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Table 2. 2 Standardised incidence rate of accidents at work by economic activity, size of the local unit of the enterprise and severity from Eurostat (2002) Employees Total 0** 1 – 9 10 – 49 50 – 249 250+ More than three days absence Nine NACE branches* 4090 2309 3886 5218 4085 3254 Agriculture 7039 - - - - - Manufacturing 4502 6669 7848 5485 3716 3342 Electricity gas water supply 1517 1087 4658 4067 2001 1019 Construction 7801 4907 8990 9496 6400 5125 Wholesale and retail repairs 2483 937 2247 3434 3116 2315 Hotels and restaurants 3688 768 3272 5359 5237 3195 Transport, storage and communication 5689 4514 5046 7464 7138 4583 Financial intermediation: real estate and renting 1782 469 769 1841 3003 2839 Fatal accidents Nine NACE branches* 4.7 3.6 6.4 6.1 3.1 2.4 Agriculture 13.3 - - - - - Manufacturing 3.3 6.4 8.5 4.6 2.1 1.9 Electricity gas water supply 3.2 - 8.1 1.4 1.4 3.7 Construction 11.6 7.8 14.8 12.7 7.8 10.7 Wholesale and retail repairs 2.3 1.3 3.1 2.7 2.5 0.7 Hotels and restaurants 1.4 0.5 1.8 1.7 1.3 0.4 Transport, storage and communication 11.2 10.4 22.0 18.0 6.4 3.4 Financial intermediation: real estate and renting 1.6 0.7 1.1 2.3 2.0 1.8 * = Nine NACE branches: Agriculture, Manufacturing, Electricity gas water supply, Construction, Wholesale and retail repairs, Hotels and restaurants, Transport and communication, Financial. ** = 0: Self employed without employees As organisations, caution should be exercised in the interpretation of research data elicited from SMEs. The SME population is typically reluctant to participate in surveys and questionnaires. Response rates of 10-15% are the norm in the SME research literature ( Vassie & Cox, 1998; Vassie et al., 2000). Evidently these organisations need to concentrate on maintaining a profitable business and such ‘distractions’ are viewed as a low priority by staff. 2.2 New Challenges for the SME Cultural change in the successful management of health and safety at work in recent years has highlighted new challenges for the SME. In particular, European legislation embracing the preventative risk assessment ethos has had a dramatic effect on European health and safety in industry. Cultural 11
shift has been the result for many businesses, where it is no longer sufficient to blindly follow narrow regulations. Strategic endeavours to avoid unforeseen incidents and potential hazards require a more proactive approach to safety and health management. Furthermore, the remit of health and safety extends far beyond the more traditional physical hazards, to the negative circumstances that may pose a risk to psychological well-being. It could be argued that these new challenges parallel those found in contemporary health settings where illness prevention and self-management of long-term conditions requires a similar proactive approach from both health professionals and patients (Department of Health, 2005) To date, the challenges facing the SME have been considered without a strong theoretical consideration of the implications for engagement in health and safety behaviour. Those who are involved in health & safety or ergonomic change in occupational settings have acknowledged that often, organisational change in the workplace is rejected because of either violation or ignorance of key psychological behavioural change principles (Winum, Ryterband, & Stephenson, 1997; Barret, Haslem, Lee, & Ellis, 2005). Michie, Johnston, Abraham, Lawton, Parker, and Walker (2005) highlighted a similar problem in public health settings where changing the behaviour of health professionals has been problematic largely due to a lack theoretical understanding of the processes involved, in particular psychological processes. 12
Page 1 and 2: A thesis submitted in partial fulfi
Page 3 and 4: ACKNOWLEDGEMENTS I gratefully ackno
Page 5 and 6: 3.1 Stage of Change model 3.2 An in
Page 7 and 8: INDEX OF TABLES Table 2.1. Employme
Page 9 and 10: less time on health and safety acti
Page 11 and 12: “It shall be the duty of every em
Page 13 and 14: greatest majority of commercial ent
Page 15 and 16: een utilised to investigate and imp
Page 17 and 18: usinesses that employ less than two
Page 19: acknowledge the importance of healt
Page 23 and 24: to accidents; outcome expectancies
Page 25 and 26: offered by external agencies. Restr
Page 27 and 28: The notion that interventions may n
Page 29 and 30: inconvenience, time and trouble whi
Page 31 and 32: perceived “rip off” culture has
Page 33 and 34: are still unwilling to compromise t
Page 35 and 36: stress. Furthermore, one problem wi
Page 37 and 38: The Management Standards are in the
Page 39 and 40: 2.2.9 Basic Steps Towards Complianc
Page 41 and 42: authorised or facilitated by the re
Page 43 and 44: The employment of union health and
Page 45 and 46: costs depends on improvement of per
Page 47 and 48: Hairdressers Federation than inform
Page 49 and 50: about consequences (of not having c
Page 51 and 52: are: knowledge (increased awareness
Page 53 and 54: such as health and safety assessmen
Page 55 and 56: assessments and then use the site t
Page 57 and 58: of the enterprises’ health and sa
Page 59 and 60: standards, for example sanctions su
Page 61 and 62: (Stephens, Hickling, Gaskell, Burto
Page 63 and 64: in the particular context, is a tai
Page 65 and 66: Lack of skills and knowledge appear
Page 67 and 68: 3 CHAPTER THREE : LITERATURE REVIEW
