Me at amazon:

Deal, T., & Kennedy, A. (1988) Corporate Cultures. Reading, MA: Addison-Wesley. -Buy Me at amazon:

Doctor S (1998) Mine Safety Down Under Safety & Health, May 1998, V157, No 5, 26-27


Abstract : Analyses safety in Australian mines listing factors linked to "unacceptable" levels of fatalities, including: using contractors, flawed ground control; slowness to implement risk-management principles; inadequate supervision consultation and work practices; poor safety culture and training. Assesses recommendations.



Doke L (1996) State.of.the.Art Safety Creates Star of the Nuclear Age Safety Management Veiligheidesbestuur. Feb 1996, 8-15

Abstract : Discusses the safety culture engendered in the operation of South Africa's Koeberg nuclear power station. Areas such as hazards, radiation exposure, medical care for workers, occupational hygiene, nuclear waste and environmental protection are discussed in relation to the Koeberg plant.



Doke L (1997) Training ad Precision are Brewing a Powerful Safety Culture Safety Management Veiligheidsbestuur. May 1997, 10-13

Abstract : Discusses the factors which contribute to the safety culture practised by the South African brewery SAB Pietersburg and highlights such areas as safety committees and risk management.

Douglas, M. (1985) Risk Acceptability According to the Social Sciences. N.Y.: Russell Sage. -Buy Me at amazon:

Dyer C (1998) Safety Culture at Costeel Health & Safety Bulletin March 1998 No. 267, 11-23


Abstract : In the past ten years, CoSteel has overhauled its approach to safety, and claims its safety has improved as a result. The steel sector's trade union, derecognised by the company in 1992, disputes this. Considers the arguments and concludes that whilst overall comparisons of safety performance are difficult to make it would appear that CoSteel's performance has been as good if not better than other comparable United Kingdom companies. However the CoSteel accident statistics for 1997 reveal a deterioration in safety performance with the number of injuries doubling and lost time accidents rising from zero to seven.



Eagly, A.H., & Chaiken, S. (1993) The Psychology of Attitudes. Fort Worth. Harcourt Brace Jovanovich. -Buy Me at amazon:

Eckenfelder, D.J. (2000) Safety Culture Enrichment: Why take the Circle Route? Professional Safety, 45 (5) pp 42-43.

Eckhardt R (1996) Practitioner's Influence on Safety Culture Professional Safety July 1996 V 41, (7),


Abstract : Discusses the concept of industrial culture as it affects safety in order to promote a more universal understanding of the accident phenomenon. Aims also to help safety managers identify areas in which their efforts will have the greatest impact.

European Union (1997) Priorities and strategies in occupational safety and health policy in the member states of the European Union. European Agency For Safety and Health at Work, Bilbao. -Buy Me at amazon:

Everley M (1995) School's Out . Safety's In. Part 2 Health & Safety at Work May 1995 V17 (5) 31-33

Abstract : Stresses that successful management of health and safety during out of school activities stems from a positive safety culture within the school. Looks particularly at managing health and safety during physical education pursuits, field trips, school journeys and on work experience placements.

Festinger, L. (1957) A Theory of Cognitive Dissonance. Stanford. Calif. Stanford University Press -Buy Me at amazon:

Feyer, A.M. & Williamson, A. (eds) (1998) Occupational Injury: Risk, Prevention and Intervention Taylor & Francis, London. -Buy Me at amazon:

Flin, R., Salas, E., Strub, M.H., & Martin, L. (1997) Decision Making under Stress: Emerging Themes and Applications. Ashgate Publishing, Aldershot. -Buy Me at amazon:

Flin, R (1998) Safety culture: Identifying and measuring the common features. Paper presented at the 24th International Congress of Applied Psychology, Safety Culture Symposium, Aug. 9 – 14, San Francisco, Calif. US.

Friend, M.A. & Pagliari, L.R. (2000) Establishing a Safety Culture: Getting Started. Professional Safety, 45(5) pp 30-32.

