国内外企业安全培训调查及模式的探讨

分析了国际劳工组织、日本和德国企业"双元制"培训模式的基本要点和我国"系统型"、"过渡型"、"组合型"、"发展型"、"顾问型"、"索罗门型"和"螺旋型"企业培训模式的基本要点;以国内大型、中型和小型企业为对象,对2007年和2008年的调查数据进行统计分析,根据"企业"与"个人"对安全培训的响应,揭示了不同企业当前的安全培训现状。结果表明:企业安全培训在借鉴国外先进经验的基础上,逐步趋于规模化、规范化,形成了安全知识结构、安全综合能力、安全管理技能、事故应急救援等方面的复合培训模式;实现了高层次管理人员对安全培训的认同达95%以上,员工对安全培训的认同达89%以上;使员工的安全意识、安全价值观、工作态度和工作技能得以提升,其在工作岗位上的表现达到安全要求,并为企业创造更多的效益。同时笔者还对当前我国企业安全培训工作存在的问题提出了改进意见,对今后各类企业安全培训具有参考价值和借鉴作用。     

Making safety training stickier: A richer model of safety training engagement and transfer

Introduction: Compared to other types of occupational training, safety training suffers from several unique challenges that potentially impair the engagement of learners and their subsequent application or “transfer” of knowledge and skills upon returning to the job. However, existing research on safety training tends to focus on specific factors in isolation, such as design features and social support. The aim of this research is to develop an overarching theoretical framework that integrates factors contributing to training engagement and transfer. Method: We conducted a comprehensive qualitative review of safety training research that was published between 2010 and 2020. We searched Web of Science, Scopus, and Google Scholar, yielding 147 articles, and 38 were included. We content analyzed article summaries to arrive at core themes and combined them with contemporary models of general occupational training to develop a rich model of safety training engagement and transfer. Results: We propose that training engagement is a combination of pre-training factors such as individual, organizational, and contextual factors, that interact with design and delivery factors. Safety training engagement is conceptualized as a three-component psychological state: affective, cognitive, and behavioral. Organizations should prioritize pre-training readiness modules to address existing attitudes and beliefs, optimize the safety training transfer climate, and critically reflect on their strategy to design and deliver safety training so that engagement is maximized. Conclusions: There are practical factors that organizations can use before training (e.g., tailoring training to employees’ characteristics), during training (e.g., ensuring trainer credibility and use of adult learning principles), and after training (e.g., integrating learned concepts into systems). Practical Applications: For safety training to ‘stick,’ workers should be affectively, cognitively, and behaviorally engaged in learning, which will result in new knowledge and skills, improvements in attitudes, and new safety behaviors in the workplace. To enable engagement, practitioners must apply adult learning principles, make the training relevant, and tailor the training to the job and individual needs. After training, ensure concepts are embedded and aligned with existing systems and routines to promote transfer.     

A comparison of safety practices used by managers of high and low accident rate postal delivery offices

This study compared safety practices of managers (supervisors) of high and low accident rate postal delivery offices, particularly with respect to slip, trip and fall accidents. Identification of ‘desirable’ management safety activities was achieved using findings from previous research, manager interviews, and a focus group with Royal Mail senior safety personnel. Interviews were then conducted with 20 Delivery Office Managers (DOMs), drawn equally from matched high and low accident rate offices, to examine use of safety practices. DOMs from low accident rate offices appeared to have improved performance with respect to quality of safety communication, dealing with hazards reported on delivery walks, and accident investigation and remedial action. Efforts to reduce risks from severe weather were limited in both high and low accident offices, seemingly influenced by the organisation's emphasis on maintaining quality of service. Confusion existed regarding footwear entitlements of employees, and none of the sample of DOMs encouraged use of alternative methods of delivery to manual pouch carriage. A model is described illustrating the hierarchy of factors that may affect occurrence of slip, trip and fall accidents within a large organisation. The model indicates that supervisors' impact arises both from their attitudes and their actions. The study supports the finding of previous cross-organisational investigations that supervisors have an important influence on workplace safety.     

