Too 'macho' for health and safety?

Cultural barriers to health and safety existed which prevented worker involvement, including a "macho" perception that the issue was "weak", according to the study carried out on behalf of the Health and Safety Executive (HSE).

Consultants Ecotec Ltd quizzed over 150 people working for firms of fewer than 250 employees, from various regions of the UK. The aim was to identify barriers to worker involvement in health and safety.

Although the research focussed mainly on employees, around 30 employers and safety representatives also took part in the study. The participants, who were involved in focus groups and interview sessions, came from four broad business sectors - construction, manufacturing, hospitality and retail.

One of the major findings was that both workers and their SME employers found health and safety too complicated.

"For many, the whole subject of health and safety was frighteningly complex, and they found the legislation, regulations and requirements difficult to understand," said the researchers.

"Both employers and employees were unhappy with the amount and type of information available on health and safety. They, whether employer or employee, tended to receive too much information, which confused them further. Also, information was often received late - especially of changes in regulations."

'Macho' culture

Employers and employees also tended to believe that the implementation of health and safety was costly, in terms of both time and resources, the research found.

"Employers were aware they were taking risks, but felt unable to make the long-term investment best practice might require," said the researchers. "Employees were inclined to go for the easiest and quickest option rather than the safest."

"For both, there was a tendency to regard health and safety practice as preventing quick and efficient working. Few could see the business benefits of carrying out risk assessments and implementing better practices, both in terms of less lost time and of any gain to the business, such as increasing productivity through motivated and committed staff."

Organisational culture also influenced whether or not employees were prepared to raise health and safety concerns with their employer. A number of the participants in the focus groups were not prepared to do so for fear of losing their jobs.

"This applied particularly, but not exclusively, in sectors with poor job security," said the research report. "It also applied where organisations were dominated by a 'macho' culture, which meant that employees and employers perceived an interest in health and safety as 'soft' or 'weak'."

Financial incentives

The report recommended the development of initiatives which "worked with, rather than against" the culture of particular trades and occupations.

Although a number of participants had suggested the development of 'name and shame' campaigns, or 'shock' campaigns, the researchers argued that the success of such schemes was "not entirely proven" and could promote an attitude of "it won't happen to me".

Instead, financial incentives and other types of bonus schemes were "likely to be far more successful", according to the report's conclusions.

"Employers and employees who took part in the focus groups placed great stress on the power of financial incentives for changing behaviour," said the researchers.

Incentives for workers, such as accreditation, salary awards, progression or time-off for training could be used to encourage involvement and overcome any cultural barriers.