Frosdick S (1995) 'Safety Cultures' in British Stadia and Sporting Venues: Understanding Cross.Organizational Collaboration for Managing Public Safety in British Sports Grounds Disaster Prevention and Management V4, No 4, 13-21

Abstract : Presents the findings from recent research into the management of public safety risks in British sports grounds. Discusses the concept of 'safety culture' and briefly sets out the methodology adopted for the study. Reveals the four contrasting, viable and archetypical models of organizing the cross-organizational collaboration required for public safety risk management in British stadia and other sporting venues. Concludes by drawing out some implications for public policy. 20 refs.

Fry, J.N. & Killing, D.J. (1989) Vision Check Business Quarterly, Canada, 54 pp 64-69.

Furnham, A. & Gunter B. (1993) Corporate Assessment. Routledge, London -Buy Me at amazon:

Gates E (1994) Home.Grown Safety Is Best Health & Safety at Work Aug 1994 16 (8) 17-18


Abstract : Safety culture can founder on management attitude. The crucial factor for a small company, according to Professor Richard Booth of Aston University is whether the management believe their premises and processes to be risky or not. If they think they have a problem at all it is more likely to relate to a visit by a Factory Inspector or a requirement by their suppliers or distributors. The law is a "duty" with, in their experience, little personal relevance. On this precept looks at risk analysis and assessment in small firms.

Geller, E.S. (2000) 10 Leadership Qualities for a Total Safety Culture Professional Safety, 45 (5) pp 38-41.

Geller, S. (1989) Managing occupational safety in the auto industry. Journal of Organizational Behavior Management, 10 pp 181-185.

Glendon, A.I. & McKenna, E. (1995) Human Safety & Risk Management Chapman & Hall, London. -Buy Me at amazon:

Glendon, A. I. & Stanton, N. (1998) Safety culture: Top down and bottom up approaches. Paper presented at the 24th International Congress of Applied Psychology, Safety culture Symposium, Aug. 9–14, San Francisco, Calif. US.

Abstract : Through an overview of selected key elements from the literature this paper locates the notion of safety culture within its parent concept of organisational culture. A distinction is drawn between functionalist and interpretive perspectives on organisational culture. There is clarification of the terms 'culture' and 'climate' as they are typically applied to organisations as well as to safety. A contrast is drawn between strategic top down and data-driven bottom up approaches to an illustrative aspect of safety - human factors interventions. A case study of safety culture change is presented to illustrate two approaches to measurement. Key issues for future study include valid measurement of safety culture.

Goodwin A (1994) Developing A Safety Culture Environmental Health April 1994, 102 (4) 96-97

Abstract : Examines how two people may have different ideas of what the term safety culture means. Suggests that the phrase safety culture should be banished and that employers look instead at the true development of safety awareness as a means of preventing accidents.

Gore B (1993) On The Fast Track Occupational Safety & Health Feb 1993 23 (2) 14-16, 18-20

Abstract : Describes how the safety culture of Shell had a significant effect on the progress and completion of a new natural gas liquid (NGL) plant at Mossmorran, Scotland. Also discusses the view of Shell's northern plant construction manager that management strategy for future construction projects needs to change to reduce the numbers of incidents due to increased manpower, telescoped schedules and the vulnerability of new starters.

Grimaldi, J. V., & Simonds, R. H. (1975) Safety management (3rd. edition) Homewood, IL: Irwin

Guest, D.E., Peccei, R., & Thomas, A. (1994) Safety culture and safety performance: British Rail in the aftermath of the Clapham Junction disaster. Occupational Psychology Conference of the British Psychological Society, 3-5 January, Birmingham.

Abstract : This study has two central aims. The first is, through the use of in-depth interviews, including the critical incident technique and the repertory grid, to identify and characterise the safety culture among permanent way staff in British Rail. The second is to explore any association between the "local" safety culture and the level of accidents. The results reveal clear characteristics of a safety culture and differences in the general climate and in perceptions of safety consciousness between the high and low accident sections. A range of general and specific defensive attributions appear to be operating, more especially in the high accident sections, which militate against acceptance of personal responsibility for safety.

