Toward a model for forming psychological safety climate in construction project management

Shen, Yuzhong, Tuuli, Martin M., Xia, Bo, Koh, Tas Yong, & Rowlinson, Steve (2015) Toward a model for forming psychological safety climate in construction project management. International Journal of Project Management, 33(1), pp. 223-235.

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Abstract

The nature of construction projects and their delivery exposes participants to accidents and dangers. Safety climate serves as a frame of reference for employees to make sense of safety measures in the workplace and adapt their behaviors. Though safety climate research abounds, fewer efforts are made to investigate the formation of a safety climate. An effort to explore forming psychological safety climate, an operationalization of safety climate at the individual level, is an appropriate starting point. Taking the view that projects are social processes, this paper develops a conceptual framework of forming the psychological safety climate, and provides a preliminary validation. The model suggests that management can create the desired psychological safety climate by efforts from structural, perceptual, interactive, and cultural perspectives. Future empirical research can be built on the model to provide a more comprehensive and coherent picture of the determinants of safety climate.

Impact and interest:

1 citations in Scopus
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ID Code: 79377
Item Type: Journal Article
Refereed: Yes
Keywords: Psychological safety climate, Conceptual model, Construction project, Safety management
DOI: 10.1016/j.ijproman.2014.04.009
ISSN: 0263-7863
Subjects: Australian and New Zealand Standard Research Classification > BUILT ENVIRONMENT AND DESIGN (120000) > BUILDING (120200)
Divisions: Current > Schools > School of Civil Engineering & Built Environment
Current > QUT Faculties and Divisions > Science & Engineering Faculty
Copyright Owner: Copyright 2014 Elsevier Ltd.
Copyright Statement: NOTICE: this is the author’s version of a work that was accepted for publication in International Journal of Project Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Journal of Project Management, Volume 33, Issue 1, January 2015, DOI: 10.1016/j.ijproman.2014.04.009
Deposited On: 11 Dec 2014 00:12
Last Modified: 01 Feb 2016 14:36

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