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2.2.6 Social Characteristics and Dynamics
Social influences such as management commitment may be strong
determinants of health and safety behaviour. For instance, personal
considerations may deter owner-managers from the introduction of health
promoting activities with staff. Owners, boss or senior managers are often
gatekeepers of the resources available for the SME’s health and safety activity
(Stephens et al., 2004). However, these identified gatekeepers often block
initiatives through their lack of interest in health and safety. Some companies
have reported a lack of support from the staff, or a difficulty in co-ordinating
people to discuss health and safety skills. Predictably, lack of coordination
and communication within a company has also been shown to be a constraint
on health and safety activities (Griffin et al., 2005). Other social characteristics
and dynamics found in small businesses can be also linked to differing
outcomes for health and safety. For example, favourable relations with
owner/managers may persuade employees to accept riskier work conditions,
ignoring personal needs in favour of the perceived economic interests of the
enterprise (Eakin & MacEachen, 1998). On the other hand, poor employment
relations may increase difficulties relating to health and safety issues. Ill
health and injury can therefore be “shaped by, and itself shapes, social
relations” (Eakin & MacEachen, 1998). Managers would, of course, wish to
show understanding of the employees’ difficulties, particularly where there
are close working relations, and also a desire to preserve the autonomy of the
employees. The employees may have unique understanding of their risks but
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