Guldenmund, F.W. (1998) The nature of safety culture: A review of theory and research. Paper presented at the 24th International Congress of Applied Psychology, Safety culture Symposium, Aug. 9–14, San Francisco, Calif. US.

This paper reviews the literature on safety culture and safety climate. The main emphasis is on applied research customary in the social psychological or organisational psychological traditions. Although safety culture and climate are generally acknowledged to be important concepts, not much consensus has been reached on the cause, the content and the consequences of safety culture and climate in the past 20 years. Moreover, there is an overall lack of models specifying either the relationship of both concepts with safety and risk management or with safety performance. In this paper, safety culture and climate will be differentiated according to a general framework based on work by Schein (1992 Schein) on organisational culture. This framework distinguishes three levels at which organisational culture can be studied _¯¯ basis assumptions, espoused values and artefacts. At the level of espoused values we find attitudes, which are equated with safety climate. The basic assumptions, however, form the core of the culture. It is argued that these basic assumptions do not have to be specifically about safety, although it is considered a good sign if they are. It is concluded that safety climate might be considered an alternative safety performance indicator and that research should focus on its scientific validity. More important, however, is the assessment of an organisation's basic assumptions, since these are assumed to be explanatory to its attitudes.

HSE Books (1993) ACSNI Study Group On Human Factors. Third Report: Organising For Safety HSE Books, 1993 100pp

Hale, A. & Baram, M. (eds) (1998) Safety Management: The challenge of change. Pergamon, Elsevier Science, Oxford. -Buy Me at amazon:

Hansen, L.L. (2000) The Architecture of Safety Excellence Professional Safety, 45, pp 26-29

Harrison, P.I. (1992) Organisational Management and Human Factors in Quantified Risk Assessment Report 2. Health and Safety Executive. -Buy Me at amazon:

Health & Safety Executive (1998) Managing Risk: Adding Value. HSE Books, Sudbury. -Buy Me at amazon:

Health & Safety Executive (1989) Human Factors in Industrial Safety. HS(G)48, HMSO, London. -Buy Me at amazon:

Health & Safety Executive (1995) Organisational, Management and Human Factors in Quantified Risk Assessment Health and Safety Executive. -Buy Me at amazon:

Health & Safety Executive (1997) Successful Health and Safety Management. HS(G)65. HMSO, London. -Buy Me at amazon:

Health and Safety Executive. (1998) Human and Organizational Factors in Offshore Safety. Health and Safety Executive. -Buy Me at amazon:

Health and Safety Executive. (1993) Safety Management of Process Faults: Human Factors in Control Design Health and Safety Executive. -Buy Me at amazon:

Health and Safety Executive. (1999) Safety Culture: Giving Staff a Clear Role Health and Safety Executive. -Buy Me at amazon:

Heinrich, H.W., Peterson D. & Roos N. (1980) Industrial Accident Prevention. McGraw-Hill, New York.

Heinrich, H. W., Peterson, D., & Roos, R (1980) Industrial accident prevention. New York: McGraw-Hill

Heinrich, H. W. (1954) Industrial Accident Prevention: A scientific approach (4th ed) New York: McGraw-Hill

Higson, N. (1996) Risk Management: Health and Safety in Primary Care. Butterworth-Heinemann, Oxford. -Buy Me at amazon:

Hofstede, G. (1990) Cultures and Organisations: Software of the Mind. McGraw-Hill: London.

Hurst N (1997) From Research to Practical Tools . Developing Assessment Tools for Safety Management and Safety Culture Journal of Loss Prevention in the Process Industry Jan 1997 V 10, No 1, 63-66


Abstract : Illustrates how findings from research work have been used to develop practical tools for the assessment of safety management systems and attitudes to safety at major hazard sites. Emphasises the practical utility of research work in the field of health and safety. The author is a member of staff of the Health and Safety Executive.

