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An understanding of the impact of construction workers informal safety communication (CWISC), a form of parallel safety communication between workers, on safety performance among construction workers is crucial in order to develop effective strategies for improving safety performance in the construction industry. However, research remains scant on the impact of CWISC on safety performance. This study empirically aims to test the relationship between these important constructs.

Statistical analysis was used to examine the relationship in a hypothetical model with two latent variables; the exogenous variables represented by two groups of informal safety communication: friends and crew members and the endogenous variables represented by two groups of Safety performance metrics: safety compliance and safety participation, was tested.

The emergent findings revealed that there is a significant relationship between informal safety communication among crew members and safety compliance, and also between informal safety communication among friends on construction sites and safety participation. These findings emphasize the importance of fostering effective safety communication and collaboration within construction crews, as well as recognizing the influence friendships on safety performance. Stakeholders can leverage on these findings to implement policies to improve safety performance.

The study presents insightful practical knowledge on how CWISC impacts safety performance on construction sites. Practical recommendations for organizations are also proposed, e.g., development of team-building activities, platforms for sharing safety-related information and experiences, mentorship programs and initiatives that encourage social interaction among workers.

Construction enterprises are achieving the goal of production safety by increasingly focusing on the critical factor of “human” and the impact of individual characteristics on safety performance. Emotional intelligence is categorized into three models: skill-based, trait-based and emotional learning systems. However, the mechanism of action and the internal relationship between emotional intelligence and safety performance must be further studied. This study intends to examine the internal mechanism of emotional intelligence on safety performance in construction projects, which would contribute to the safety management of construction enterprises.

A structural equation model exploring the relationship between emotional intelligence and safety performance is developed, with political skill introduced as an independent dimension, situational awareness presented as a mediator, and management safety commitment introduced as a moderator. Data were collected by a random questionnaire and analyzed by SPSS 24.0 and AMOS 26.0. The structural equation model tested the mediation hypothesis, and the PROCESS macro program tested the moderated mediation hypothesis.

The results showed that construction workers' emotional intelligence directly correlates with safety performance, and situational awareness plays a mediating role in the relationship between emotional intelligence and the safety performance of construction workers. Management safety commitment weakens the positive predictive relationships between emotional intelligence and situational awareness and between emotional intelligence and safety performance.

This research reveals a possible impact of emotional intelligence on safety performance. Adding political skills to the skill-based model of emotional intelligence received a test pass. Political skill measures the sincere and cooperative skills of construction workers. Using people as a critical element plays a role in the benign mechanism of “Emotional Intelligence – Situational Awareness – Safety Performance.” Improving emotional intelligence skills through training, enhancing situational awareness, understanding, anticipation and coordination and activating management environment factors can improve safety performance. Construction enterprises should evaluate and train workers' emotional intelligence to improve workers' situational awareness and safety performance.

This paper aims to investigate how perceived working conditions affect employee performance, including safety compliance and task performance, through employee well-being (i.e. job satisfaction) in the context of the coal mining sector in China.

This paper uses the job demands-resources model to test the relationships between working conditions, including job demands (work pressure as a challenge demand and perceived risks and hazards in the workplace and ineffectiveness of the safety system as hindrance demands), job resources (interpersonal harmony), job satisfaction and performance. This study adopts a two-wave design with a three-month lag to reduce possible common method bias.

Employees who experienced high level of challenge demands, e.g. time pressure workload, reported higher levels of task performance, and this positive relationship seemed to be robust. There is a direct effect of perceived ineffectiveness of the safety system on task performance, while the relationship between perceived risks and hazards and task performance was fully mediated by job satisfaction. Challenge demands, i.e. work pressure, did not impact much on employees’ well-being, and thus job satisfaction did not mediate the relationship between work pressure and performance. Perceived ineffectiveness of the safety system was negatively associated with safety compliance. This result is not surprising since a lack of effective safety system reflects management’s ignorance of workplace safety, which demotivates employees to enact safe behaviors. In contrast, the presence and implementation of an effective safety system would be interpreted by employees as management exhibiting a high level of commitment. Work pressure was positively not negatively related to safety compliance. One possible explanation for this finding is that the effects of work pressure on safety compliance behaviors might be dependent on contextual factors such as safety climate. Interpersonal harmony moderated the relationships between work pressure and employee performance (both safety compliance and task performance) and the relationship between perceived risks and hazards and task performance, but the role of interpersonal harmony appeared more complex. There was no significant correlation between challenging job demands and individual employee performance when there were higher levels of interpersonal harmony. The relationship between perceived risks and hazards, a hindrance job demand and task performance became positive as interpersonal harmony increased but negative as interpersonal harmony decreased.