Implementing risk management to reduce injuries in the U.S. Fire Service

IntroductionRisk management, a proactive process to identify and mitigate potential injury risks and implement control strategies, was used to reduce the risk of occupational injury in a fire department. The objective of this research was to study the implementation of the risk management process for future replication. A second objective was to document changes in fire personnel's knowledge, attitudes, and behaviors related to the selected control strategies that were implemented as part of the risk management process.MethodA number of control strategies identified through the risk management process were implemented over a 2-year period beginning in January 2011. Approximately 450 fire personnel completed each of the three cross-sectional surveys that were administered throughout the implementation periods. Fire personnel were asked about their awareness, knowledge, and use of the control strategies.ResultsFire personnel were generally aware of the control strategies that were implemented. Visual reminders (e.g., signage) were noted as effective by fire personnel who noticed them. Barriers to use of specific control strategies such as new procedures on the fireground or new lifting equipment for patient transfer included lack of knowledge of the new protocols, lack of awareness/access to/availability of the new equipment, and limited training on its use. Implementation challenges were noted, which limited self-reported adherence to the control strategies.ConclusionsFire personnel generally recognized the potential for various control strategies to manage risk and improve their health and safety; however, implementation challenges limited the effectiveness of certain control strategies. The study findings support the importance of effective implementation to achieve the desired impacts of control strategies for improving health and safety.Practical applicationsEmployees must be aware of, have knowledge about, and receive training in safety and health interventions in order to adopt desired behaviors.     

基于SEM的医院安全脆弱性研究

为准确衡量医院的安全水平,分析医院安全脆弱性影响因素及其关系,首先提炼出基于4个指标,26个因子的医院安全脆弱性概念模型;然后选取10家三甲医院的200名中高层管理者发放问卷,采用SPSS21.0软件对模型进行影响因子验证和修正;最后运用SEM方法,得到指标对医院安全脆弱性的影响路径系数。研究结果表明:人员安全类对医院安全脆弱性影响最大;其次是技术安全类、自然灾害类的脆弱性;另外,4大类脆弱性因素具有直接或间接的影响;医院管理者可以通过加强人员安全培训和管理,提升技术安全措施,预防自然灾害,减少医院安全事故的发生。     

OHS inspectors and psychosocial risk factors: Evidence from Australia

Legislation giving prominence to psychosocial risk factors at work has changed the role of government occupational health and safety (OHS) inspectors in many countries. Yet little is known about how inspectorates have responded to these changes. Between 2003 and 2007 an Australian study was undertaken on OHS standards, entailing detailed documentary analysis, interviews with 36 inspectorate managers and 89 inspectors, and observations made when researchers accompanied inspectors on 120 typical workplace visits. Our study found that general duty provisions in OHS legislation clearly incorporated psychosocial hazards and inspectorates had introduced guidance material, pursued campaigns and increased interventions in this area. However, the regulatory framework remained narrow (focused on bullying/harassment, occupational violence and work stress) and workplace visits revealed psychosocial hazards as a marginal area of inspectorate activity. These findings were reinforced in interviews. While aware of psychosocial hazards inspectors often saw the issue as problematic due to limited training, resourcing constraints, deficiencies in regulation and fears of victimisation amongst workers. In order to address these problems a number of changes are required that recognize the distinctiveness of psychosocial hazards including their ‘invisibility’. Notable here are revisions to regulation (both general duty provisions and specific codes), the development of comprehensive guidance and assessment tools to be used by inspectors, greater use of procedural enforcement, and enhanced inspectorate resourcing and training. There is also a need to recognize complex inter-linkages between psychosocial hazards and the industrial relations context.     