IAEA (1988) Basic Safety Principles for Nuclear Power Plants. Safety Series No 75- INSAG-3, International Atomic Energy Agency, Vienna -Buy Me at amazon:

Institute of Marine Engineers (1999) New Safety Culture: Conference Proceedings. Institute of Marine Engineers -Buy Me at amazon:

International Atomic Energy Agency (1998) Examples of Safety Culture Practices. International Atomic Energy Agency -Buy Me at amazon:

International Atomic Energy Agency (1999 ) Developing Safety Culture in Nuclear Activities: Practical Suggestions to Assist Progress. International Atomic Energy Agency -Buy Me at amazon:

International Labour Office. (1986 ) Accident Prevention. International Labour Office, Geneva. -Buy Me at amazon:

International Labour Office. (1999) Accident Prevention on Board Ship at Sea and in Port . International Labour Office. -Buy Me at amazon:

Jack L A (1997) Tunnel Vision Occupational Health & Safety Canada Jan/Feb 1997 V 13, No 1, 32-37

Abstract : Describes a fatal accident on the Toronto Transit Commission (TTC) subway in Canada, in August 1995, and considers the deterioration in the organisation's safety culture that preceded the accident. Among the problems identified are: lack of trust between train crews and control; recurring problems with malfunctioning signals; a belief among managers in the excellence of their system, which blinded them to its shortcomings; cuts in preventive maintenance and poor management structure.

Jick, T. D (1979) Mixing qualitative and quantitative methods: Triangulation in action. Administrative Science Quarterly, 24 pp 602-611.

Johnson, G., & Scholes, K. (1999) Exploring Corporate Strategy. 5th Edition. Prentice-Hall. Europe. -Buy Me at amazon:

Johnson, G. (1992) Managing strategic change – strategy, culture and action. Long Range Planning, 23 pp 9-19.

Jones C L (1997) Tower of Strength Mining Technology Mar 1997 V79, No 907, 73,75-77,79-80

Abstract : Describes the events surrounding the employee buy-out of the Tower Colliery in Wales. Safety is among the aspects considered. Outlines the improvements that have been made in safety management and the strengthening of the safety culture. These have been achieved through improved management, equipment and worker involvement.

Juniper / Ring.bound (1995) Human Factors in Safety Gower Publishing Limited. -Buy Me at amazon:

Kabanoff, B. & Holt, J. (1994) Changes in the espoused values of Australian organisations 1986.1990. Paper presented at the National Academy of Management Conference, Dallas, Texas


Abstract : We compared the frequency with which 85 Australian organisations espoused nine values (authority, leadership, teamwork, commitment, rewards, normative, participation, performance and affiliation) in 1986-1988 and 1989-1990 through a content analysis of annual reports, internal magazines, and mission statements. We studied value changes both by comparing the frequency of references to single values in the two periods and the frequency with which four, distinctly different value structures (Elite, Leadership, Meritocratic, and Collegial) occurred among organisations in each period. Univariate comparisons over the whole sample revealed only one significant difference - an increase in Commitment references over time. Comparisons based on groups of organisations with different value structures indicated both a preponderance of organisations with Elite values at time one, and that initially Elite organisations showed most evidence of value change. The findings are discussed in terms of the way univariate comparisons of mean shifts in values can mask the presence of significant differences in patterns of value change between organisations, and the utility of content analysis for measuring organisational values unobtrusively. Possible explanations for some of the changes observed are considered.



Kabanoff, B. (1991) Equity, equality, power and conflict. Academy of Management Review, 16 pp 416-441.

Karasek, R. & Theorell, T. (1990) Healthy Work: Stress, Productivity and the Reconstruction of Working Life. Basic Books. -Buy Me at amazon:

Kennedy, R. & Kirwan, B. (1995) In: A. Carnino & G. Weimann (Eds), Proceedings of the International Topical Meeting on Safety Culture in Nuclear Installations. (Vienna: American Nuclear Society of Austria). pp 281-290.