Page 69 and 70: Barrett et al (2005) propose that t
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model does not explain how individu
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consensus on a theoretical framewor
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2005). Thompson (1986) defined cont
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according to level of motivation in
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Maclean, Sinfield, Klein, & Harnden
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may not be a valid reason for choos
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guidance. However other factors nee
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with the practical opportunities pr
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together with domains identified by
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The interview protocol comprised th
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A ‘cold calling’ approach to te
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SMEs. To facilitate this, behaviour
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Information on the cover sheet of t
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disagree’, ‘disagree’, ‘neu
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Training records in health & safety
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Figure 5.2 Number of staff and repo
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Figure 5.4 Relative health & safety
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5.1.5 Motives for Engagement with H
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Themes were identified from the the
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SMEs highlighted the existence of a
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“So we have an operational aspect
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to be enabled by communication with
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“In our experience especially in
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“Technology used to be the barrie
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The telephone interview findings di
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complying with legislation were als
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114
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Figure 6.1 Hours per week organisat
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Figure 6.3. Size by Stage of Change
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Table 6.3 Decision making and encou
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Eigenvalue 25 20 15 10 5 0 1 3 5 Fi
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Table 6.4 Oblimin factor solution w
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The nature of the attitude variable
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the project, the figure was 60%. Th
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framework to meaningfully consider
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encouragement of health & safety be
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The third factor comprised items re
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In the regression model which consi
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about capability (self-efficacy), a
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safety information, training and go
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feelings of control needed to promo
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7 CHAPTER SEVEN: DISCUSSION In this
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capabilities. The evidence for know
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study. It could be argued that this
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2002), although it has shown some v
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the events. Further, careful select
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were limited by the survey tools, w
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IMPLICATIONS FOR GOOD PRACTICE AND
Page 167 and 168:
stronger links with their suppliers
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160
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of health and safety appraisal with
Page 173 and 174:
Dugdill, L., Kavanagh, C., Barlow,
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Haslam, R. A. (2002). Targeting erg
Page 177 and 178:
Ley, P. & Morris, L.A. (1984) Psych
Page 179 and 180:
Pilkington, A., Graham, M., Cowie,
Page 181 and 182:
Tait, R., & Walker, D. (2000b). Mar
Page 183 and 184:
Winum, P., Ryterband, E., Stephenso
Page 185:
Appendices 176
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General Introductions We are undert
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Making 48. a) Are you aware of any
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Pre-contemplation Buying “No, I'm
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“Only the general risk assessment
Page 200:
Appendix C - Questionnaire
Page 203 and 204:
23 We have to have health and safet
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54 Carrying out health and safety t
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