Use of safety barriers in operational safety decision making

Operational personnel in complex hazardous industries are regularly called upon to make decisions that balance the production and safety objectives of their organisation. Regulations and industry standards focus on defining and complying with operating limits of various kinds as the primary method of achieving the right balance. Such limits remove the need in many cases for in-the-moment judgements about safety and production priorities.Focussing solely on the compliance with a pre-defined envelope underestimates the direct contribution to safety from operational managers based on their professional judgement. Research in a chemical plant, a nuclear power station and an air navigation service provider has identified a “line in the sand” approach taken by experienced operating personnel when abnormal situations arise. In developing these situation-specific self-imposed limits, operational managers focus on the status of safety barriers, rather than considering risk from first principles. This approach could form the basis of a new procedure, which lays out the process to be followed in determining how best to proceed (similar to job safety analysis or permit to work). This would acknowledge that such decisions are necessary, assist operational personnel in making better choices and open such decisions to appropriate audit and scrutiny.     

基于柯氏理论的安全培训效果评估模型研究

开展安全培训是提升人员安全意识与技能的有效手段,是减少不安全行为、保障企业安全生产的重要途径。柯氏理论是培训评估中应用最广的方法之一,结合安全管理领域的特点,基于柯氏理论构建了反应层、学习层、行为层、结果层的评估模块,并整合成安全培训效果评估模型,建立了模型的双向循环模式,便于企业查找安全培训存在的不足、制定针对性改进措施。     

我国煤矿安全文化建设现状研究——来自60家煤矿的证据*

为更好地开展煤矿安全文化建设工作,采用安全文化在线分析系统对我国60家煤矿企业的安全文化建设水平进行分析;利用SPSS 22.0软件分析不同人员类别、性别、工龄、文化程度对安全文化得分的影响;对煤矿安全文化建设中部分得分较低的安全文化元素给出整改建议。结果表明:得分低于60分的元素是安全业绩对待方式、总体安全期望;安全文化得分与人员类别、工龄、文化程度显著相关,与性别无显著相关性;煤矿企业应进行针对性培训,并设计和建设合理的安全理念条目、良好的安全理念载体及完善的安全文化培训体系。     

The influence of safety at work on safety at home and during leisure time

It has been argued that the effects of safety programmes extend to safety related behaviour outside the work environment. Data from studies of the behaviour of workers in three industries with a high focus on safety were examined in order to explore this argument. By means of data collected through a questionnaire, safe behaviour and emergency preparedness behaviour at home and during leisure time were measured in a case-control study. The findings indicate that workers in two of the three studies did not transfer safe behaviour from workplaces with a high focus on safety to home and leisure arenas. The safety consciousness acquired by workers at their workplaces in the absence of specially designed home and leisure time intervention projects seems to be insufficiently comprehensive or deep enough to influence safe behaviour in other arenas. While safe behaviour was not transferred, the emergency preparedness behaviour was. This indicates that the contextual and situational aspects of emergency preparedness are shared across risk arenas.     

矿工不安全行为致因分析及控制

探讨和研究人的不安全行为产生原因及控制已成为预防矿难发生的热点问题。针对现场获得的矿工不安全行为（“三违”）事件,从生理和心理效价、经济效价、时间效价、法规执行成本、危险压力成本五个方面进行致因分析,采用模糊聚类方法,选取适当的阈值λ,将不安全行为的产生分为三个基本要素,即:安全知识不足、安全技能不够、安全意识淡薄。鉴于目前对“三违”人员通常采取行政处罚,以及对安全知识和技能的培训流于形式,未能杜绝三违的重复发生,提出了针对不安全行为成因进行针对性的安全教育模式,并且取得了良好效果。     

关于企业安全生产管理人员素质现状及其培训的建议

通过采用取随机抽样调查的方法,对广东省企业安全生产管理人员队伍素质状况(包括学历、年龄结构、从业时间等情况)进行调查分析,得到目前企业安全生产管理人员存在的年青化、学历低、安全管理经验少、安全素质不高的结论。针对广东省企业安全生产管理人员队伍存在的问题,从法规建设、培训机构建设、培训基地建设、师资队伍建设、培训内容、培训考核等方面提出了对安全生产管理人员的培训建议,从而为提高企业安全管理人员素质提供有益参考。     

Change in frontline supervisors’ safety leadership practices after participating in a leadership training program: Does company size matter?

