Safety: Productivity and Job Pressures

by Jimmie Hinze, Asst. Prof. of Civ. Engrg.; Univ. of Missouri-Columbia, Columbia, Mo.,
Henry W. Parker, (F.ASCE), Prof. of Civ. Engrg.; Stanford Univ., Stanford, Calif.,

Serial Information: Journal of the Construction Division, 1978, Vol. 104, Issue 1, Pg. 27-34

Document Type: Journal Paper


Research findings showed that field supervisors have a large impact on safety performance through their management practices. Data were collected through personal interviews with construction superintendents. The superintendents were asked primarily about their management practices and their job safety policies. Comparisons were then made between different superintendents on the basis of the frequency of injuries on their jobs. Results showed that the safest superintendents were those who were considered by their superiors to excel in meeting their job costs and their time schedules, i.e., safety and productivity are compatible. It was shown further that the management practices, not the job safety policies, had the greatest impact on job safety. For instance, it was shown that the superintendents with better safety records managed to keep excess pressures from their foremen and workers.

Subject Headings: Occupational safety | Data collection | Construction management | Comparative studies | Accidents | Spreadsheets | Scheduling | Productivity

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