1.COSH 2011Presenter :AHMAD AZAN RIDZUAN

2. SCOPEDefinitionPrevious StudyTheory of Safety CultureObjectives of the StudyConceptual FrameworkResearch HypothesisData AnalysisSummary of Research FindingsResearch ImplicationRecommendation for Future Research 3. DEFINITIONSafety CultureThe term Safety Culture came into popular use after being mentionedin the summary report by the International Nuclear Safety AdvisoryGroup (INSAG) as one of the causes of the Chernobyl nuclear poweraccident in the Ukraine (IAEA, 1986).A safety culture is in turn the set of assumptions, and their associatedpractices, which permit beliefs about danger and safety to beconstructed (Pidgeon, 2001) .Primarily, it could also mean to do the right thing at the right time inresponse to normal and non-normal situations (Zhang et al, 2002).Employee job safety is the essential element to increase safety inworkplace, employee satisfaction and keep their business running. 4. Working ConditionsRobbins (2001) advocates that working conditionswill influence the level of safety, as employees areconcerned with a comfortable physical workenvironment. In turn this will render a more positivelevel of safety.Arnold and Feldman (1996) shows that factors such astemperature, lighting, ventilation, hygiene, noise,working hours, and resources are all part of workingconditions.The absence of such working conditions, amongstother things, can impact poorly on the workersmental and physical well-being (Baron andGreenberg, 2003) 5. Management systemsManagement systems play an important role forimprovement of safety culture in the workplace.Firstly, top managers must be on board, must buildtrust, establish a steering committee and giveappropriate training to the employee. When upper-level management is committed to safety, it providesadequate resources and consistently supports thedevelopment and implementation of safety activities(Eiff, 1999).The Confederation of British Industries (CBI) reportdefines management safety culture as the ideas andbeliefs that all members share about risk, accidentsand ill health. 6. Employee BehaviorBehavior is a physical act or action, which may bedeliberate or subconscious, infrequent, or habitual.Behavior is the product of perception, self-regulation, and motivation (Kaiser & Kaplan, 2006)Lee (1995) also proposes that behavior towards safetyis one of the basic components of a safety culture.Employee behavior are one of the most importantindices of safety culture and climate, as behavior areoften framed as a result of all other contributoryfeatures of the working environment (Cox andCox,1991). 7. PREVIOUS STUDYA study by L. Ostrom et al (1993), to assessing safety culture. A writtensurvey instrument was developed to examine the safety culture ofEG&G Idaho, Inc., a Department of Energy (DOE). The results from thesurvey pointed out both the strengths and weaknesses in the safetycultures of the organizations.A study by Linda S. Rowley (2009), examine the importance of topleadership practices in relationship to organizational safetyperformance.A study by J.M. Thomas et al (2010), examines the relationshipsbetween employee behaviors to organizational safety issues;perceptions of the physical working environment and evaluations ofworker involvement; and relates these to self-reported levels of safetybehavior. 8. THEORY OF SAFETY CULTURE Reciprocal Safety Culture Model. Cooper (2000) Simplified Safety Culture Model. Gordon et al. (2007) 9. Reciprocal Safety Culture Model Cooper (2000). PERSONInternalSafety Climate:PsychologicalPerceptual Audit FactorsCONTEXT ExternalObservableENVIRONMENT/SITUATIONFactorsSafety Management System: Objective Audit BEHAVIOR Safety Behavior:Behavior Sampling 10. Simplified Safety Culture Model Gordon et al. (2007)What isBELIEVED What isWhat isSAIDDONE SAFETYOUTCOME 11. OBJECTIVE OF THE STUDYThis study has 3 major objectives: To examine relationship between employee behavior and safety culture. To examine relationship between management system and safety culture.To examine relationship between working condition and safety culture. 12. CONCEPTUAL FRAMEWORKEMPLOYEEBEHAVIOR MANAGEMENT SAFETY SYSTEMCULTURE WORKINGCONDITIONIndependent Variable (IV) Dependent Variable (DV) 13. HYPOTHESISBased on the framework, it can behypothesized that:H1.H1. Working condition positively related tosafety culture in fast food restaurants.H2. Management system positively relatedto safety culture in fast food restaurants.H3. Employee behavior positively relatedto safety culture in fast food restaurants. 