Introduction: The majority of construction companies are small businesses and small business often lack the resources needed to ensure that their supervisors have the safety leadership skills to build and maintain a strong jobsite safety climate. The Foundations for Safety Leadership (FSL) training program was designed to provide frontline leaders in all sized companies with safety leadership skills. This paper examines the impact of the FSL training by size of business. Methods: Leaders, defined as foremen or other frontline supervisors, from small, medium, and large construction companies were recruited to participate in a study to evaluate the degree to which the FSL changed their understanding and use of the leadership skills, safety practices and crew reporting of safety-related conditions. We used linear mixed modeling methods to analyze pre-post training survey data. Results: Prior to the training, leaders from small and medium sized companies reported using safety leadership skills less frequently than those from large ones. After the training, regardless of business size, we observed that the FSL training improved leaders understanding of safety leadership skills from immediately before to immediately after the training. Additionally, leaders reported greater use of safety leadership skills, safety practices, and crew reporting of safety-related conditions from before to two-weeks after the training. However, those from small and medium sized companies reported the greatest improvement in their use of safety leadership skills. Conclusions: The FSL training improves safety leadership outcomes regardless of the size company for which the leader worked. However, the FSL may be even more effective at improving the safety leadership skills of leaders working for smaller sized construction companies or those with lower baseline levels of safety leadership skills. Practical applications: The majority of construction companies employ a small number of employees and therefore may not have the resources to provide their frontline leaders with the leadership training they need to be effective leaders who can create a strong jobsite safety climate. The Foundations for Safety Leadership (FSL) training can help fill this gap.     

Leadership skills for strengthening jobsite safety climate

Introduction: Construction foremen may lack the leadership skills needed to create a strong jobsite safety climate. Many construction companies address this by sending their lead workers to the OSHA 30-h course; however the course does not include a leadership training module. This article describes the development and pilot testing of such a module and evaluation surveys designed to address this training gap. Methods: A 17-member curriculum development team, numerous subject matter experts, and an instructional design company helped us develop a comprehensive set of teaching resources and a set of survey instruments for evaluating the materials' effectiveness on improving safety leadership and safety climate. All materials and surveys were pilot tested with representative members of the target population. Results: Pilot surveys showed high reliability and data collected on the resulting Foundations for Safety Leadership (FSL) module indicated that the majority of foremen thought the training was helpful or valuable, particularly the discussion questions. The majority said they intended to use the skills on the jobsite. With the exception of the role-play activities, the trainers rated highly all other components, especially the videos and discussion questions. Modifications were made to the training materials and surveys based on pilot test findings. The most important result of the development and pilot testing efforts is that the OSHA Training Institute (OTI) included the FSL as an elective in the OSHA 30-h course. Conclusions: The FSL module fills a needed skills gap by providing safety leadership training to all foremen who might otherwise not have access to it through their company or union. The continued success of the FSL training will be ensured by dissemination via the OSHA 30-h course, an established nationwide safety training program. Practical applications: The FSL training module has already been widely accepted by the construction industry as a useful approach for providing construction foremen/See new abstract lead workers with the knowledge and skills they need to become more effective jobsite safety leaders.     

Team-Based Risk Assessment and Action Plans as Participatory Methods for Safe Patient Handling in Two Swedish Municipal Care Homes for the Elderly

Objective. We investigated the usefulness of a team-based risk assessment method in patient transfer situations in municipal care homes for the elderly. Methods. Evaluation of risk assessment and action plans carried out in 2009. Focus group interviews with care givers and one-to-one interviews with managers and occupational therapists. Results. The evaluation showed that action plans and interventions were developed for each resident with identified risk connected with movement/transfer in daily life. Twenty-six patients (28%) of a total number of 94 were assigned to the “no risk” category regarding movement/transfer situations in daily life. The other 68 patients (72%) required further interventions, which were documented in action plans. The interviews indicated that the approach of team-based risk assessment and action plans was perceived as a functional participatory method aiming to improve daily life and work. Conclusion. Systematic team-based risk assessment and action plans benefit staff as well as residents at care homes for the elderly.     

