The article Supervisor engagement in safety leadership: Factors that help and hinder sought to do just that which is explain the factors that help and hinder safety leadership more specifically in the construction industry. Factors that hindered safety leadership where linked to job demands such as role overload and production pressure. Job overload was expressed as supervisors having to wear multiple hats. Which means that they had multiple things that they oversaw and were in charge of. Stacey Conchie stated "formal procedures around administrative and discipline were regarded as strong hindrances on their engagement in safety leadership" (Conchie, 2013). Supervisors had come to an agreement that paperwork was the biggest safety hindrance to the job site. This was because it took the supervisor away from the job site where he could not actively engage with his employees to promote safety on the job site. Safety will always be in my opinion a top down approach without supervisor involvement how are the employees to think they should have to work safely. Among the supervisors, disciplining was also found to be a hindrance. The supervisor should have the resources to educate rather than to discipline and that discipline created tension on the job site.

Production pressures have always been a hindrance to safety. Conchie shows this in the article stating "The problem of time pressure for safety is not a new discovery, and is intensified within the construction industry due to planning inadequacies or misjudgments, the suspension of work due to bad weather, and errors in delivery dates and times; all of which cause delays" (Conchie, 2013). I have worked in the construction sector and this is a major factor that plays in safety on the job site. When we are not pressured we are less likely to make mistakes and everyone is generally happier. Stress is low and job demand is also low. Once the pressure is pushed down everything intensifies and many people are shorthanded or do not have the required resources to get the job done safely. However since everyone's pay check revolves on the completion of the job safety is generally overlooked so that the job can be completed in these difficult time frames.

So why are these things of great importance to safety leadership? Well if we can take these hindrances off our supervisors and support them in the field better and provided them with resources to effectively communicate safety leadership I think we can see massive changes. The reason why this is of general interest is because it's a major problem that is still happening all across the globe. Some companies still do not provided their supervisors with adequate resources which boils down to budget cuts and cost savings. We have been pushing towards a work force that is spread thin and multiple people are wearing multiple hats. After all employees are the easiest person to get rid of when budgets are needed to be meet. We should think what valuable resources are being left out when we spread people this thin.

Process & Proof Discussion

A hypothesis was not stated for this case study but rather sixty-nine supervisors were chosen for focus groups. These supervisors where chosen across ten construction projects at various stages in development. Some were new construction and others were remodels. For the best benefit the supervisors were also chosen across a wide variety of experience levels and trade jobs for the best accuracy. Questions three questions were asked during the focus groups to promote communication and a discussion. These questions included "in your opinion, what defines good safety leadership? followed by `what factors help supervisors to engage in good safety leadership?` and `what factors make it difficult for (i.e., hinder) supervisors to engage in good safety leadership`" (Conchie , 2013). They were each asked to provide one answer specifically that helped and hindered safety leadership. The focus groups lasted anywhere from 40 to 90 minutes and were transcribed so that the data could be analyzed. A general collection found that job resources such as social support and autonomy were things that helped safety leadership. On the other hand you had job demands specifically production pressures and role overload were what hindered safety leadership.

Prescription Discussion

So is there a fix all? Factors that helped safety leadership where linked to job resources such as social support and autonomy. Autonomy was briefly discussed and that the lack of autonomy generated frustration when in safety leadership roles. Social support was the biggest thing needed for safety leadership. A behavioral change program was discussed that was currently being used by some of the construction companies. The behavioral program showed everyone that safety was number one and with that it gave expectations for supervisors to perform in safety leadership. The program has had an added benefit with tools to provided supervisors on how to speak with fellow employees on important safety measures. Where knowledge and skills were lacking for safety leadership the program provided this so that supervisors were well equipped in the field. The last thing the program provided was a way for not only the supervisors to learn about safety but the employees as well. This created a more positive safety environment and attitude towards safety along with knowing the supervisors role and commitment to safety.

Managerial Support was also found as helping with safety leadership. Safety like previously mentioned is a top down approach and when even small things such as verbal support are offered by managers to supervisors it helps lend toward a better safety leadership commitment and organization.

So, what exactly can we do? Well just liked stated in the article we need to offer more support to supervisors in not only safety related functions but other aspects of being a supervisor. A supervisor should just have to manage the job site we should alleviate any job functions that are taking the supervisor away from affectively managing his job site. This could be providing resources to finish paper work more efficiently and provide behavior programs that equip supervisors with the skills and knowledge about safety measures and functions. Disciplinary actions should also be avoided and trainings should be offered to help mitigate learning curves and knowledge gaps between subcontractor groups.

Principles

Lead by example is a great principle that can be used to start out with. Employees are more confident and reminded about safety when supervisors are the one leading the charge for safety leadership. The same should be said for top managers as they are the driving force for the safety initiative and the leadership that follows.

Focused collaboration with creativity is another great initiative that can be used on the job site. Supervisor should have the resources and opportunities to collaborate with subcontractors in a controlled setting where ideas can flourish. I have seen this work effectively multiple times if you have a group of people come up with the safety idea with appropriate guidelines they tend to follow this as they are the ones who created it. It's a bit of a pride thing where if you created it you want to be the one to tell everyone and show everyone so why don't we give them the opportunity for this creativity.

Lend a helping hand is the last principle that I believe boils down this article. We need to support the supervisors in the field so that they can effectively and safely get their job done. Production pressures as stated are a huge hindrance to safety leadership. Top managers should help out at all possible when these pressures are being dealt on the front lines with the employees. This will ultimately take a large team of individuals to accomplish but promotes a great support group for both supervisors and subcontractors in the field.

Question

GIve a short reflection on what you understood of the presenter's discussion