14. METHODOLOGY OF THE STUDYResearch design: a cross-sectional methodData collection procedure: literature,pilot study & actual surveyMeasures: survey questionnaires (38items) 15. Population of Employee in Fast Food RestaurantsLocation of Fast FoodPopulationRestaurantJusco Maluri20Leisure Mall18Times Square23Sunway Pyramid33Subang Jaya 26Total120Note: 92 usable questionnaires 16. DATA ANALYSISReliability AnalysisVariableCronbachs AlphaWorking condition 0.883Management system 0.901 Employee behavior0.842Safety culture0.889Based on table, the value Cronbachs Alpha for working condition is0.883, for management system is 0.901, for employee behavior is0.842 and for safety culture is 0.889. All research variables exceeded the acceptable standard of reliabilityanalysis of 0.70. These statistical analyses confirmed that the measurement scales metthe acceptable standards of reliability analyses. 17. VariableMean Std. DeviationWorking condition4.0359 0.56986Management 3.8652 0.63755system Employee3.9884 0.54472 behaviorSafety culture 4.0902 0.58967Based on Table, the mean for working condition is 4.04, themean for management system is 3.87, the mean for employeebehavior is 3.99, and the mean for safety culture is 4.09.It shows the requirement of good working condition,management system and employee behavior that leads to goodsafety culture in the fast food restaurants. 18. Outcome of Testing Hypothesis CorrelationPearson correlation Working condition and safety culture 0.621Management system and safety0.736 cultureEmployee behavior and safety0.888culture Table shows that the results are all more than 0.60, and some results are higher than 0.80, so they areModerately High Correlation or High Correlation. The process reveal that the independent variables significantly correlated with safety culture, therefore H1, H2 and H3 were supported. 19. Hypothesis 1: Working condition positivelyrelated to safety culture in fast food restaurants.Hypothesis 2: Management system positivelyrelated to safety culture in fast food restaurants.Hypothesis 3: Employee behavior positivelyrelated to safety culture in fast food restaurants.All hypothesis are accepted. 20. SUMMARY OF RESEARCH FINDINGSBased on the framework, it was hypothesizedthat:Working condition positively related tosafety culture in fast food restaurants. Management system positively related tosafety culture in fast food restaurants.Employee behavior positively related tosafety culture in fast food restaurants 21. continued The study proposed a conceptual framework based on safety culture research literatures. The measurement scales used in this study has satisfactorily met the standards of reliability analyses. The outcomes of hypothesis testing confirmed that independent variable have relationship with dependant variable. Hence, these positive outcomes may lead to sustained and supported organizational strategies and goals. 22. RESEARCH IMPLICATIONTheoretical Contribution- The existing theory much focuses on theworking condition, management system,employee behavior and direct link tosafety culture. 23. continuedRobustness of Research Methodology- Tests of the questionnaire data as well as factor and reliability analyses were performed to ensure the constructs are consistent internally.- Findings from this study will minimize errors indata collection and analysis, as well as increasereliable research findings. 24. continuedPractical Contribution- To ensure the working condition is comfortableand safe.- Management system must be clearlyunderstand and disseminate to all employees.- Employee behavior must be change. Employee must understand and participate accordingly to the safety rules and procedures in the fast food restaurant. 25. continuedRecommendations to fast food restaurantmanagers:Create favorable work conditions for thecompany. Guide the staff to communicateeffectively, build a good interpersonalenvironment within the company, and creategood work conditions.Concern about the employees education andtraining on safety. 26. RECOMMENDATION FOR FUTURE RESEARCHFor future research the following suggestions should be considered:Research instrument can be used to conduct research inother sector or organization and can make comparison.The research is needed to further investigate the potentialrelationships and effects these variables and other possiblevariables, such as role ambiguity, job level and co-work thatcontribute to safety culture.Conduct qualitative research to investigate further regardingthe safety culture in the fast food restaurants. 27. Thank You