This paper provides a robust integrative theoretical framework that better explains the various types of job demands and job resources in the working environment of coal mining sector in China and their relationships to employee performance. The findings also offer valuable guidance for managers trying to identify effective ways to enhance employee performance and safety in the workplace.

Incentives are effective at enhancing productivity, but research also suggests that performance incentives can have “unintended negative consequences” including increases in hazard/injuries, increases in errors, and reduction in cooperation, prosocial behaviors, and creativity. Relatively overlooked is whether, when, and how incentives can be designed to prevent such negative consequences. The authors review literature in several disciplines (construction, healthcare delivery, economics, psychology, and [some] management) on this issue. This chapter, in toto, sheds a generally positive light and suggests that, beyond productivity, incentives can be used to improve other outcomes such as safety, quality, prosocial behaviors, and creativity, particularly when the incentives are thoughtfully designed. The review concludes with several potential fruitful areas for future research such as investigations of incentive-effect duration.

This paper systematically reviewed research work on drivers of teamwork, which will reinforce construction work teams to enhance workers’ safety performance. This study adds to the existing but limited understanding of teamwork drivers on construction workers’ safety performance. This paper presents scholars and industry-based professionals with critical initiatives that have to be implemented in organisations to get positive results in safety while working in teams with an emphasis on systems drivers of teamwork on safety performance at the organisational level, which will help in providing information on the functioning of the teams and contribute towards improved safety performance of team workers.

This study aims to systematically examine the existing body of knowledge on drivers of teamwork by analysing 53 publications from the years 1997–2021. The Scopus search engine was used to conduct a systematic review and germane publications were collated.

According to the findings of the review, since 1997, there has been a burgeoning concern in the research of drivers of teamwork and its impact on workers’ safety performance. After performing a systematic review, 37 drivers of teamwork were identified. The top five drivers are effective communications, team workers’ relations, leadership, shared knowledge and information, and team training. Moreover, it was noted that the United States and Australia have been the international regions of focus for most of the research in the area of drivers of teamwork from the years 1997–2021. The 37 drivers of teamwork are distributed into six major socio-technical components: people drivers; culture drivers; metrics drivers; organisational and management practices and procedures drivers; infrastructure drivers and technology drivers.

The results reported present research scholars and professional practitioners with an overview of the drivers of teamwork that could be implemented in the construction industry to streamline potential implementations and improve safety performance of construction workers.

A list of teamwork drivers has been developed to ratify potential empirical research in the area of construction safety. The results would contribute to the existing but restricted understanding of drivers of teamwork in the construction industry.

Construction safety is heavily affected by using new technologies in this growing trend of technology adoption. Especially, safety performance is enhanced through the utilization of some effective technologies such as artificial intelligence, virtual reality, BIM and wearable devices. Therefore, the main purpose of this study is to investigate the influence of emerging technologies on construction safety performance and quantify the relationship between those. The proposed components of emerging technologies are BIM, GIS, VR, RFID, AI, ML, eye tracking and serious games and wearable devices, whereas the dimensions of construction safety performance are safety planning, safety training, safety inspection and monitoring, safety audits and reviews and safety leadership.

A structural model was composed consisting of emerging technologies and safety performance indicators. Then, a questionnaire was designed and administered to construction professionals, and data from 167 projects were analyzed using structural equation modeling. The data were analyzed by using software, called SPSS AMOS.

The analysis of the structural model proves that there is a positive and significant relationship between emerging technologies and construction safety performance. Moreover, the factor loadings for each factor were found to be high indicating a good representation of the construct by the components developed. Among the technologies, BIM, robotics and automation, AI and wearable devices were detected to be the most significant technologies in terms of impacting safety performance.

The study contributes to the body of knowledge in that it develops a conceptual framework consisting of specific technologies in terms of emerging technologies, reveals the impact of such technologies on safety performance and proposes several tools and strategies for enabling effective safety management along the project lifecycle. Industry practitioners may benefit from the framework developed by adopting such technologies to enhance their safety performance on construction projects.

In the absence of previous work, this study investigates how the psychological contract (PC) influences the safety performance of construction workers in China.

The literature is first consulted to obtain a set of PC and safety performance measures that fits the specific situation of construction workers, which is then moderated by five construction experts. A questionnaire survey of 206 workers from 4 different construction sites is followed by a descriptive statistical analysis of the nature of the PC and level of the safety performance of the respondents. Finally, a regression analysis is used to ascertain the level of influence of the PS, and an analysis is made of the influence of PC on safety performance.

