Behavioural dynamics : research insights

185 Pages·2009·40.446 MB·English

by  Kaila, H. L.

BEHAVIOURAL
DYNAMICS
Research Insights
Edited by:
H. l. Kaila • S. Ravishankar • R. K. Mishra • J. K. M. Nair
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(CONTENTS)
( I. CONCEPTUAL DIMENSIONS)
1. Behaviour Based Safety in Indian Organisations 3-12
- H.L. Kaila
2. Occupational Stress Among Employees of Call Centers and
Multi National Companies 13-20
- Bindu Ashwini & Lalley D'Souza
3. Effectiveness of the Orientation Courses Organised by the UGC-ASCP 21-27
- Palleh. Ramalillgam
4. Changing Social Realities in Teaching Profession & Job Burnout:
Its Correlates & Consequences 28-36
- Villay C. & Tripathi, S.K.
( II. PSYCHOLOGICAL & SOCIAL FACTORS
5. Psychological Well Being, Spiritual Well Being and Personality 39-52
- Jitendra Mohan, Meella Sehgal & Akanksha Tripathi
6. Relationship between Anxiety and Happiness among
Post-Graduate Students 53-58
- Sedigheh Ebrahimi, Daryoush Ghasemiall & Lalley D'Souza
7. Relationship between Shyness and Marital Satisfaction
among Iranian Couples 59-65
- Hassan Baniasadi Shaherbabk & Laney D'Souza
8. Emotional Maturity and Study Habits among Engineering and
Medical Students 66-73
- Veella Katyal & S.K. Srivastava
9. Burnout and Anger in Teachers and Parents: Implications for
Child Development 74-80
- Aley, V.A.
10. Socio-Cultural Correlates of Behaviour Problems in Children 81-91
- Vidya A. C. & Tripathi S. K.
11. Early Childhood Stimulations in Changing Socio-Cultural Scenario:
An Alternative Model 92-98
- ShoMa Murthy & Tripathi S.K.
12. Impact of ICDs on Growth and Development of Children:
An Indian Experience 99-108
- Rathna H. & Tripathi S.K.
13. Comparison of Shyness Between Adolescents in India and Iran:
A Developmental Perspective of Age and Gender 109-116
- Moslem Saberi & Laney D'Souza
( III. NEW PERSPECTIVES)
14. Implication of Washington Consensus: A Case of Social Safety Net in the West
Bengal State of India 119-127
- R.K. Mishra
15. Psychological Implications of VRS in Banks: An Indian Perspective 128-140
- S. Ravishankar
& S. Prabakaran
16. Artificial Intelligence (AI) and Human Behaviour: Some Simple Thoughts 141-149
- J.K.M. Nair
17. Acquisition of New Language: Parameters for Assessment 150-158
- Updesh Kumar, Soumi Awasthy, Farah Kidwal,
Vijay Parkash & Swati Mukherjee
18. Effects of Age on Emotional Intelligence, Coping Strategies and Anxiety 159-174
- Batool Pashang & Mridula Singh
19. Employee Climate Survey in a XXX Company: A Summary Report 175-180
C-.S. Thomaskutty
I. CONCEPTUAL DIMENSIONS