Kennedy R & Kirwan B (1998) Development of a Hazard and Operability.Based Method for Identifying Safety Management Vulnerabilities in High Risk Systems Safety Science pp 30 No 3, 240-274

Abstract : Describes the Safety Culture Hazard and Operability (ScHAZOP) approach to safety management and safety culture assessment, arguing its advantages over other approaches in the way specific safety management vulnerabilities and targeted resolution of such vulnerabilities can be identified. The development of the method, examples of its application and the way forward with this methodology are discussed. 43 refs.

King, R. (1998) King's Safety in the Process Industries (2nd ed). Edward Arnold, London. -Buy Me at amazon:

Kirwan, B. & Ainsworth, L.K. (eds) (1992) A Guide to Task Analyses. Taylor & Francis, London. -Buy Me at amazon:

Kohn, J.P. (1996) Fundamentals of Occupational Safety and Health. Rockville, MD: Government Institutes. -Buy Me at amazon:

Komaki, J.L. (1998) Leadership from an Operant Perspective Routledge, London. -Buy Me at amazon:

Kondo J (1996) The Spirit of Safety : Oriental Safety Culture Nuclear Engineering & Design Sept 1996, V 165, no 3, 281-287


Abstract : Presents an oriental approach to the concept of safety culture in the operation of large systems such as nuclear power plants and examines how the process decision program chart (PDPC) would be a useful tool in indicating the causes of an accident.

Kono, T. (1990) Corporate culture and long.range planning. Long Range Planning, 23 pp 9-19.

La Porte, T. (1996) High reliability organisations: unlikely, demanding and at.risk. Journal of Contingencies and Crisis Management, 4 pp 60-71.

Lack, R.W. (ed). (1996) Essentials of Safety and Health Management. Lewis Publishers, CRC Press. -Buy Me at amazon:

Langdon B (1997) A Review of Safety at Privatised Coal Mines Mining Technology June 1997 V 79, No 910, 139-143


Abstract : Outlines the findings of a review by the Mines Inspectorate of the Health and Safety Executive (HSE) into the maintenance of safety standards following the privatisation of the British coal mining industry. Aspects considered include: safety culture and the attitude to safety; the use of safety incentive schemes; communications; continued working to the British Coal Corporation's (BCC) operational instructions and other safety instructions; training; contractors; reporting of injuries and dangerous occurrences and statistics. The author is a member of staff of the Health & Safety Executive.

Lee T (1998) Assessment of Safety Culture At A Nuclear Reprocessing Plant Work & Stress pp 12 No 3, 217-237

Abstract : Describes a detailed survey of attitudes towards safety at the Sellafield site of British Nuclear Fuels (BNF). The survey covered a variety of safety aspects incuding procedures, risks, job satisfaction, training and control and design of plant. Considers data analysis and presents results. 32 refs.

Leeming J R (1997) Engineering a Culture Change Mining Technology Nov 1997 V 79, No 915, 279-286

Abstract : Further improving the health and safety performance of a company by hardware engineering means has limited potential. To derive a lasting improvement requires the workforce to work safely at all times, even when not directly supervised, and be unwilling to take risks. In order to do this, a strong safety culture needs to be in place. Studies have shown that a poorly performing site will have a weakness in this area, which when improved has a marked effect on the overall health and safety performance. Demonstrates how improvements to the safety culture can be cultivated by management, and highlights the benefits realised. The author is a member of staff of the Health & Safety Executive.

Lees, F.P. (1996) Loss Prevention in the Process Industries: Hazard Identification, Assessment and Control (2nd ed). Butterworth-Heinemann, Oxford -Buy Me at amazon:

Lindgard, H. & Rowlinson, S. (1994) Construction site safety in Hong Kong. Construction Management & Economics, 12 pp 501-510.

Locatelli, V. & West, M.A. (1996) On elephants and blind researchers: methods for accessing culture in organisations. Leadership & Organisational Development Journal, 17 pp 12-21.