A set of PC and safety performance measures is identified that fits in the construction workers' specific situation. The PC of the respondents is found to be intact and well-performed, and their safety performance is maintained at a high level. Safety performance is highly influenced by the state of the PC, with the three dimensions of safety performance (safety result, safety compliance and safety participation) positively correlated with the three dimensions of the PC (normative, interpersonal and developmental).

Suggestions are made to improve safety production management and safety performance by providing adequate material and economic conditions, helping the workers establish good interpersonal relationships and realize their personal values.

This study aims to (1) investigate the association between companies' investment in occupational safety and their financial performance and (2) discuss the importance of occupational safety to overall performance.

Occupational safety is often considered to be a practice that can yield suboptimal return on investment. However, it is not known whether this belief is substantiated by evidence. A mapping review of the eligible research literature (N = 36) regarding firms' investment in occupational safety and their financial performance, published between 1945 and2018, was carried out in the Web of Science database.

By dispelling myths regarding return on investment associated with occupational safety, the findings of this study underscore financial gains firms can obtain by promoting occupational safety measures in their organizations.

These issues are important because they can help policymakers understand the pressures companies face in terms of occupational safety and financial performance sustainability.

The purpose of this paper is to propose a method for performance assessment of organizations based on integrated approach of knowledge management and safety management using data envelopment analysis, and the proposed model is then applied in the car industry in Isfahan province to be checked. Therefore, deficiencies can be highlighted and possible strategies can be evolved to improve the performance.

As data envelopment analysis is a robust mathematical tool, it has been used to evaluate organizational performance. For discovering the organizational performance of knowledge management and safety management by data envelopment analysis (DEA), the first step is to specify proper criteria. To this end, in this method, the indices in both approaches of knowledge management and safety management were identified. Then, inputs and outputs were specified. Knowledge management and safety management were determined as input indices, and customer satisfaction and accident indicators were the output indices. It is noteworthy that each output index was used one time. In the next stage, performance of organizations was assessed based on both determined approaches and via data envelopment analysis. Finally, the organizations were ranked.

The suggested method was implemented in the car industry in the Isfahan province. The obtained results disclosed that among 12 decision-making units, 4 units are efficient when customer satisfaction is the output and 5 units are efficient when accidents indices are the output. In ranking with customer satisfaction as the output, Sepahan Atlas Pump Company was ranked first via super efficiency method, data envelopment analysis and similarity to ideal solution. In ranking with accidents as the output, Sepahan Atlas Pump Company ranked first via strong efficiency method and Sanatgar Company ranked first via data envelopment analysis and similarity to ideal solution.

Knowledge has been recognized as one of the valuable resources, and knowledge management would greatly effect improvement of job quality. Knowledge level increase is led by better performance and less errors. Consequently, it can enhance the organizational health and safety. There are some studies which have been conducted on safety management or knowledge management performance analysis. The organizational performance evaluation based on integrated approach of knowledge management and safety management is an important issue which is less considered in theory and practice. Thus, the authors have proposed a method which is able to evaluate the organization based on this integrated approach with functional indices, which resulted in accurate results, and finally, ranking can show the organization status to determine proper strategies.

Previous research studies have testified that safety culture positively affects safety performance. However, the progression by which safety culture affects safety performance has not yet been examined. Also, how safety culture affects the overall safety performance at different levels of the organization is yet to be explored. In order to address this issue, the purpose of this paper is to study the effect of multilevel safety culture upon safety performance over time.

A conceptual causal-loop diagram is constructed using the group model building approach to establish the relationship between safety culture components (e.g. psychological, behavioral and situational) and the factors associated with safety performance (e.g. risk level, safety behavior, unsafe conditions, unsafe acts and incident rate). Considering the dynamic nature and intricacy of the safety management system, the system dynamics approach has been employed to develop the model.

The results indicate that the safety culture at the tactical level (middle management) and operational level is much more effective than strategic level (top management) in ameliorating the safety performance of the organization.

The scope of this study is limited to the effect of multilevel safety culture on safety performance. The focus is on the dynamics of personal, behavioral and situational factors of top management, middle management and workers to reinforce the safety performance of the organization. Future research can be protracted to build other models of safety.

First and foremost, the findings summarized in this paper can be implemented by organizations to achieve the total safety culture to upgrade safety performance.

This paper presents the holistic view of multilevel safety culture in an organization’s hierarchy. It shows how multilevel level safety culture in an organization interacts with the safety management system to enhance the safety performance of the organization.