H. L. Kaila
This is a qualitative survey of 1500 executives and 400 workers based on an in-depth personal
in.terviews and structured questionnaire using open-ended questions in a period of ten years between
1997 and 2007 across Indian organisations (including petroleum, steel, cement, power, chemical
etc.) in 55 organisations in order to review the behaviour based safety in organisations. The
narratives of executives ami workers have provided a broadbase in understanding behaviour based
safety in Indian organisations. The implications are underlined for better organisational safety
performance. This paper shall be useful in understanding and application of the concept and
process of behaviour based safety (BBS) for safety proff!ssionals and everyone who is concerned
about correcting unsafe behaviours for reduction of accidents and promoting safe behaviours for
developing injury-free culture in their organisations. The present paper is a pert of an on-going
national action research project on the subject.
Key Words: Qualitative research, Unsafe and Safe behaviour, Observation, Feedback, and Steering
committee.
We produce life saving drugs; BBS produces life saving process - A doctor frem Sandoz
Twenty-five safety awareness surveys of organisations in various locations in India reveal
that the level of safety awareness among managers is within the range of 75-85 % and among
non-managers, it is within the range of 70-80%. Hence there is a scope of nearly 25-30%
improvement in safety awareness level of employees. Eighty to ninety per cent of accidents are
3
4 BEHAVIOURAL DYNAMICS: RESEARCH INSIGHTS
triggered by unsafe acts or behaviours. Thus, there is a need to emphasize upon behaviour based
safety (BBS).
A chief safety objective of every plant is to achieve zero accident. Since safety in the organisatiori
can not be less than 100%; the participation of employees from every plant in safety also has
to be not less than 100 %. That is what Behaviour Safety is all about.
We can accomplish this objective if we train every workman/employee on the concept and
process of behavioural safety. Before training of employees, we need to sensitize or promote
the concept of Behaviour B,,:sed Safety (BBS) among the frontline managers.
Previous researches indicate that:
1. 90% or more of the accidents are due to unsafe human acts or behaviours;
2. 50% of the unsafe behaviours are identified or noticeable at any plant at any given
point of time;
3. 25-30% of safety awareness is lacking among employees which gets reflected in their
unsafe behaviours;
4. Unsafe behaviours are at the core of any near misses, injury, accidents. If we control
unsafe behaviours, we may not even have near misses.
5. Job Satisfaction of Indian managers with safety in their respective departments range
between 5.5 and 9.5 out of 10.
So we need to focus our efforts on unsafe and safe behaviours in safety. There is a dearth
of studies on safety psychology especially behaviour based safety. Hence it is postulated that
the use of qualitative methods on the study of behaviour safety would broaden our understanding
and provide us more depth in the field.
BBS Concepts
Behaviour based safety (BBS) is concerned about correcting unsafe behaviours for reduction
of accidents and promoting safe behaviours for developing injury free culture in their organisations.
Figure 1: BBS Triangle
BEHAVIOUR BASED SAFETY IN INDIAN ORGANISATIONS 5
BBS touches the root cause of accidents. Unsafe behaviours are at the core of any near misses,
injury, fatalities (Figure O. If we control unsafe behaviours, we may not even have near misses.
BBS emphasizes that employees need to take an ownership of their safe as well as unsafe
behaviours. If they behave unsafe, they are not punished, instead they are repeatedly told to
correct; and when they behave safe, they are encouraged. Both safe and unsafe behaviours are
counted and displayed. BBS also discusses the unsafe conditions that influence unsafe behaviours.
BBS is a data driven decision-making process. BBS believes that what gets measured gets
done and each employee can make a difference in organisational safety. Employees are the basic
source of expertise of behavioural change (observe and correct). BBS begins by briefing sessions
for all work areas and departments. BBS is a teamwork; it is company wide, and people driven.
BBS purpose is not to enforce safety rules, force change, gossip about others, reporting to boss.
Its purpose is to identify safe and at-risk behaviours, identify possibility for injury, communicating
the risk, and helping to identify safer solutions. An implementation team or BBS steering committee
monitors its progress. Essentially BBS is not a management driven tool for safety. It's an employee
driven approach with management support.
BBS Technique
BBS is BOFP i.e., Behaviour Observation and Feedback Process. Its process of repeatedly
going to an employee and making random observations till he reaches safe behaviours and learns
the concept of self-observation and observing others for safe performance. Critical behaviours
can be listed in checklist based on previous accident and injury records and also by brainstorming.
Different observers will notice different safe and unsafe behaviours, which is why employees
need to observe each other.
Feedback is an interaction based on genuine concern. Feedback is to be given one on one,
immediate, specific behaviour to be reinforced, appreciate safe behaviour to set example. In
Hindi language, BBS is all about dekho, and bolo with sensitivity and concern. Individual name
of an employee is not recorded in the BBS checklist.
Observers target observable safe and unsafe behaviours of co-workers. Observation and
couching may take some time to be accepted by co-workers. Observation and feedback skills
improve with practice and by using checklist. Observation sampling should be undertaken randomly
(not on fixed timings) throughout week. Safety coaching fosters open communication about safety
which serves as constant reminder for workplace safety.
Method
This is a qualitative survey of 1500 executives and 400 workers based on an in-depth personal
interviews and structured questionnaire using open-ended questions in a period of ten years between
1997 and 2007 across Indian organisations (including petroleum, steel, cement, chemical etc.)
in 55 organisations in order to review behaviour based safety in organisations.
The managers and workers were asked to narrate their safety experiences. They took time
out of their really busy and hectic schedule to share their safety related problems and issues in
organisations. A narrative approach was attempted in this survey in order to enrich the safety
research.