Locke E.A. & Latham, G.P. (1990) A Theory of Goal Setting and Task Performance. Prentice-Hall. -Buy Me at amazon:

Louise, M.R. (1985) In: P.J. Frost, L.F. Moore, M.R. Louise, C.C. Lundberg, & J. Martin (Eds). Organizational Culture Newbury Park, CA: Sage. pp 73-93.

Lucas, D.A () In: M.H. Walter and R.F. Cox (Eds). Proceedings of the Safety and Reliability Society Symposium Sept 1990, Altrincham. Elsevier Applied Science Publishers, London

Lundberg, C.C. (1990) Surfacing organisational culture. Journal of Managerial Psychology, 5 pp 19-26.

Marshall V C (1994) Flixborough : The Beginning of a Cultural Revolution Loss Prevention Bulletin June 1994, 117, 1-5

Abstract : Looks at the lessons which were learnt in the management of major chemical hazards in the wake of the Flixborough disaster in 1974. The previously predominant safety culture of a tactical, shop-floor based approach is described and its replacement by a strategic approach, originating in the boardroom, is justified.

Martland D; Henry B (1997) From Theory to Best Practice . The Changing of a Culture Safety & Health Practitioner Oct 1997, V 15, No 10, 28-32

Maurino, D.E., Reason, J., Johnston, N., & Lee, R.B. (1995) Beyond Aviation Human Factors. Ashgate Publishing, Aldershot. -Buy Me at amazon:

May, J. (1998) Safety since Piper Alpha. Offshore International. pp 125-127.

Abstract : Assesses the progress in offshore safety performance in the ten years since the Piper Alpha disaster. Considers: the industry's immediate response; the Cullen inquiry; workforce participation; safety guidelines; and the United Kingdom (UK) safety record today. Concludes that operators are integrating their UK procedures into their worldwide activities with particular focus on the application of safety cases and management systems, which will assist in developing an international safety culture within their operations and, ultimately, a safer industry worldwide.

Mechanical Engineering Publications (1993) Successful Management for Safety Mechanical Engineering Publications -Buy Me at amazon:

Michaud, P.A. (1995 ) Accident Prevention and OSHA Compliance. Lewis. -Buy Me at amazon:

Mill, R.C. (1992) Human Factors in Process Operations. Institution of Chemical Engineers, Coventry. -Buy Me at amazon:

Morris R (1994) Safety in Depth Railway Gazette International. May 1994 150 (5) suppl., 14-17

Abstract : Describes the planning for safety undertaken by the constructors and operators of the Channel Tunel rail link. To ensure that the Channel Tunnel meets stringent risk criteria and inspires confidence amongst potential customers five main factors have been brought into play: designing, engineering and manufacturing safe equipment and providing a safe system by planning out hazards; recruitment of high-calibre staff whose training includes "safety culture"; production of a safety case; dynamic safety management system; accident/incident analysis designed to discover root causes of problems.

National Safety Council (1991) Accident Facts Chicago

National Safety Council (1996) Accident Facts Chicago

Naude S (1994) It Keeps Going Right For Toyota, Safety Included Safety Management Veiligheidesbestuur. Aug 1994, 10-12, 14

Abstract : Looks at the safety culture programme of Toyota's Prospection plant in South Africa and stresses that top-level support plays a major part in its success.

Pardy W (1991) Out With The Old Accident Prevention May 1991 38 (4) 11-16


Abstract : Criticises existing safety culture in Canada, laying blame on management for poor communication, accountability and employee involvement. Outlines a six-step process to develop a safety strategy including: integrating safety in corporate culture; empowerment of employees in safety performance improvement; encouragement of reporting; improved accountability for accident costs; improvement of existing measures; and quantification of the safety process, including use of a system of multiple measures such as International Safety Rating System (ISRS).

Parkes, K.R. (1993) Human Factors, Shift Work and Alertness in the Offshore Oil Industry. Health and Safety Executive, Sudbury. -Buy Me at amazon:

Payer, H. (1998) ISM Code: The future impact. Safety at Sea, 350 pp 12-14.