The Effectiveness of a “Break Experiment” from a Long-Term Perspective

The study reports the results of a follow-up evaluation, conducted in 1994, of the impact of a training program for female unskilled metal workers that was implemented at the end of the 1970s. The program was designed to promote occupational skills development, and was first evaluated in 1979. On both occasions of evaluation the investment in training was examined from two perspectives, those of the training participants and management. Data were collected through semistructured personal interviews with key members of personnel management and through a group conversation session with a majority of the original course attendees. Supplementary background information was obtained from documents and records maintained by the organization. At some points, there was a convergence of views on the significance of the training program for occupational skills development, at others a divergence. These convergences and divergences are finally discussed and the findings of the study are related to other research on this particular kind of intervention.     

职业安全培训与教育存在问题及控制对策研究

安全培训是企业安全生产的一项重要的基础性工作,为提高员工安全生产技能、强化安全防范意识、切实提高安全培训效果,围绕企业中的安全培训问题,以对安全培训现状的概述为基础,通过对新员工,接触新设备、新工艺、新技术的员工,从事特种作业的员工等3类特殊群体的安全培训问题深入分析,最后提出意见对策。     

Mental models of safety: do managers and employees see eye to eye?

PROBLEM: Disagreements between managers and employees about the causes of accidents and unsafe work behaviors can lead to serious workplace conflicts and distract organizations from the important work of establishing positive safety climate and reducing the incidence of accidents. METHOD AND RESULTS: In this study, the authors examine a model for predicting safe work behaviors and establish the model's consistency across managers and employees in a steel plant setting. Using the model previously described by Brown, Willis, and Prussia (2000), the authors found that when variables influencing safety are considered within a framework of safe work behaviors, managers and employees share a similar mental model. The study then contrasts employees' and managers' specific attributional perceptions. Findings from these more fine-grained analyses suggest the two groups differ in several respects about individual constructs. Most notable were contrasts in attributions based on their perceptions of safety climate. When perceived climate is poor, managers believe employees are responsible and employees believe managers are responsible for workplace safety. However, as perceived safety climate improves, managers and employees converge in their perceptions of who is responsible for safety. IMPACT ON INDUSTRY: It can be concluded from this study that in a highly interdependent work environment, such as a steel mill, where high system reliability is essential and members possess substantial experience working together, managers and employees will share general mental models about the factors that contribute to unsafe behaviors, and, ultimately, to workplace accidents. It is possible that organizations not as tightly coupled as steel mills can use such organizations as benchmarks, seeking ways to create a shared understanding of factors that contribute to a safe work environment. Part of this improvement effort should focus on advancing organizational safety climate. As climate improves, managers and employees are likely to agree more about the causes of safe/unsafe behaviors and workplace accidents, ultimately increasing their ability to work in unison to prevent accidents and to respond appropriately when they do occur. Finally, the survey items included in this study may be useful to organizations wishing to conduct self-assessments.     

Training trade unionists in ergonomics: Interaction between public policies, trade union practices and the development of research

For a number of years now, enterprises have become increasingly interested in training in the area of health and safety at work. Even though trade unionists and managers see different advantages in such training, they share the same willingness to reduce occupational injuries. Even if demand for training is sometimes limited on purpose (all that is expected of it is to pass on recipes enabling work to be continued without getting hurt), training in safety and health is a privileged point of contact between researchers and trade unionists. But the contact between these two groups of actors in the process of changing working conditions does not happen without raising a number of questions: that of reciprocal mental images of each other, for instance, something which will condition the ways in which their knowledge meets; or the issue of the target groups of training: all the workers or just the delegates representing the workers in cooperation bodies? Other fundamental questions relate to the context in which training takes place: what type of training should take pride of place? What is the role of the expert in this approach? And how should the expert's knowledge be linked in with that of the workers?