Abstract : Considers the prospect of a safety culture developing in shipping following the introduction of the International Safety Management (ISM) code. Looks at the ISM code as a safety of life at sea (SOLAS) requirement; the human element; safety culture; definitions, and industry self-regulation. Concludes that in order to make the ISM code a success it will be the task of all parties involved to actively promote this change in culture on all levels.

Pennings, J. & Gresov, C. (1986) Technoeconomic and structural correlates of organisational culture: An integrative framework. Organization Studies, 7 pp 317-334.

Peponis, J. (1985) The spatial culture of factories. Human Relations, 38 pp 357-390.

Peterson D (1993) Establishing Good 'Safety Culture' Helps Mitigate Workplace Dangers Occupational Health & Safety Jul 1993. 62 (7) 20, 22-24

Abstract : The elements of a safety programme are the tools managers, supervisors and workers use. Achieving agreement or alignment on how the safety elements will be used must be done to create a true safety culture. Obstacles to the growth of a safety culture include lack of communication and understanding between different levels of the organisation, which can be overcome by analysing workers' perceptions of the company's safety culture and then using this knowledge to assist with the assessment of the current situation and the planning and implementation of specific changes.

Pidgeon, N. (1998) Safety culture: Key theoretical issues. Work & Stress, 12 pp 202-216.

Abstract : Outlines four key theoretical questions for safety culture researchers: the fact that culture acts simultaneously as a precondition both for safe operations and for the oversight of incubating hazards; the challenge of dealing with complex and ill-structured hazardous situations; the need to consider the construction of risk perception in workgroups; and the fact that institutional politics and power are critical for determining the achievement of safety culture goals. 60 refs.

Pierce, D.F. (1998) Does organizational streamlining hurt safety & health. Professional Safety, 43(12) pp 36-40.

Pomfret B (1994) Developing A Safety Culture Based On Quality Safety Management Veiligheidsbestuur. March 1994, 39-40

Abstract : Argues that managers should integrate their safety effort through a quality management system and not as a satellite function.

Poole J (1994) The Prevention of Industrial Accidents Occupational Health. June 1994 46 (6) 208-211

Abstract : Considers ways in which principles of total quality management (TQM) can be linked with health and safety issues in order to reduce the number of accidents in the workplace. Covers: a positive safety culture; safety policies; commitment of senior management; empowerment of employees in developing safe systems of work; goal setting. Also considers the implications of lack of training, shiftwork, alcohol and drug abuse, diabetes and legislation. 20 refs.

Potgieter P (1994) Teamwork Is Consol's Five.Star Secret Safety Management Veilgheidsbestuur June 1994, 10-15


Abstract : Looks at the safety record of Consol Glass Wadeville, South Africa, which started on the National Occupational Safety Association (NOSA) programme in March 1991 and achieved four stars at their first grading. The key elements to their success are discussed, these include teamwork and participation, and training leading to a safety culture.

Purvis N (1997) Safety: An Engineering Issue Professional Engineering pp 10 No 1, 34

Abstract : Emphasises the fact that in order for a safety culture to be successful in a firm, commitment to it must start at boardroom level and complacency can never be allowed to become acceptable.

Pybus, R. (1996) Safety Managment: Strategy and Practice. Butterworth-Heinemann -Buy Me at amazon:

Rajecki. D.W. (1990) Attitudes (2nd ed). Sinauer Associates, Inc. Publishers, Sunderland, Massachusetts

Reason, J. (1990) Human Error Cambridge University Press -Buy Me at amazon:

Reason, J. (1990) The contribution of latent human failures to the breakdown of complex systems . Philosophical Transactions of the Royal Society, Series B.327 pp 475-484.

Reason, J. (1993) In: Wilpert B., and Qvale T. (Eds) Reliability and Safety in Hazardous Work Systems: Approaches to Analysis and Design. Psychology Press. -Buy Me at amazon:

Reason, J (1997) Managing the Risks of Organisational Accidents Ashgate Publishing, Aldershot, UK. -Buy Me at amazon: