CHAPTER 1

INTRODUCTION

1.1 Research Background

The Department of Workplace Safety and Health in Malaysia (DOSH, 2017) reported

that the largest number of occupational injuries per sector in 2017 is in the

construction of high-rise building, with 15 deaths out of 70 (as in May 2017). Large

construction projects in Malaysia have been exposed to hazardous conditions that can

cause accidents, thereby impacting the safety performance of construction projects.

The causes of the incidents were related to human behaviour, inadequate site

environment, hazardous operating system, Personal Protective Equipment (PPE) and

poor safety management procedures. It was also assumed that one of the causes of the

increased number of accidents on construction sites was due to a lack of

understanding among many parties, in particular the commitment of management to

provide arrangements to ensure employees' safety, health and welfare. Therefore,

offering training and robust safety programs that could continually enhance safety

behaviour was essential for any employer to reduce possible hazards in the high-rise

construction project. In order to lessen the workplace accidents and indirect impact of

the consequences of the event before the injuries or accidents passed off protection,

safety behaviour was the important thing to put in force it. If management

commitment, training in safety awareness and the PPE had been properly aligned,

designed and delivered on employees’ safety engagement and behaviour, the effects

should have been huge.

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 Consequently, there was amazing interest in finding ways to free up what could

be carried out to inspire and retain staff so that it will achieve maximum employees’

safety behaviour. However, many agencies struggle to find the proper aggregate and

capability that may be carried out to deliver most employee safety behaviour and

achievement of its objectives. The most effective manner to enhance employees’

safety behaviour was by putting measures in place by the employer to broaden their

staff so that they could think, work on their own and fulfil their responsibilities

innovatively. Consequently a question arises about how PPE, management

commitment and also safety awareness training affect the behaviour of the employees

in the construction of high rise building.

1.2 Problem Statement

In DOSH (2018) figures on reported industry-specific fatal industrial injuries, the

building sector is the highest for 2018. The high rate of fatalities was probably due to

the fact that, the employees of mainly foreign labour dominated construction

industries might not place enough attention to health and occupational safety at work.

Management tended to always place importance of work progress and

profitability rather than employees’ safety. The safety of employees’ solely handed to

them and they had been taking care of their own safety. From the statistics graph of

occupational accidents in all sectors which is available at

www.dosh.gov.my>index.php>32_statistik_kemalangan_sektor_2018.pdf as in

Figure 1.1in page 3, it can be concluded that the highest industrial mortality is the

construction of high-rise building sector in Malaysia with the highest fatalities

percentage which is 48%. One of the major sectors in which nations can grow the

2
economy of our country and thus improve our competitiveness is the construction

industry. Nevertheless, the rapid increase in the construction sector also leads to the

high accident fatality rate in line with the positive growth of the economy as shown in

the below pie chart.

Fatalities Breakdown (percentage)

4% 10% 1% 2% 9%
2% Hotel
Utilities
Finance
Construction
19% Transport
Manufacturing
Wholesale
Mining
Agriculture
48%
5%

Source: www.dosh.gov.my>index.php>32_statistik_kemalangan_sektor_2018.pdf
Figure 1.1: Sector Statistical Report for Occupational Accidents 2018 (Investigated)

Employees from the construction of high rise building are routinely exposed to

many inherent risks associated with construction site work conditions. It was time for

those in the high-rise construction industry to re-evaluate their workplace safety status

and decide whether they had done enough to ensure safety at construction sites for

their employees. So the question is, how could the industry continuously improve

safety behaviour? The key is to identify factors that are affecting employees’ safety

behaviour. For the benefit of its employees, in order to fulfil the company's goals or

priorities many construction companies had invested heavily in management

commitment, training and PPE. According to Ling et al. (2008), nevertheless, very

little attention had been paid to factors that motivated employees’ safety behaviour

and the work field has been completely overlooked.

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 It was not clear if safety conduct was consistently done while employees worked

with a full commitment from management; awareness training for employees were

provided and implementation of the usage of PPE were done. There had not been such

a study carried out in this form of construction in high rise building. Therefore, this

study attempted to close this gap by giving a clearer understanding the influence of

management commitments, training awareness and PPE on the safety behaviour of

employees in the construction of high rise building in TME Builders Sdn. Bhd., No.

B-13A-3, Jalan C180/1, Dataran C180, Cheras Selatan, 43200 Cheras, Selangor D.E.

1.3 Research Objectives

The purpose of this research was to perform a thorough analysis of the literature in

order to obtain a better understanding of the term known as safety behaviours and

factors influencing the safety behaviour of employees in the construction of high-rise

building. To achieve this goal, three (3) objectives outlined are to;

a) Determine proper conduct between management commitment, safety awareness

training, PPE and employees’ safety behaviour in the construction of high rise

building.

b) Identify most influential factor among management commitment, safety

awareness training and PPE that affect employees' safety behaviour in the

construction of high-rise building.

c) Discover level of management commitment, safety awareness training and PPE

in enhancing employees' safety behaviour in the construction of high-rise building.

1.4 Research Questions

This study on the factors influencing the safety behaviour of employees in the high-

4
rise building construction site will address the following questions:

1. How do management commitment, safety awareness training and PPE affect

safety behaviour of high rise building construction employees?

2. Which is the most influential factor among management commitment, safety

awareness training and PPE that affects employees’ safety behaviour of high rise

building construction?

3. Why management commitment, safety awareness training and PPE are

important in enhancing employees' safety behaviour in high rise building

construction?

1.5 Research Hypothesis

Management commitment, safety awareness training and PPE have different level of

importance and effects in enhancing the safety behaviour of employees in the

construction of high-rise building.

1.6 Significance of the study

This study involved 100 employees of TME Builders Sdn. Bhd., Kuala Lumpur who

was randomly selected from one construction site which consists of structural

workers, mechanical & electrical workers, architectural workers and finishing

workers. To assess the results of this analysis, the data obtained will be analysed using

IBM SPSS (Statistical System for the Social Sciences) version 26.

The aim of this study is to analyse the factors that affect safety behaviour among

employees in high-rise construction of TME Builders Sdn. Bhd., No. B-13A-3, Jalan

C180/1, Dataran C180, Cheras Selatan, 43200 Cheras, Selangor D.E. to create a safe

5
working environment. This study is expected to give employees an awareness of the

important aspects of safety behaviours that they needed to understand and abide by

when working at the construction sites. By making the safety behaviour practices as a

culture, it could help avoid unexpected hazards and accidents.

As a result of this study, the employer may also review the extent of safety

behaviours practiced in a construction. Additionally, with such a study, it also gave

employees an understanding of the value of occupational safety and health behaviour..

The study also attempted to bring awareness to the top management, contractors,

supervisors and safety officers to emphasize on the safe behaviour practices in the

workplace. In fact, this study was also a channel for employees to give ideas and

insights that directly contribute to the birth of new systems or rules that support the

safety of employees at work.

1.7 Definition of Terms

This research contains certain key terms and conceptual meanings. These terms were

briefly presented in this early chapter of the study to allow the reader to have an

understanding of what was introduced in the following chapters.

1.7.1 Safety Behaviour

Referring to Christian (2009), safety behaviours are actual activities performed

by individuals at work, and can be interpreted as closed and open acts taken by

individuals to avoid expected consequences and preserve a sense of safety.

1.7.2 High Rise building

Based on their findings, Hinze, J. and Gambatese, J. (2003) described a high-rise

building as a building which was built with special engineering system and with a

small footstep and roof area, and very tall appearance.

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1.7.3 Management Commitment

Cooper. M (2012) defines management commitment as involving and managing

habits that help employees achieve a target. This similar definition was stated by

Charehzehi & Alankoob (2012) in their journal titled “Enhancement of Safety

Performance at Construction Site”.

1.7.4 Safety Awareness Training

As stated by Barbara et al. (2002), safety awareness training is a training to equip

the employees with the knowledge, skill and competence to recognise and maintain

good health and safety practices in a familiar supervised environment.

1.7.5 Personal Protective Equipment

Rosli Ahmad (2008) referred Personal Protective Equipmment as any equipment

worn by an employee to secure himself at his place of work from any danger or risk

while working, especially at the construction site.

1.8 Summary

This study aims to determine factors influencing employees’ behaviour at high-rise

construction building companies and to determine whether these factors have bilateral

interactions. This chapter has given the research issue, the objectives and its

hypothesis, the nature of the analysis and the scope a history. The next chapter

presents a summary of the literature, followed by examination of methods and results,

and finally gives discussion of the research.

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 CHAPTER 2

LITERATURE REVIEW

2.1 Introduction

This chapter provides analysis of the study's literature. The literature review was

relating to study issues in three parts. Literature on the relationship between

management commitment, safety awareness training and personal protective

equipment with employee safety behaviour was received and summarised at the end

of the chapter.

2.2 Management Commitment and Safety Behaviour

Management commitment involves safety awareness (Charehzehi & Alankoob 2012),

the attitude of management (Lee & Jaafar 2012), availability of specific company

security policy, and enforcement of internal security laws, security system including

emergency plans and procedures and conduct of security policy review. (Alaqqad

2009).

2.2.1 Safety Awareness

Safety First”, "Safety Is Job One," and different trademarks rambled by the board

over and over should be more than words on a banner; they should be inward

mentalities that direct essential conduct of undertaking groups. This was especially

true for projects that include hands-on work, for example, construction, assembling,

vitality, and utility businesses. So as to have a powerful safety behaviour program, the

project manager needs to be a health champion. This research incorporated few

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realistic approaches which management could incorporate safety behaviour into a part

of a task to guarantee that "Safety First" was a fundamental belief. A plan was

created, actualized and upheld. The task explicit arrangement ought to be a part of the

customer's corporate safety behaviour strategy or of either customer or the executing

association. A top-level task record would give all workers performing what is more,

subcontractors, a framework for the implementation of safety processes and healthy

work behaviour. The project manager must agree that a workplace free of injuries is

conceivable (Shenhar and Holzmann, 2017).

Choudhry, R.M. and Fang, D, (2008) stated that construction organizations

which successfully achieve strengthened health and safety practices invariably had

been in place clear and acceptable safety and health policies. Safety and health policy

is a written document that represents the organization's goals on safety and health

management issues.

Effectively, Project managers and supervisors will participate in frequent on-

site meetings with employees with a view to improving safety. Yule et al. ( 2007),

found two significant determinants of safety satisfaction for the employees, which

were management commitment to security and management organizational support.

According to Sari Tapura et al, (2014), For certain administrators, lack of or

insufficient support from their own superior was a key obstacle, as the main support

was supposed to come from one's superior. Mohd. Aqleem (2015) added that safety

management play major role in influencing and enhancing the safety and health

quality of work environment. Supervisor as the employees' immediate hierarchical

9
status plays a crucial role in health and safety practices at the organization. As

Haslam. R et al (2005) said construction supervisors still have little knowledge of

safety and little understanding of the cause and prevention of accidents.

As expressed by Jannadi, 2002, each work environment brings about its

representatives an obligation to guarantee their safety at work. Building site or a plant

is a high hazard environment. It was especially essential to be fastidious about safety

behaviour in light of the potential for the presence of risky accidents. In the

expressions of Revathi.K, et al, 2017, whenever a domain normally hazardous and

may offer chances to perilous circumstances, cautious administration was essential so

as to guarantee employees safety. While safety measures can assist with decreasing

the danger of work environment injuries, without management’s administration

responsibility such measures might be rendered inadequate.

Prasad, 2001 referenced that numerous hazardous circumstances emerge in view

of the passageway of an outcast into premises dangerous zones. Great project

management’ gives all outcasts a first purpose of contact. This was to guarantee they

don't wind up meandering around the premises unaccompanied. In the meantime,( Hu,

Susan & Lee et al, 1998) expressed that as employees numbers increased; it got hard

to be informed of what every individual group was doing. This circumstance may

cause covers in tasks that can demonstrate the danger. Sound project management was

required for compelling scheduling such as obliging securely most extreme number of

individuals in a specific territory. Organizations will ensure that workers have a good

understanding of those positions. They will have clear contact with the correct

supervisor if they have questions or concerns.

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 Employee mentoring and encouragement promotes safe conduct and improves

trust (Cormier & Magnan, 2007). Management should make transparent employee

goals using goal-setting approaches to work together to produce results. Feedback is

an integral part of this process. The most suitable way to communicate the input with

the team should be decided by management. When an employee knew why it

mattered, he was more likely to stay and do his job well (Goll & Rasheed, 2004).

According to Graham, H.T., Bennett, R., 1998, by imparting centralized

organization, task management contributes pricelessly to workplace safety. This was

especially vital while there were enormous quantities of employees or groups

performing various tasks. At the point when employees and groups don't know about

what others were doing, they accidentally cause dangerous circumstances to emerge.

It was additionally agreed by Jackson (2004) that with clear and concise scheduling

and employees who have a keen awareness of what goes on at the premises, risks in

the workplace can be reduced considerably.

Based on his findings, Abudayyeh et al. (2006), mentioned that a strong

dedication to management can be seen by an motivated individual in putting

protection as their own personal objective and obligation to promote the concept of

good conduct and influence in certain circumstances while modifying unsafe

practices. Investigate the root causes of any accident and near miss, communicate the

results, and correct any deficiencies. As stated by Hinze, 2013, for any, it is difficult

to obey the safety protocol, evaluate and change the process or function as appropriate

so that the employees are not tempted to violate the rules and work unsafe.

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2.2.2 Management’s Attitude

The attitude and dedication of the management to safety has been an important factor

in shaping the willingness of the workers to adopt safety protocol. In a study at 42

manufacturing plants in the United States; employees who considered their

management to be more committed to safety had higher injury rates (Smith, 1978 &

Yule et al., 2007). One of the parts of project management, asset was group building.

The individuals from the group must realize that the supervisory group were worried

about their own safety behaviour. This would be increasingly adept to pay special

attention to their behaviour and the safety of their partners. Lots of workers in modern

society have been worried. Help or actions from superiors may affect the employees'

emotional or psychological part (Meyer et al., 2000).

One of the primary obstructions to accomplishing safety conduct was the

nearness of risky circumstances or perilous activities in the working environment.

Noteworthy research directed by the safety and health organizations showed that the

quantity of recordable incidents was contrarily relative to the quantity of close to

misses distinguished and cured. The more close to miss incidents recognized and

rectified, the less recordable injuries were continued. One of the central point’s

influencing this relationship was getting the inclusion and duty of everybody engaged

with recognizing issues as well as adjusting them. Employees should be urged to self-

distinguish risks and assume liability to address risky conditions and make safe

conduct.

In a report on employee attitudes to the workplace, Chandrasekar, K (2011)

found the working climate has played a critical role in inspiring workers to carry out

12
their work. Ömer Sadullah (2005) stated that organizational safety climate was the

factor that affects safe/unsafe behaviours of employees which affect the safety and

health behaviour of high rise construction building employees. The actions of

managers could affect job stress rates for workers, and work-related stress was a

significant problem that could have an detrimental impact on the health and safety of

employees.

The actions of managers could affect job stress rates for workers, and work-

related stress was a significant problem that could have and detrimental impact on the

health and safety of employees. As Lack (2002) states, "there is nothing more obvious

for employees than a plant manager who frequently makes himself or herself

recognizable and accessible by walking around the site and occasionally stopping and

talking to employees about healthy work practices. Likewise, the top management of

building workers must be seen as responsible and active in the protection measures

(Zeng et al . , 2008).

Weigmann (2002 ) claimed that a positive attitude towards safety was

demonstrated by its senior management's ability to be consistent in promoting safety

at all levels of the company despite facing numerous challenges even in times of

economic downturn.

As defined by Adebiyi and Charles-Owaba (2009), motivating employees could

be expressed in many activities , such as providing a safety award scheme for good

housekeeping, holding health and safety competition among employees, or holding a

suggestion competition to improve security that offers attractive awards. Similarly,

13
security rewards and punishments (I / P) were introduced in encouraging the

contractors at the construction site, and the results showed a reduced number of

incidents and better safety performance compared to the project without I / P

provisions (Hasan, 2013).

The utilization of motivating forces to compensate greater safety and health

practices could be a technique for including employees in improving the workplace

from a safety behaviour point of view. An incentive scheme, which encourages

workers to recognise and correct unhealthy behaviours combined with the fulfilment

of safety goals at job level is extremely viable. Employees who say they have power

over their situation were increasingly mindful and beneficial. Try to actualize a

compelling, minimal effort strategy for distinguishing and remedying risks in the

working environment.

According to Curran (2004), acknowledging the commitment of employees for

healthy behaviour more individually, more locally and more frequently by

acknowledgment could boost employee morale and enhance overall management

attitude. Private and public recognition were among the forms of recognition used

most frequently. Personal appreciation refers to a discreet thank you or a hand on the

back whereas more formal public recognition. This inspires loyalty and engagement,

and fosters stronger behavioural expectations (Syedain, 1995). Public

acknowledgement became an important aspect of the incentive because the

individual's conduct influences more than just one employee explaining publicly why

the person earns acknowledgement and how it may serve as a motivator for other

employees in relation to the organization's objectives (Wiscombe, 2002).

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 Most unsafe behaviours didn’t simply occur all of a sudden. Rather, they were

frequently gone before by apparently considerate circumstances that in any case

uncover potential risky practices. For instance, representatives failed to wear

appropriate safety equipment could for the most part be distinguished as a hazard

even before an accident happens. (Botani et al, 2009). Numerous hazardous

circumstances likewise created over extensive stretches of time and could be spotted

before any hazard happens. For example, any mileage or harm to equipment was

generally seen before it prompted accidents. Great management commitment panel

would give any individual who saw conceivably hazardous circumstances with a

brought together purpose of contact to report such hazards.

According to Sawacha et al . ( 1999), the provision of PPE to employees will

affect the level of safety performance in an organization. In reality, it was the duty of

the employer to provide the requisite personal protective equipment to the work force.

A sufficient number of safety equipment, for example safety shoes and safety helmets,

should also be regularly assured and in good condition especially for PPE (Hasan,

20130.

Organizations were not solely responsible for the nature of the workplace

environment, and the actions of the workers may have a significant effect on the

atmosphere they were working in. Avoiding unpleasant conditions in the workplace,

such as talking poorly about co-employees or managers, can be difficult to avoid but

may also make the difference between a toxic workplace and a safe one. In

comparison, engaging with co-employees and managers as freely as possible will help

to minimize misunderstandings and inappropriate conduct (Christian et al, 2009). It

15
was not sufficient for the board to identify who was doing what and where. All

representatives should be also notified of what was happening so they don't commit

errors that may offer ascent to dangerous circumstances. This was best finished with

an everyday early daytime preparation that would stay up with the latest before they

started work (Griffin, 2000).

In a construction project, the management team acts as a role model to influence

healthy attitude among building workers, thus fostering safe environment. Several

researches showed that highly qualified workers in the sector are able to reliably

measure relative safety risks for different activities and work environments

(Hallowell, M.R., 2010). In view of this, it was important to provide insight into the

attitudes or prior experience of building management workers in evaluating the

probability and nature of hazards and health threats.

2.2.3 Safety Policy, Rules, Program and Review

Griffith and Howarth (2001) described safety policy as a distributed declaration

representing the vision of the organization and its vital link with the administration of

safety and health matters. The safety policy will describe the organizational way of

thinking of the company in terms of its business activities on safety and health

matters. This must be clearly implemented as a clarification of policy and beginning

from the leading body of official administration of the association. In addition, Kin

and Bonaventura (2006) conducted an investigation into safety management activities

in Bhutanese construction industry explained that safety policy was a composite

statement of requirements and priorities that could illustrate the duty of top

management to ensure safe working techniques and conditions at the construction site.

16
Essentially, Ahmadon Bakri et al .(2006) stated that safety policy was a requirement

of the approach to safety and health which reflected the responsibility of the

management towards the safety and health of the company.

The approach chosen by manager about safety concerns has been successful in

the establishment of protection level within an organization. The definition of specific

procedures and the introduction of safety guidelines such as the 1994 Occupational

Safety and Health Act (OSHA) will allow the process to operate properly. In addition,

the management was responsible for allocating people with the appropriate degree of

competency and expertise in each part of the work as a representative. In terms of

problem solving, this approach will lead to employee needs.

Ilyani Ismail (2006) explained that any safety program is dependent on an

approach which requires employee safety insurance. "The agreement completely

integrates job safety and other business-related problems." Nonetheless, Shim (2006)

reported that given the fact that Malaysia has an excellent law on security policies,

there is no compliance from the specialists, however. As Mohd Khairolden et al.

(2008) put it; careful implementation of the written structure has to be made

particularly for high-rise construction. This was to give all contract workers

confidence and security seeing that they knew that the equipment and systems at

worksites were not harmful to the workers themselves and to people in general. Be

that as it may be security and health officials faced a serious problem because they did

not have the resources to enforce the guidelines carefully.

Another solution to the urgent duty and dedication to safety was to limit the role

17
of security experts to that of staff advisors. The security officer ought to set up

executing strategies and methodology dependent on the undertaking explicit Safety

Plan. (Parringa, L. A. 2010). The workforce would at that point utilize these systems.

Safety Specialists will gather organizational risk information and forward data to job

leaders, supervisors, and working groups. The security officers will be used as

security consultants and not as armed police. The aim was to focus the workers on

safety and not rely on the security experts to protect them. (Sari Sapura et al, 2014).

As reported by Aref & Alireza (2012), Safety Policy includes some notice

exhibiting roles, obligations, culture, behaviours and standards to ensure a workplace

was safe, healthy and appropriate. This statement would also enable all staff and other

people on the site who have been affected by the condition of the site to pay attention

to such alerts to improve the efficiency of the health. The remit of this strategy is as

follows:

a) Creating a framework for ensuring workers work in a safe and secure climate.

b) Diminish the risk-causing condition.

c) Provide secure equipment and tools.

d) Give accurate working methods and procedures.

e) Provide the necessary details, training and guidance regarding site condition and

type of project.

f) Emphasize the use of appropriate footwear and protective equipment.

g) Assign employees according to their skills and competencies.

h) Set up mandatory site admission rules for visitors.

Workplace safety and health policy, as described by the Oregon Occupational

18
Safety and Health Division (OR-OSHA, 2002), is "a concept that defines what people

such as business owners, managers, and employees do to prevent injuries and

incidents at their workplace." Many researchers such as Anton(1989), Abdelhamid

and Everett(2000), Rowlinson(2003), and Aksorn and Hadikusumo (2008) have

claimed that the safety system can be an effective element of management in

significantly reducing injuries as a framework for a more efficient approach to

operations and creating a healthy working atmosphere in an attempt to support

employees.

Abudayyeh et al (2006) claimed that management dedicated to ensuring safety

should continuously enhance their safety systems and strategies by tracking the

performance of workers and using accurate input as a method to improve workplace

conditions. However, Zeng et al (2008) claimed that the dedication of top

management was one of the elements needed to implement a framework in the effort

to strengthen the safety management system in which it could prevent duplication of

effort and minimize the input of resources while enhancing construction health. It is

important to underline and check the value of offering a safety guide or manual to

workers when entering a organization. (Sawacha and et al.1999).

As mentioned by Sharolnizam, 2007, uncompromising management commitment

on the urgency in correcting unsafe act and unsafe condition, employees were found

continually violating the safety rules and procedures, there were no directly

involvement from other department to champion at their own area, employees were

not seen to prioritize safety while doing their daily jobs and inactive health and safety

communication among managers and subordinates. Choudry et al (2008) found that

19
one of the best practices for advancing safety and health by group of executives was

by showing safety materials on notice board with the goal that employees can peruse

and get it. Apart from that, the undertaking management may also show calculation of

project site accidents on safety announcement bulletin board. This was one of the

methods that Directors should be able to support their employees' safety and health.

At the other hand, Masayuki (2006) suggested that a safety board should be formed to

provide the security indications provided by the management at the building site.

Employees should then be constantly conscious of this.

Health was an economic as well as a humanitarian issue that required careful

supervision of management. Safety and health benefits may include less accident, less

harm to property, less downtime, improved morale, improved labour relations,

increased efficiency, lower cost and better quality (Promfret, 1997). Other advantages

include reduced insurance premiums, reduced hidden costs, and enhanced morale of

staff, increased productivity and improved marketability (Levitt and Samelson, 1995).

The majority of construction site injuries were preventable by introducing an

effective safety policy. Unsafe situations and injuries were typically a warning that

the management team had been wrong about something. Health and safety must be

handled in the same way as handling other facets of an organization (Peterson, 1979).

While an effective safety program could prevent or minimize injuries, safety

programs are not adopted by all contracting organisations.

Hinze and Wilson (1999) argued that there was correlation between good safety

performance and high productivity and that safety should not be compromised in an

20
attempt to improve productivity. Good performance in safety was often linked to the

management style, and the application of undue pressure to the workmen by any

means contributed to increased injuries. Crew productivity can be adversely affected

by an injury to an employee. For example, the incident will possibly result in a crew

working in the area of the accident working less productively. Such crews could

initially simply stop work to monitor the activities surrounding an injury. The crews

may be less successful due to discussions of the incident with fellow staff.

2.3 Safety Awareness Training and Safety Behaviour

Training was a method for hazard relief. Guarantee your employees were prepared to

play out the errands they had been doled out. That incorporates the undertaking itself,

nonetheless such preparation as the best possible use of fall defence equipment,

scaffolding client and how to do when circumstances change, or when accidents

happen suddenly. Urge staff to Wait, Consider, and Act and Review any action they

participate in. This procedure, whenever utilized appropriately, would urge every

supervisor to examine what should be done before starting an undertaking, played out

the assignment per the arrangement and afterward audited what was practiced and

search for methods to improve efficiency, quality or any other part of the errand

execution. (Praveen, B. 2011).

Training workers shows management's dedication to health. Trained workers

often accept protective actions more readily because they were aware of the risks and

the impact they could have on preserving safety at work. Review key messages from

training sessions often aimed at improving learning (Sun, J. et al. 1997). Ensure that

training has been conducted to create understanding of "essential habits" for each task

21
and that the training has been replicated regularly enough. Training should also be

carried out immediately after any major changes to the job activity. Perform refresher

exercises at staff meetings to ensure all workers have undergone the same training.

(Hislop, R., from 1999).

As Paringga (2010) points out, the purpose of instruction and training was to

avoid human error that could lead to accidents and to motivate employees to conduct

a difficult task. The monotonous layout of the task is programmed before it is added.

Lai et al., (2011) expressed that training on safety was a best device for alleviating

risk because preparing assists with improving employees' aptitudes and capacities to

distinguish dangers. Permana (2007) conducted a review of safety and health practices

in Batam, Indonesia and found one of the safety practices through his discoveries was

education and training. Being aware of your surroundings on a construction site was

the first step to increasing safety on the job. Being alert to hazards and potential

hazards was the best way to prevent accidents. A construction team that was

cognizant of the activity in and around their work area and practiced situational

awareness reduced the chance for error, accident, and injury.

Safety Awareness Training was a term which refers to the need for safety

enlightenment to prevent accidents (Paul, B. 2001). Security perception, according to

Pirani and Reynolds (1976), was more linked to personal behaviours than anything

else. Based on previous studies, this item could lead to productivity improvement

which would then boost income (Raad, V. D., 1999). The provision of a safety

manual was noticed at the construction site as one of the factors shaping safety

22
behaviour, where this manual offered brief safety training to any new employee

during their first week (Sawacha et al., 1999).

A supervisor was otherwise called an individual with experiences, an individual

who can fix the issue and, moreover, a good example at the key management level

(Nijman, 2004). As an experience master, the supervisors have been constantly

concerned with directing a training system in this manner. The training plan under

way is, for example, the establishment of destinations, the selection of coaches, the

preparation of workout schedules, the selection of the program approach and the

programs to be used, the preparation of resources, the program planning and, in

addition, the preparation requires review. As suggested by Rabey (2007), she

mentioned that a supervisor may be a coach for the employees as the trainer would

help the employees complete their task by leading the employees to the operational

procedure, in particular with regard to another operational approach to enhance

employee safety behaviour.

It was clear that training has a role to play in identifying management activities

to improve the efficiency of the protection. Providing daily exercises improved

employee awareness of dangerous activities. The safety training, on the other hand,

was very helpful as it allowed workers to anticipate possible injuries or near misses.

(D'Oswald, 2013). The management level will consider a systematic and holistic

approach to protection at the construction site in order to increase the standard of

safety and health on a wide scale. This method should be clarified clearly by detailed

procedures for every hazardous activity found during the design stage. For all the

method should be transparent and comprehensible. The company will also maintain

23
system of safety and health training for new workers. The approach would put the

organization's orientation in a preventive phase. Workers who were adequately

qualified would make the correct decision when dealing with workplace-related

events (Vredenburgh, 1995). With the aim of training, the company might avoid

accidents and injuries while it advised its workers of adherence to safety regulations.

Wilkins (2011) believed many business leaders have reacted positively to the

increasing number and quality of health and safety training programs. This may be

because preparation would improve workplace health (Spellman, 1998). According to

Fernández-Muñiz, Montes-Peón and VázquezOrdás (2007), the aim of training and

improving the skills of the employees was to provide employees with the requisite

skills and capabilities to carry out their tasks properly. As stated by Botani et al

(2009), this principle allowed workers to have workplace understanding and

knowledge of risks and was also equipped with realistic countermeasures in safety

managements.

Toole (2002) also conducted a study in the United States and indicated that one

of the causes of the injuries was due to a lack of adequate management instruction. It

will be easy for workers without adequate training to act unsafely and make mistakes

while carrying out the job. They lacked information about how to use the equipment,

and they also did specialized work, such as working at height, hot work, etc. It

definitely would make them vulnerable to injuries.

In spite of the fact that a large portion of a working skill could be picked up at

work, safety was one range of abilities that was best learned before employees enter

24
the building site. Occupational Health and Safety Administration (OSHA), and

numerous organizations distributed a few assets to assist managements with preparing

their new employees on standard health and safety works on, including hand outs,

worksheets, preparing recordings, and even nearby preparing chances. As indicated

by Khans (2011), experienced supervisors ought to be required to revive their insight

into standard safety by going to normal instructional meetings consistently. These

instructional courses could go over straightforward things, for example, fall security

and appropriate utilization of stepping stools, yet the objective was to ensure

everybody was satisfactorily prepared.

Given the fact that they needed workers to go to typical safety instructional

meetings about construction safety and health consistently, having the option to

rehearse safety training skills on location would help construction employees

authorize the safety rules and safe conduct. (Tabish, 2015). Rehearsing building site

safety preparing abilities on location would drive employees to rehearse these

aptitudes in a domain where safety behaviour conduct was fundamental and would

ensure they were prepared. Without the correct preparing, construction employees

could be handily harmed or even executed because of dangerous conduct. In such a

situation where injuries and fatalities are almost certain, preparation is vital and will

forestall things like work environment injuries that will hurt the associations morally

and monetarily. (Griffin and Hu, 2013).

As stated by Tabish (2015), training on safety in the workplace was as

important as safety at work itself. It allowed the management to maintain a healthy

and safe work environment. It also helped the workers identify and correct health

25
hazards. It helped them to understand best practices and expectations regarding

safety. According to Krishnamurthy (2006), safety training was all the more

important for organizations like hospitals and building companies that use hazardous

materials and equipment. Security training was important to workers in recognizing

safety procedures relevant to their employment, or an employee would find

themselves at a greater risk of injury, disease or death in the workplace. Fertis et. al

(2012) in his journal on” Robust Risk Management “expressed that there were

numerous purposes behind management to lead employees training as follows;

a) Inform employees on the safety and health essentials.

b) Improve employee emphasis on their job.

c) Boost employee satisfaction and confidence at work.

d) Increase employees’ motivation.

e) Improved structured feasibility, inferring monetary benefit.

f) Increased capacity to receive new abilities and techniques.

g) Increases Scheme and Service Shift.

h) Greater turnover of staff.

i) Increase image of the business, for example, performing ethics training.

j) Risk prevention, e.g. , sexual harassment training, diversity training.

k) Improved efficiency and satisfaction while ensuring healthy workplace.

Executives and security officers have to take the lead when it comes to security

procedures. To avoid injuries and illnesses in the workplace they should propose new

or improved health training. They could do this by keeping communication lines open

within the company among employees, including how safety data are exchanged

between employees and the management. Executives and security officers need

26
feedback from all staff to define the organization's threats and then use a team

strategy to establish approaches to reduce or avoid threats. (Vecchio-Sadus, A. M.,

2007).

Farooqi R.U. (2008) notes that specified safety obligations and comprehensive

procedures should be included in the work environment at all levels. Training and

education will ensure the awareness of workers about potential errors in the field of

operation of each person. Site checks, audits, senior officer visits and safety seminars

will provide a high degree of attention to safety issues. The staff should be provided

with adequate facilities, including resources, equipment, and documents.

Individual attitudes were expressed by adhering to the protocol, stopping

thought when confronted with an unexpected circumstance, and maintaining respect

for a positive attitude to health. When conditions require (Sun, J. et al , 1997),

managers will take chances to prove that they can put safety issues ahead of growth.

The implementation of local safety improvement activities, such as reporting

mistakes, should be promoted. Indicators of plant efficiency including plant

availability, amount of unplanned shutdowns, hazards and risk exposure is a

reflection of safety considerations. Significant occurring incidents should be

examined to assess what they say about the abilities and witnesses of the staff.

(Lubega et al,2000). Test rigors, and the success of any subsequent disciplinary

measures, were important indicators of the safety culture.

It became clear that preparation played a role in identifying management

strategies to improve safety behaviour. Providing daily exercises improved employee

27
awareness of dangerous activities. The safety training, on the other hand, was very

helpful as it allowed workers to anticipate possible injuries or near misses. (Evelyn

and others, 2005). The management level will consider a systematic and holistic

approach to protection at the construction site in order to increase the standard of

safety and health on a wide scale. For through hazardous activity defined in the design

stage, this strategy should be clearly illustrated by detailed procedure. The process

should be clear and understandable for everyone. The company will also maintain

system of safety and health training for new workers. The approach would put the

organization's orientation in a preventive phase. Employees who were well educated

would make the right decision when dealing with workplace related accidents

(Vredenburgh, 1995). The company could avoid accidents and injuries with the

intention of training because it told its staff in compliance with the safety regulations.

Construction Industry Institute (1993) research distinguished safety planning as

one of five technique zero accidents high impacts. Hinze and Wilson (1999) found a

consistent understanding for those surveyed in their analysis that employee training

was vital to improved safety performance. The company provided their own safety

policy based on their business and works. The contents of the safety policy would be

formed by the executive board for each company. Ordinarily, various organizations

had distinctive safety and health arrangement yet the general substance was

comparable. As per Tan and Nadeera (2014), the substance of all the organization's

safety and health arrangement were underlined for the responsibilities of all the

central actors in order to avoid injuries. The goal of all development organizations

was to accomplish injury and incident free working environment. The safety and

28
health arrangement was significant so as to underline the point of the association with

connection to safety matters.

Roelofs et al. (2011) performed an investigation from the point of view of

construction workers regarding the variables influencing the safety and hazard of the

workplace and found that many workers thought that preparation was necessary, but

none of them would spend 30 minutes to an hour from preparation as their goal was to

complete the workplace at a faster pace. He also shared that it was superfluous to train

a lot of workers, as their definitive point was simply to complete their job and get

their salaries. This demonstrated an absence of information on safety and health

actions by the employees.

Health and safety training assumed a noteworthy job in the improvement of

security in construction industry. Nevertheless, the degree of understanding of

contract workers about the need for such training was unacceptable. They agreed on a

regular basis that their cash was expended preferably on fulfilling needs to be

allocated for planning (Mohd Khairolden et al., 2008).

Kin and Bonaventura (2006) found that several temporary workers have

demonstrated that providing their employees with safety and health training is not

under their control. In any case, due to the high turnover and impermanent nature of

the workforce, it was not possible to do as such for those contracted workers who

were trying to offer certain instruction. Thus, no preparation program exists for

management and employees at building construction site concerning safety and health

issues.

29
2.4 Personal Protective Equipment (PPE) And Safety behaviour

Personal Protective Equipment was described as "all equipment (counting clothing

that provides climate protection) that was supposed to be worn or carried by an person

at work and that provided him with at least one protection or health danger" such as

safety head guards, gloves, eye security , high-visibility cloths, safety boots and

harnesses. Individual defensive gear normally alluded to as "PPE" was equipment

worn to limit presentation to an assortment of dangers; was additionally a technique to

shield an individual from hot and cold temperatures. Where health risk cannot be

prevented or procedures cannot be changed, the use of appropriate PPE may also be

an important tool for protecting employee safety.

DOSH (2005) described PPE as any equipment worn by a worker to protect him

from safety and health threats, and any additional devices intended to protect him

while performing his mission. Rosli Ahmad (2008) claimed that the provision of PPE

at construction sites is essential. Likewise, Paringga (2010) accepted that the workers

were important to PPE in order to provide a safe and healthy environment at

construction sites. There are many types of PPE, such as head protection equipment,

face and eye protection equipment, ear protection equipment, hand protection

equipment, foot protection equipment, respiratory equipment and body protection.

In numerous working environments, Personal Protective Equipment is utilized,

either as the main type of insurance or as an extra line of security to enhance different

methodologies. Not many safety and health experts would contend against utilizing

different precautionary measures, planned for forestalling perils or decreasing dangers

at source, as first decision. Those experts would, nonetheless, promptly conceded that

30
such estimates would only sometimes totally expelled a hazard and that PPE would

kept on having a task to carry out in word related safety and health (Pines, 1987).

McPherson and Shamis (2007) gave an account of the history of personal

protective equipment creation which initially focused on employee safety. Later the

emphasis turned to comfort for the staff, functionality and behaviour problems, and

eventually styling problems. By the mid-century, glove style developments and

compound dipping were complemented by advancements in production designed to

increase cost and quality. This age saw the development of coated gloves with

textured finished suiting the grip requirements, in addition to improvements in cut

resistance. The establishment of OSHA in the mid-1970s led to a greater focus on the

safety commodity for workers.

PPE was also considered the dullest of all health and safety dimensions

(Hands, 2010). But personal protective equipment, though it was meant to be the last

resort in the safety precautions placed in place by an employer, on the other hand, was

always our own personal first line of protection against the hazards we encountered at

work. This was especially true in many developing countries where PPE could

sometimes be the only line of defence against building site hazards. The PPE was

considered a moot point in building safety debate in most developing countries, since

safety regulations were first introduced there and there was a legal structure to

implement those regulations.

Studies performed in the UK (Taylor, 2011 ) found some building site employees

keep on having a somewhat unceremonious mentality towards PPE, also, even more

31
worryingly, this little was done regarding preparing or training to amend this

circumstance; some safety and health supervisors met during the investigation

admitted to an absence of information about various PPE item particulars and which

apparel would be generally reasonable for their working environment, while they

likewise had worries about how to manage obscure or capricious dangers. With such

an absence of clearness, it should along these lines not shock to find that just barely

over portion of construction employees were not provided any PPE training

whatsoever, with almost a third basically choosing the protective clothes they thought

was generally reasonable for the proper undertaking; employees additionally

recognized their greatest issues with PPE were to do with solace and security conduct.

Seventy five per cent said that if PPE was comfortable, they would be more ready to

wear it than was as of now the case.

When the protective clothing products were uncomfortable and the workers

slowed down, so they were less likely to wear it, which increased the probability of

injuries and increased the risk of injury. At the other hand, if clothing was

appropriately tailored and attempted not to obstruct the capacity of the wearers to

fulfil their obligations, they were considerably less liable to endure an expensive pass

in fixation or commit a conceivably deadly error (Taylor, 2011). The PPE should be

environmentally-friendly and appropriately chosen for the individual and mission,

readily accessible, clean and usable, correctly used when necessary and maintained by

adequately qualified personnel in compliance with the maintenance and service plan

of personal protective equipment. Such programs should be established from the

advice of the manufacturers in terms of operation of the equipment, if required.

32
 The key provision of the PPE at Work Regulations 1992 was that personal

protective equipment should be provided and used at work anywhere there are health

and safety threats that otherwise cannot be adequately regulated. The Regulations also

allow PPE to have been;

a) appropriately tested before use to ensure this is appropriate;

b) maintained and properly stored;

c) provided guidelines on how to make good use of it; and

d) employees used appropriately-workers must wear as a legal requirement.

Stubborn to use safety equipment, adhering to work procedures,

thinking that safety is unrelated, always quitting a job and getting bored with other

types of work, causing the employees to lose focus and concentration while working.

An inadequacy of monitoring was the main contributor to the accident. Supervision

focused on broader sites more (Haslam et al .2003). Through closely watching the

employees, the on-site security officer or person in charge could track and ensure that

sufficient PPE was given to the employees and that they were mindful of their duty to

wear the PPE properly and treat the equipment with due care. Shockingly, for some

workers, "health and safety" was only one more in a long list of bureaucratic figures

that made it more and more difficult to meet their everyday obligations.

The study found that the vast majority of workers recognize the need for PPE

and want safety from accidents, injuries and disease. However, the comfort problems

with respect to PPE needed to be resolved to ensure that it did not interfere with the

efficiency of the workers and took into account the unique work climate. Supervision,

supervision and proper maintenance and replacement of PPE will also go a long way

33
towards enhancing the standards of the use of PPE on construction sites. Policies and

legislation concerning EPP must be established and enforced (Gibb, A.G.F., 1995).

A primary protection against hazards in high-risk industries such as construction

is the handling of activities-identifying specific rules and procedures that need to be

followed to ensure that the work is carried out in a secure and safe manner. One very

interesting line of inquiry into the behavioural context of injuries involves the

relationship between these job-related procedural directives and the way research is

performed. Not meeting protocols have been involved in a wide variety of industries

as a contributing factor in incident and injury incidence. (Jeong, B, and Y., 1999).

A portion of these examinations had given proportions of the standardizing level

of strategy infringement, with an increment in the recorded errands. Duff et al. (1993)

discovered the rates of resistance in the development business in UK, the utilization of

PPE with explicit classes are more than 50%. Likewise from the U.K., Robertson et

al. (1999) found that resistance was near, 21% for P.P.E. Lingard et al. (1997) detailed

from Hong Kong rates going from 49-69% of resistance in PPE. Individual Protective

Equipment (PPE) could be a noteworthy deciding component between a safety and

health on building sites. Narrative proof proposes that wearing the right close to home

assurance consistently was critical in diminishing accidents and ought to be given

high need. Overall, continually wore the right protection.

Nevertheless, no matter how carefully chosen the PPE would be ineffective

unless it is used. The main issue relating to the safety issue at construction sites is

workers' attitude (Mohd Khairolden et al., 2008). Krishnamurthy (2006) found that

34
most staff weren't adequately wearing Personal Protective Equipment ( PPE) due to

arrogance, incompetence, carelessness and over-confidence. Potential wearers need to

accept that the PPE would ensure them, and PPE which disrupted the general flow or

was awkward will be more averse to be worn. Be that as it may, this was probably not

going to be sufficient. It took duty and conviction both from chiefs and from

employees for a powerful PPE program.

Numerous specialists didn’t felt safety behaviour is affected because of not

wearing PPE and this created a phenomenon where PPE was frequently neglected and

not assumed as a prime reason when safety of the construction was surveyed

(Frosdick, 1997). Occupational Risk Assessment 2017 by NIOSH revealed that 20

million specialists used PPE all the time to shield themselves from work perils. Just as

physical requirements, attitudinal and social elements were additionally significant.

Research had indicated that directors at all levels in an association needed right

off the bat to perceive the requirement for PPE. It was significant that those with the

executives or supervisory duties knew about the dangers in question; knew about the

potential outcomes of presentation; and perceived and acknowledged the job which

accurately chose and worn PPE could play in controlling such dangers (OSHA, 2004).

Under the Occupational Safety, Health and Welfare Act 2005, there was an obligation

on representatives to wear PPE given. Where this wasn’t being clung to, the

board/businesses ought to ask the employees for what reason the PPE wasn’t being

worn on the off chance that there was a certifiable trouble being experienced by the

wearer. Employees could consider including tenacious non-wearing of PPE into their

disciplinary methods.

35
 When purchasing any personal protective equipment, employers were required to

ensure that an assessment was performed to determine if the personal protective

equipment they wished to purchase would be sufficient for providing workplace

hazard protection. A professional supervisor in the workplace should take into

account any health or safety risks that cannot be avoided or otherwise covered. If PPE

has to be used to protect the employee against known threats, then the chosen PPE

also has to be tested to decide if it is compatible with any other personal protective

equipment that might also have to be used at the same time. For example, if a person

was wearing a safety helmet and still had to wear hearing protection at the same time,

then it would be appropriate to provide ear muffs that can be added to the helmet to

provide the dual protection required for protection of the head and ear.

When PPE had been chosen, it should consistently be promptly accessible. A few

types of PPE were generally powerful and enduring, for example, wellbeing head

protectors – albeit even these could fall apart in warmth or daylight. Others,

nonetheless, may be intended to be constrained use (for example dispensable PPE) or

may be effortlessly filthy and made unacceptable. For instance, gloves which had

been intensely tainted by whatever they were shielding from might not, at this point

gave appropriate assurance. Substitution supplies must be promptly and effectively

accessible or any endeavours to guarantee consistence will be sabotaged. (Lombardi

et al, 2009).

According to Mitchell and Braithwaite (2007), the preparation of workers to

use personal protective equipment (PPE) at the construction site was one of the

necessary procedures or mandatory prerequisite for the construction company to plan

36
for workers before enabling employees to start working. In addition, the training

given to the workers was to ensure that the employees were well prepared with the

skills required to carry out construction work on the site with minimal safety hazards

(Smith, T & Dejoy, D, 2014).

Training would be successful if there were two forms of effort based on

knowledge as well as a hands-on approach whereby employees would have to use

their own personal protective equipment ( PPE) for employees to obtain a greater

understanding and appreciation of personal protective equipment (Cooper, M, 2012).

Of example , the construction company will have to schedule a test or observe the use

of personal protective equipment (PPE) for a period of time before the workers

become eligible to be fully aware of all the aspects present on the construction site in

personal protective equipment (Cheng, E et al, 2014).

The knowledge, attitude and belief of the employees regarding the use of

personal protective equipment (PPE) on the construction site would also affect the

effectiveness of the personal protective equipment ( PPE) being used on a personal

level. According to Pomevor and Afari, 2016, a supportive work atmosphere with

competent workers and a positive mindset and confidence in personal protective

equipment (PPE) will create a safe working climate for workers. The workers would

carry out their work effectively and efficiently as described by Edwards and Holt

(2013) which could be beneficial to the employer. This could also speed up the

process of completing the project at the workplace which could enable the employer

to receive the payment for completing the project, as there would be no delays or

additional costs due to accidents that could happen.

37
2.5 Conceptual Framework

The conceptual structure is the key to connecting independent variables and variable

dependency which lead to solution for occupational safety behaviour within the TME

Builders. Therefore, independent variables that had been identified are management

commitment, safety awareness training and PPE within the TME Builders, while

dependent variable is employees’ safety behaviour leading to the solution which is

behavioural safety and health practices within the company towards reducing

potential hazard in the construction of high rise building. The figure 2.1 below shows

the conceptual framework of the study.

Independent Variable Dependent Variable Solution

Role of
Occupational
Management
Safety &
commitment, Safety Behaviour
Health
Safety Awareness of Employees
practices in the
Training and
company
PPE

Figure 2.1 Conceptual Framework

2.6 Theoretical Framework

The theoretical framework is one of the natural ways to extend the literature review in

a research. The aim of the literature review, amongst different things, is to

highlight issues and gaps with the prevailing add in the field.

38
 Figure 2.2 is the theoretical framework which summaries the issue raised in this

chapter starting with the understanding on the relationship between management

commitment, safety awareness training and personal protective equipment with

employee safety behaviour.

Figure 2.2 starts with the first tier of dichotomous relationship between

management commitment and safety behaviour in which three main sections of

management commitment are highlighted mainly safety awareness, management

attitudes and safety issues and policies. As a result, management has the primary

responsibility and compliance for a safe workplace which indirectly enhances the

safety behaviour of the employees.

The second tier is to examine the importance of safety awareness training will

ensure the awareness of workers about potential errors in the field of operation and

help them understand the best practices to behave safely. For example, Toole (2002)

conducted a study in the United States and indicated it will be easy for workers

without adequate training to act unsafely and make mistakes while carrying out the

job.

The third tier indicates the relationship between Personal Protective Equipment

and safety behaviour of employees. It was found that PPE plays a minor role in

enhancing safety behaviour but according to Hands (2010), though it was meant to be

the last resort in the safety precautions PPE was considered a moot point in building

safety debate in most developing countries.

39
 Theoretical framework for the relationship
between management commitment, safety
awareness training and PPE and safety behaviour
of employees

Significant determinants are commitment to Safety Awareness Training is the best

security and organizational support. device to improve employees’ aptitude

Involvement: Supervisors should involve Maintain system of safety and

employees in safety related decision-making. Health training for new employees
PPE is the only line of defence
Management Attitude: Management should
against building site hazards
embrace a positive attitude towards safety
culture

Safety policy implementation Adherence to safety

regulations

Motivated workers who Safer working environment

follow safety behaviour and Influence with reduced employee
maintain good safety attitude on
accidents and death

Improved Safety Behaviour by promoting

the concept of good conduct and influence
in certain circumstances while modifying
unsafe practices

Figure 2.2: A Theoretical Framework for this Research

2.7 Summary

This chapter examined literature objectively according to the subject matter in

question. Firstly, literature on management commitment and employee safety

behaviour was reviewed, the second part focused on training awareness and employee

safety behaviour and the third section focused on PPE and employee safety behaviour.

40
 CHAPTER 3
METHODOLOGY
3.1 Introduction

The chapter addresses research methodologies that include the design of the sample,

methods for collecting data, structures for population and sampling, research

instruments and methods for data analysis. Figure 3.1 on page 39 demonstrates the

progression of the research methodology.

3.2 Research Design

A descriptive approach to this analysis has been adopted. A descriptive design is a

systematic, analytical study into which the researcher has no direct influence over

independent variables because they cannot automatically be manipulated (Teddlie and

Yu, 2007; Saunders, Lewis, and Thornhill, 2009). The dependent variable of the study

was employee safety behaviour. The independent variables were management

commitment, safety awareness training and PPE. This research applied a quantitative

methodology as an instrument for data collection. According to Cresswell, J.W. &

Garret, A.L. (2008), quantitative studies are a form of study to determine what to look

for, ask specific questions, decrease the scope of questions, collect quantified data, do

statistics interpretation and perform inquiries in an analytical and impartial way. 20

questionnaires which was adapted from a previous study was used. and comprised of

demographic questions such as age, gender , status of marital, education level and

working experience as well as questions on three main factors affecting safety

behaviour of employees in high rise building and also questions on safety awareness.

41
 Yes Quantitative
Research Design Descriptive

No Qualitative

100 skilled
and semi-professional
Population employees from TM Builders
Sdn. Bhd. Kuala Lumpur

Method Simple Random

Sampling
Sampling

Size 80 respondents
(Slovin Formula)

40 questionnaires
Research
Instruments
5 Point Likert Scale

Yes Pilot
Data collection Approval from Test
(field work) contractors
No New
Applctn.

Data Analysis IBM SPSS VERSION 26

Descriptive Pearson Analysis of KMO and

Statistics Correlations Variance (ANOVA) Bartlett test

Figure 3.1: Methodology Flow Chart

3.3 Population

42
Target population is the population to which a researcher wishes the findings of a

study to be generalized. In a research sample the target population comprised all those

possible participants who might form a study group (Kothari, 2004). For this study,

the target population was all the 100 skilled and semi-professional employees

working in a high rise building construction site in TME Builders located at No. B-

13A-3, Jalan C180/1, Dataran C180, Cheras Selatan, 43200 Cheras, Selangor D.E.

This population comprised of employees from different field of construction working

area mainly structural workers, mechanical & electrical workers, architectural

workers and finishing workers. Distribution of the targeted population is shown in

Table 3.1 below.

Table 3.1 Distribution of Targeted Population

CATEGORY OF EMPLOYEES NUMBER

Structural Employees 30
Mechanical & Electrical Employees 20
Architectural Employees 40
Finishing Employees 10
Total 100
Source: TME Builders Sdn. Bhd. Human Resource and Administration (2020)

3.4 Sampling

The names of 100 samples were chosen out of a hat from a high rise building

constructions site under TME Builders Sdn. Bhd., No. B-13A-3, Jalan C180/1,

Dataran C180, Cheras Selatan, 43200 Cheras, Selangor D.E. which consists of 300

employers. In this study, the population is 100 employees and the sample is

considered random because each one of the employee has chances of being selected.

3.4.1 Sampling Method

The participants included in the main study were selected through simple random

sampling. 100 respondents were chosen from one construction site under TME

Builders Sdn. Bhd., No. B-13A-3, Jalan C180/1, Dataran C180, Cheras Selatan,

43
43200 Cheras, Selangor D.E. which included structural workers, mechanical &

electrical workers, architectural workers and finishing staff involved in the physical

building sector.

This group was chosen purposely because they were the most vulnerable to poor

safety behaviour on construction sites especially in high rise building construction

sites. Since there were only a limited number of primary data sources who could

contribute to the study because of the nature and aims of the research, the researcher

believed that simple random sample method may be the only appropriate method

available and effective.

3.4.2 Sample Size

Research scholars argued that an acceptable sample size needed to be chosen so that it

represented the entire population of the researched site. However, the adequacy of the

sample size depends on a variety of factors specific to the study that need to be taken

into account and evaluated by researchers in the process of making a decision on the

sample needed (Guilford, and Frucher, 1973). The absolute size therefore depends on

the nature of the population being studied, as well as research questions.

The study adopted the Slovin’s formula which was formulated by Slovin in 1960

and taken from https://www.statisticshowto.com/how-to-use-slovins-formula/ to

determine size of sample. Those samples were then distributed equitably across the

various population categories in the proportion which the categories are represented in

the total population. The Slovin formula is illustrated in the next page. The sample

size formula to be used is provided in Equation 1.

44
n o = Z ²pq
______ = 384 Equation 1
e²

Where:

no = Non-corrected sample size.

Z = Confidence level set at 1.96 (95% ).

P = Percentage (set as 0.5)

Q = Population proportion (1-p)

E = Margin error of the study set at + 5 %

Correction for finite population provides the valid sample size as in Equation 2

no

n = _________ = 79.5 Equation 2

( no −1 )
1+
N

Where:

N = Size of the population

n = Size of the sample

Since the population is 100, equation 2 was applied to get 79.5, approximately 80

target samples. Replacing the values in the formula, the resulting sample size was 80

spread across categories of respondents, as shown in Table 3.2 on page 43. The

sample size distribution per category was determined by taking the number of

45
respondents divided by total population in each category and the result multiplied by

the total sample size.

30 X 80
For example, the size of sample for structural workers will be: = 24
100

Table 3.2: Population, Percentage and Sample Size

Category of Workers Population Percentage Sample N
Structural Workers 30 30 % 24
Mechanical & Electrical Workers 20 20 % 16
Architectural Workers 40 40 % 32
Finishing Workers 10 10 % 8
Total 100 100 % 80

3.5 Research Instrument

This research applied a quantitative approach that was a questionnaire as a data

collection instrument which was adapted from a previous study and consisted of

demographic questions, management commitment, safety training awareness and PPE

which correspond with safety behaviour. Overall, there are 40 items adapted from a

few journals from the websites. The draft questionnaire was first sent to expert to be

revised and reviewed before being self-administered as it was necessary to rephrase

and simplify some of the questions before main study.

The questionnaire was divided into four parts- Section A, Section B, Section C

and Section D. Section A of the questionnaire sought for general information

regarding the age, gender, marital status, education level and working experiences of

respondents. Section B sought to establish the influence of management commitment

on employee safety behaviour, Section C sought to know the effect of safety

awareness training on employee safety behaviour, Section D sought to find out how

PPE affect employee safety behaviour and Section E sought to seek the level of

employee awareness on safety behaviour. Each part of the questionnaire consisted of

46
a list of statements to which respondents had to provide their response based on a 5-

point Likert scale from strongly disagree to strongly agree as shown on page 44.

1 2 3 4 5
Strongly Disagree (D) Neither Agree (A) Strongly Agree
Disagree (SD) Disagree and (SA)
Agree (N)

This questionnaire has been through revisions and improvements based on

respondent feedback in pilot test. The questions and forms of answers that mislead the

respondents and did not affect the objectives of the study were discarded. Table 3.3

provides the description of the range and method of measurement that was used.

Table 3.3: Range and Method of Measurement.

Parameters Number of Criteria for Measurement
Questions
Management Commitment 10
Safety Awareness Training 10 1: ‘Strongly Disagree’
2: ‘Disagree’
Personal Protective Equipment 10
3: ‘Neutral’
Safety Behaviour Awareness 10 4 : ‘Agree’
Level 5: ‘Strongly Agree’

A bilingual instrument was developed for the purpose of this study, which is

Bahasa Malaysia and English as shown in Appendix A. All samples were collected

under the direction of the researcher using sampling techniques and

questionnaires to make sure that respondents understood the meaning of the

question. They sat within the room and completed the questionnaire. Each

respondent can ask an issue if they need any questions or don't understand the

question. Considered the time taken by each respondent to complete, the researcher

47
developed the questionnaire which could be answered within one hour and thirty

minutes.

3.6 Validity and Reliability

Reliability and validity are essential components of a quantitative inquiry into studies.

The device's reliability and legitimacy are a significant factor to bear in mind as a

fantastic resource (Popham, 1990; Kaplan & Saccuzzo, 2005)

3.6.1 Validity

The questionnaire used in this study as a survey tool was a mixture of questionnaires

taken from the Loughborough Safety Culture Assessment Toolkit (LSCAT) and

Safety Culture Toolkit (RSSB) of the Railway Safety Standard Board. All toolkits

have been tested by several businesses around the world and commonly used in a

number of industries. Based on this, it was not mandatory to establish validity testing

and validity checking of criterion by material validity. Nonetheless this study carried

out some validity checking and reliability checking.

3.6.2 Reliability

The Cronbach alpha was used to systematically test the strength of the scale’s internal

accuracy. This coefficient is 0-1. Large Cronbach Alpha values indicate a high

consistency of the questions which comprise the sub-scale. For this analysis the alpha

indexes suggested strong internal reliability. The questionnaire was deemed positive

and reflective of what was to be measured.

3.7 Data Collection Method

48
This work was subjected to a series of procedures that were followed to ensure

success for the research phase in collecting data. Organizational researchers would

rarely explicitly approach respondents with requests for participation in their studies.

After selecting the respondents in the department, an approval was required

before the survey could be conducted and the questionnaires could be distributed to

the respondents. The principal contractor was sent a letter requesting his approval (see

Appendix F). Approval was granted, after being briefed by the researcher. Several

terms and conditions were enforced, and both parties agreed. One stipulated that this

research should be used exclusively for academic purposes, and should be marked as

private and confidential.

As for the next step, a pilot test was done to verify the appropriateness of the tool

which was carried out in one of the trainings (tool box meeting) conducted at TME

Sdn. Bhd. dated 19th & 20st March 2020. During this training a total of 30 participants

attended and all has been given one set of questionnaire. Pre-testing of the instrument

was intended to ensure that things in the instruments were clearly defined and had the

same significance for all respondents. This helped the researcher to adapt the

questionnaire and implement it for process objectivity and performance.

The researcher personally administered the actual questionnaire to all survey

respondents, hand-distributed and collected. They were clustered in the conference

room and assisted by the researcher in the event they experienced problems. The

participants were told that they participated on a voluntary basis and were free to

withdraw at any time while answering the questions.

49
 It was agreed that the principal limitation in carrying out this survey was the

language barrier for most of the employees chosen were foreign workers. Upon

approval, the researcher with the help of a research assistant (a foreign worker) who

was well versed in the local language (Bahasa Malaysia) disseminated the

questionnaire personally to the targeted respondents. 80 instruments representing

100% of the target sample were collected after the process.

3.8 Data Analysis Method

The completed questionnaires were edited for completeness and accuracy before the

answers were processed. The data collected were extensively screened and analysed

using version 26 of IBM SPSS (Social Sciences Statistical Package). The SPSS is a

popular scientific statistical package. The knowledge was displayed in bar charts and

pie charts, as well as in prose-form. Primary data were collected for this study using

questionnaires which was a quantitative approach and the data was analysed. It

employed statistical multivariate that included descriptive statistics, Pearson's

correlation coefficient, variance analysis (ANOVA), multiple regression analysis and

KMO and Bartlett Test.

The pattern was defined using descriptive data based on the statistics given in the

Respondents Information Sheet. Frequency, means and standard deviations analyses

were calculated to explain the respondents' demographics and issues of management

commitment, safety awareness training, personal protective equipment and also safety

behaviour awareness. Descriptive analysis transforms raw data through the

50
rearrangement, ordering and manipulation of means for simple interpretation. Figure

3.2 below is the snapshot from SPSS showing how descriptive analysis was done.

Figure 3.2: Descriptive Analysis Snapshot from SPSS Version 26

In this analysis Pearson's coefficient of correlation is applied to examine the

significant relationship between three independent variables. Pearson correlation is

the most seen in statistics which calculate the linear parallel between two or more

variables. Values typically range from -1 (strong negative relation) to +1 (strong

positive relation). Values at or near zero suggest a weak relationship or no linear

relation. Table 3.4 below displays the meaning of the values for the correlation

coefficient as collected by Chua (2006) in Information Behavior and Technology

Affinity among Higher Institution Learner in Borneo - Scientific Figure on

ResearchGate.

51
 Table 3.4: Correlation Coefficient Values and Meanings
RANGE OF LEVEL OF
CORRELATION COEFFICIENT CORRELATION
0.91 to 1.00 / -0.91 to Very High
-1.00
0.71 to 0.90/ -0.71 to High
-0.90
0.51 to 0.70/ -0.51 to Moderate
-0.70
0.31 to 0.50/ -0.31 to Low
-0.50
0.00 to 0.30/ -0.00 to Very Low
-0.30

Source available from: https://www.researchgate.net/figure/2-Strength-value-

of-Correlation-Coefficient

Additionally, this study has employed multiple regression analysis. It aims at

having the most influential factor influencing the safety behaviour of the employees

and selecting the satisfactory line that sums up the linear relationship between

variables. To explain the relationship a regression model can be used (Montgomery et

al., 2001). A multiple regression method has been used to illustrate the importance of

the three independent variables when assessing workplace safety behaviour.

3.9 Summary

This chapter's describes the research design, population, sampling design and scale,

test instrument, data collection procedures and finished with data analysis technique.

Findings of the survey carried out will be detailed in the next chapter.

52
 CHAPTER 4
DATA ANALYSIS AND RESULTS

4.1 Introduction

This chapter presents the outcomes of the data collected being presented, analysed

and interpreted from TME Builders Sdn. Bhd. employees on factors affecting

employees’ safety behaviour. The research questions and data collected were

interpreted accordingly.

The research was performed through descriptive statistics. The answers were

summarized and presented in percentages, frequency, standard deviation, and

means. Using Microsoft Excel, the data was displayed in pie charts, bar charts and

tables. The findings have been used to make judgements about the study's

objectives. The explanation of the result was based on the data from version 26 of

the IBM Statistical Package for Social Science (SPSS).

4.2 Demographic Statistical Analysis

This segment provides information on respondent demographics. It shows the

respondent’s gender, age, marital status, educational level and work experience. Table

4.1 in page 54 displays the descriptive analysis which includes the total values (N),

minimum and maximum values, mean and standard deviation for the demographic

elements of the respondents.

53
 Table 4.1: Statistical Analysis for Demographic Factors.

Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
Gender 80 1 2 1.34 .476
Age 80 1 5 2.65 1.008
Marital status 80 1 2 1.61 .490
Education level 80 1 3 1.75 .666
Experiences 80 2 4 3.24 .641
Valid N (list wise) 80

The percentage for each demographic component is set out in pie charts and bar

charts between pages 54 to 53. The combinations of all descriptive analyses, such as

percentages, frequency and means for all gender, age, marital status, level of

education and work experience is shown in Appendix B page 98. SPSS descriptive

analysis results for demographic items can be seen in Appendix B.

4.2.1 Gender

Table 4.2 and Figure 4.1 below display the gender distribution of respondents, of

which 53 were male respondents (66 percent), while 27 were female respondents (34

percent). The mean and standard deviation value is M=1.34, SD=0.476, as shown in

table 4.1. This indicates that since the nature of the industry involves heavy duty

work, it is more suitable for the male compared to female employees.

Table 4.2: Respondents Gender.

54
 Gender
Valid Cumulative
Frequency Percent Percent Percent
Valid male 53 66.0 66.0 66.0

female 27 34.0 34.0 100.0

Total 80 100.0 100.0

55
 Gender

34%
Male
Female

66%

Figure 4.1: Percentage of Respondents Gender.

4.2.2 Age

Statistics on the age of respondents are described in Table 4.3 and Figure 4.2 below.

Seven percent were between the ages of 18-24, 48 percent were between the ages of

25-34, 29 percent were between the ages of 35-44 and 10 percent were between the

ages of 45-54 and another 7 percent were between the ages of 55 or more. The mean

and standard deviation value as shown in table 4.1 page 54 is M=2.65, SD=1.008.

Table 4.3: Respondents Age.

Age
Frequency Percent Valid Percent Cumulative Percent
Valid 18-24 years 5 6.0 6.0 6.0
25-34 years 38 48.0 48.0 54.0
35-44 years 23 29.0 29.0 83.0
45-54 years 8 10.0 10.0 93.0
> 55 years 6 7.0 7.0 100.0
Total 80 100.0 100.0

Age
48%
50%
40% 29%
30%
20% 10% 7%
6%
10%
0%
18-24 years 25-34 years 35-44 years 45-55 years > 55 years
Figure 4.2: Percentage of Respondents Age.

56
4.2.3 Marital Status

Table 4.4 and Figure 4.3 show that 49 (61.0%) of the respondents were married while

31 (39.0%) were single. The mean and standard deviation value is M=1.61, SD=0.490

as shown in page 54 of Table 4.1. This shows that TME has a stable workforce since

employees with family are more settled in one company as compared to single

employees. This data also presents to management vital information when striking a

work-life balance in assigning responsibilities to employees.

Table 4.4: Respondents Marital Status.

Marital Status
Cumulative
Frequency Percent Valid Percent Percent
Valid single 31 39.0 39.0 30.0
married 49 61.0 61.0 100.0
Total 80 100.0 100.0

Marital Status
39%

Single
Married

61%

Figure 4.3: Percentage of Respondents Marital Status.

4.2.4 Education Level

Table 4.5 and Figure 4.4 described the information on respondents’ education level.  

The number of primary-educated respondents is equivalent to 30 (38.0 percent), with

a majority of 40 (50 per cent) secondary-level respondents. 10 (12.0 percent) of them

57
are eligible at the vocational level to ensure compliance with behavioural health. The

mean and standard deviation value for the variance is M=1.75, SD=0.6.

Table 4.5: Respondents Education Level.

Education Level
Cumulative
Frequency Percent Valid Percent Percent
Valid primary 30 38.0 38.0 38.0
secondary 40 50.0 50.0 88.0
vocational 10 12.0 12.0 100.0
Total 80 100.0 100.0

Education level
60% 38% 50%
40%
20% 12%
0%
Primary
Secondary
Vocational

Figure 4.4: Percentage of Respondents Education Level.

4.2.5 Working Experience

Eleven percent of respondents worked for TME for 1-2 years, 54.0 percent worked for

2-5 years and 35 percent worked for more than 5 years as in Table 4.6 and Figure 4.5.

Mean and standard deviation value is M=3.24, SD=0.641, as in Table 4.1 in page 54.

This implies that skilled and unskilled employees work together for synergy benefits.

Table 4.6: Respondents Working Experience.

Working Experience
Cumulative
Frequency Percent Valid Percent Percent
< 1 year 0 0 0 0
Valid 1-2 years 9 11.0 11.0 11.0
2-5 years 43 54.0 54.0 65.0
> 5 years 28 35.0 35.0 100.0
Total 80 100.0 100.0

58
 Working experience

60 54
40
20 11 35
0
< 1 year
1-2 years
2-5 years
> 5 years

Figure 4.5: Percentage of Respondents Working Experience.

4.3 Independent Variables Findings

This segment presents results for the study's research aims, which were obtained from

the data instrument distributed to the respondents. The tables show the summaries for

each factor. The SPSS analytical findings are attached in Appendix C.

4.3.1 Management Commitment

Findings of the survey questionnaires are shown in Figure 4.6 and Table 4.7.

100% 0%
1%
90% 26% 21% 0%
80% 6%
40% 36% 29% 31%
70% 40% 32% 19% 31%
60% 38%
39%
50%
40% 37% 41%
39% 40% 39%
38%
30% 41% 39%
20% 29% 40%
10% 0% 20% 23% 25% 22%
6% 25%
0% 0%
1% 0% 36%
3%
1% 5% 4% 19%
0% 26%
3% 0%
t

5% 0%
en
ou

d
ist

fie

4%
ab

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on

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re

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po
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oc
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Pr

re
Sa
Su

sa

ec

Po
pr
ffi
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Pr

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Su

ty
al
ee

fe
tic
Fr

Sa
ac
Pr

Strongly Disagree Disagree Neutral

Agree Strongly Agree
Fi

gure 4.6: Histogram of Management Commitment Survey Findings

59
 Table 4.7: Findings of Management Commitment Questionnaire
Strongly Disagree Neutral Agree Strongly
Disagree (%) (%) (%) Agree
(%) (%)
Safety walk about (Q1) 0 6 29 39 26
Supervisors do not listen(Q2) 40 38 21 1 0
Unsafe behaviour rectified (Q3) 1 0 20 39 40
Prompt investigation (Q4) 1 3 23 37 36
Safety information (Q5) 0 5 25 41 29
Precautions reminded (Q6) 3 4 22 40 31
Free to report an incident (Q7) 0 0 19 41 40
Sufficient safety rules (Q8) 0 5 25 38 32
Practical procedures/rules (Q9) 36 39 19 6 0
Safety Policy reviewed (Q10) 0 4 26 39 31

The study found that most respondents strongly stressed the importance of

management's dedication to health and safety (safety walk, safety information, safety

rules and policies) and added that this was the key to fostering positive safety

behaviours within their organization. But there were still about ¼ of the employees

who were not sure and 5 to 6% disagreed. This indicated that the commitment shown

by management was not adequate enough and visible and there was room for

improvement.

The study observed that supervisors and management in TME Builders were

completely aware of their health obligations. In organizing the site, there was a

centrally placed person with generic responsibility for safety and to whom the

employees could turn in case of unsafe behaviour, especially safety supervisors. This

can be clearly shown when most of the respondents disagree that the supervisor did

not listen to employee safety concerns in the workplace (78%) and 21% was still not

sure whether supervisors were listening to their safety problems. This indicates that

some employees were not aware or not bothered to report any unsafe behaviour to

their supervisor.

60
 Furthermore, management actions in favour of safety in TME were found to

help build a healthy working atmosphere that motivates safe work behaviour, as most

respondents agreed to the statements; “Management usually informs workers to take

precautions while working and communicates the necessary information on safety to

all employees”. But difficulties in communication with foreign workers clearly can be

seen when only 70% agreed to this survey.

It was also noted that TME workers are more likely to engage in enhancing

safety conduct because they felt that management is worried about their personal

safety at work. This was clearly shown when the employees agreed that they could

report an accident or near-miss with no fear of reproach (Q7) and also contributed the

highest mean score (M=4.21) on the finding in Appendix B.

With regard to this finding, it could be considered that the high-rise construction

projects in TME where management demonstrated and enforced the higher level of

dedication to workplace health were most likely to minimize incidents of hazardous

behaviours and enhance safety work behaviours.

4.3.2 Safety Awareness Training

Good safety training was critical in educating workers about the risk of accidents,

how to avoid accidents and the potential hazards in their work. Training and education

initiatives therefore play a significant role in building safety enhancement and are

effective in increasing workplace safety awareness and improving behaviour (Dabble

et al., 2014). The findings of the survey questions on safetytraining awareness are

shown in the Figure 4.7 and Table 4.8.

61
 100%
90% 5%
34% 5%
80% 41% 40% 17% 30%
70% 37% 40% 34% 36%
60% 43%
50% 37% 34%
40% 40% 39% 45%
30% 44% 41% 40%
20% 19% 49%
8% 11% 39% 41%
10% 6% 18%
4% 8% 3% 5% 15% 14% 15%
0% 5% 5%
.l .
. 2% 0%
4% 2% 6% 7% 6%
inc our ng .. 3% 5% 4%
4% 4%
i i i . g 6%
nt av in cc in g ...
ne beh tra ra ain efin ca ... i... .
po
o f ess
afte
e tr
br i
d u edu r a c..
o m e n t d e y t a
yc
g re ed ua ar ty et iss n
et h an wa ew eq az a fe saf m atio
f C a n d h s rs a r g
Sa ty sr
e A ty ee
s
de ne es
ti
afe n a fe y a fy v
S a S o e n
Pl pl rl ti ti
Strongly Disagree Disagree Em io en
Neutral
d en
n I cid
Se
Agree Strongly Agree Ac
Figure 4.7: Histogram of Safety Awareness Training Survey Findings.

Table 4.8: Finding of Safety Awareness Training Questionnaires

Strongly Disagree Neutral Agree Strongly
Disagree (%) (%) (%) Agree
(%) (%)
Safety component included (Q1) 4 6 19 37 34
Change of behaviour(Q2) 3 8 8 40 41
Safety awareness training(Q3) 5 5 11 39 40
Plans renewed after accidents (Q4) 39 34 17 5 5
Adequate training (Q5) 2 5 18 45 30
Safety hazard briefing (Q6) 4 0 15 44 37
Employees safety education (Q7) 3 2 14 41 40
Senior leaders safety education (Q8) 5 6 15 40 34
Identify near miss training (Q9) 4 4 7 49 36
Accident investigation actions (Q10) 6 4 6 41 43

Based on the table 4.9, almost 75% to 85% of the respondents agreed that the

most important factor for their change in safety behaviour of construction workers is

the safety awareness training provided for employees (Q3, Q5 and Q9).

The research also revealed the need for training and growth in TME Builders

Sdn. Bhd. It was clearly seen from the survey when the majority of respondents

confirmed that they had undergone safety awareness training before assigning to work

62
(Q3) at the construction site , particularly for the unqualified or less experienced

workers in the orientation program for new workers. In general, the work performance

of workers has been greatly enhanced thanks to the training methods and techniques

used by TME high-rise construction company. Therefore, it has resulted in a positive

impact on the efficiency of workers and an increase in their skills and job

effectiveness.

Sometimes, there was a general perception that safety training was necessary, but

it was actually common sense and something that was familiar to most staff. Under

this flawed theory, managers who were under pressure to meet project deadlines could

cut short safety training in exchange for more hours of actual work. It was not the

case at TME because 85 percent of respondents accepted that all team members,

employees, and managers should undergo detailed training protocols to detect and

disclose safety issues, adverse accidents, near misses, and errors (Q9). Additionally, a

special safety education was provided to workers (81 percent agreed) and senior

leaders (74 percent agreed).

The findings clearly show that about 81 percent of the 80 sampled respondents

combined training to enhance efficiency as it changed their attitudes (Q2) on how

they view health and safety, sharpened their workplace awareness, competencies and

skills. On the other hand, the remaining 19 percent of the respondents who

participated in the study reported that their workplace training did not change their

safety behaviour. The majority of the respondents in this regard referred to the fact

that training positively affects the safety of workers and this result was very

significant.

63
4.3.3 Personal Protective Equipment (PPE)

Results show that while 100 percent of contractors have some kind of PPE facilities at

worksites, 11 percent of construction workers were not sure whether they had to wear

personal protective equipment (PPE) at all times on the construction sites. This

represents a lack of knowledge and training about the need, value and obligation to

wear the PPE.

75% of the respondents were aware and agreed that they had not been given the

choices in wearing the PPE (Q7) with the highest mean score (M=4.21) because TME

Builders made it compulsory for all employers and employees to use PPE while

working (M=4.14). Nevertheless, 9 percent of employees were still reluctant to wear

protective equipment which implies that some of TME employees were not aware of

the importance of PPE in developing safety behaviour. 83 percent of employees

reported having a big responsibility for PPE compliance; 7 percent were persuaded

that it was not their main responsibility, while the remaining 10 percent were

uncertain (Q5).

The findings also suggested a lack of consensus as well as a lack of attitude on

the part of about 17% of the employees to acknowledge responsibility for PPE

enforcement and agreed that their supervisor complied with the PPE they wear. The

findings of the survey are shown in Figure 4.8 and Table 4.9.

64
 120%

100%
30% 30% 47%
36% 40% 36% 35%
80% 42% 42% 42%

60% 23%

39% 38% 45% 40%

38% 10% 40%
40% 38% 38% 40%

27%
20% 16% 14% 12% 13%
15% 11% 23% 10%
5% 7% 0% 8% 4% 17%
0% 5%
8% 5% 4% 5% 10% 5% 6% 5%
1% 2% 2% 1%
0%
) ... ) ) . ) ... ... ) .
( Q1 te (Q3 ( Q4 n e.. (Q6 n nt (Q9 E (..
e n e o e P
bl ve ry le r E ti id ry P
ila pre l so tab awa e PP g op acc ssa on
a pu r l ce ce
v re fo ce b in ng
P Ea su o m o m lian u ita ear edu E ne
ai ni
o C c
P p
Un
p S w Er PP Tr
Ex Strongly Agree m
Co Agree Neutral No PP Disagree Strongly Disagree
Figure 4.8: Histogram of PPE Survey Findings.

Table 4.9: Finding of PPE Questionnaires.

Strongly Disagre Neutral Agree Strongly

Disagre e (%) (%) (%) Agree (%)
e (%)
PPE available(Q1) 1 8 16 39 36
Exposure prevented(Q2) 2 5 15 38 40
Compulsory (Q3) 4 5 11 38 42
Uncomfortable (Q4) 10 27 10 23 30
Compliance awareness 0 7 10 43 40
(Q5)
Suitable PPE (Q6) 0 2 23 45 30
No wearing option (Q7) 5 8 12 40 35
PPE reduce accidents (Q8) 6 4 10 38 42
PPE necessary (Q9) 0 1 17 40 42
Training on PPE (Q10) 5 5 13 40 47

This represents either a lack of commitment by the worker to recognize and act

on site behavioural safety and health procedures or a lack of commitment by

management to properly convey the site safety behavioural plan to their employees.

When TME workers were asked about the advantages of wearing PPE, 40 percent

"strongly agreed" and 38 percent "agreed" that PPE avoids exposure (Q2) to the kinds

65
of hazards they were exposed to around the job, and that they had gained from

wearing PPE because it hindered accidents (Q8) as agreed by 80% of the respondents

especially when the employees conducted unsafe behaviours. Meanwhile, 30%

strongly agreed and 23% agreed” that un-comfortableness was a barrier to wearing

PPE (Q4).

Results indicated that management usually aims to preserve PPE worksite

facilities in most cases where regular inspection was carried out on PPE worn by

employees at the site as 75% did not deny that “PPE are readily available and

frequently inspected” (Q1). This fact has shown that TME cannot require many

workers to work on site without the requisite safety equipment, and from the

viewpoint of top management this may not be appropriate worker behaviour.

However, the findings suggested a positive finding about a general sense of

commitment by TME management to the PPE which ensure the rate of accidents is

lowered by enhancing safety behaviour and which would contribute to the realization

of ‘zero target’.

4.3.4 Safety Behaviour Awareness

The findings of the survey questions are shown in the Figure 4.9 and Table 4.10. The

result indicated 70- 80 percent of respondents agreed with most of the questions and

agreed strongly regarding how important safe behaviour in their working environment

is. This reflected a manner of awareness to the need, significance and responsibility

towards safe behaviour among employees in TME Builders Sdn. Bhd. The

respondents were aware and agreed that involvement in all the safety activities or

information enhanced co-workers safety behaviour which contributed to the reduction

66
of accidents and safety and health hazards. This was clearly shown in the results when

the highest score means (M=4.12) was to question 5 and 9.

100% 0% 0%
14% 13%
90% 29%
37% 32% 32% 35% 32% 33%
38%
80%
70% 40% 41%
60%
39%
50% 40% 40%
39% 38% 48% 43% 48%
40%
30%
20% 26% 23%
17% 21% 22%
20% 20% 20%
10% 0% 0%
6% 5% 4% 4% 2% 4%
0%

E
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Strongly agree Agree Neutral Disagree Strongly disagree

R/

No

Figure 4.9: Bar Chart of Safety Behaviour Awareness Survey Findings.

Table 4.10: Findings of Safety Behaviour Awareness Questionnaires.

Strongly Strongly
Disagree Disagree Neutral Agree Agree
(%) (%) (%) (%) (%)
R/ship with M improve safety
behaviour (Q1) 0 6 26 39 29
Stop unsafe behaviour (Q2) 1 5 17 39 38
Concern own safety behaviour (Q3) 46 40 14 0 0
Give idea to improve(Q4) 0 4 21 38 37
Take part in safety activity (Q5) 0 0 20 48 32
Always wear PPE (Q6) 1 4 23 40 32
Don't report unsafe behaviour (Q7) 46 41 13 0 0
Initiate to comply with rules (Q8) 0 2 20 43 35
Unsafe behaviour reduce accidents
(Q9) 0 0 20 48 32
Discuss potential risk regarding
safety (Q10) 1 4 22 40 33

In this result it was clearly mentioned once again that management commitment

(Q31), safety awareness (Q35) and PPE (Q36) still play a major role in improving

workplace safety behaviour, where 68 percent agreed that good management

relationships would minimize unsafe behaviour. In addition, 80% (48% agreed and

67
32% strongly agreed) realized that participation in any safety related exercises or

activities could enhance safe behaviour among the workers (Q5) and 72% of the

respondents confirmed that wearing PPE was also one way of reducing unsafe

behaviour (Q6). Not to mention that 78 per cent of respondents followed safety rules

and procedures (Q8) to enforce healthy conduct at work. This brought us to a

conclusion that PPE could protect employees against safety and health risks during

job when management controls were not practical or constructive to reduce unsafe

behaviours to acceptable levels in TME Builders Sdn. Bhd.

4.4 Statistical Analysis

Appendix B displays statistical analyses using SPSS version 26. For the purpose of

discussion, results of the analysis are summarised in the form of tables.

4.4.1 Reliability of Test

The snapshot from SPSS in Figure 4.10 shows reliability of test results of

questionnaire for each of the sections which was obtained by using the Cronbach

Alpha method.

Figure 4.10: Reliability of Test Analysis Snapshot from SPSS

68
 Table 4.11 : Cronbach alpha results.
Variables Cronbach’s Alpha

Management Commitment 0.577

Safety Awareness Training 0.610

Personal Protective Equipment 0.563

(PPE)
Safety Behaviour Awareness 0.426

Based on Table 4.11, the reliability was high for Safety Awareness Training

(0.610), followed by Management Commitment (0.577), PPE (0.563) and Safety

Behaviour Awareness (0.426). The data collection would be more accurate if the

value of the obtained coefficient is higher. The result above indicated that the

questionnaire used for this study was reliable.

4.4.2 Validity of Test

A validity check was conducted to verify how well the questionnaires used for this

analysis assess what it aims to measure. For the purpose of this study, the researcher

did three types of validity namely construct, face and also criterion.

4.4.2.1 Construct Validity

Construct or design validity was performed to determine the appropriateness of the

questionnaires for assessing the facts studied. Kaiser-Meyer-Olkin (KMO) and

Bartlett Test of Sphericity factor analysis was done to evaluate the questionnaire for

construct validity using Dimension Reduction Toolbar in SPSS as shown in the Figure

4.11 on page 69.

The statistical findings for Kaiser-Meyer - Olkin (KMO = 0.813) and the

Bartlett sphericity test (value 6, 215.526, p < 0.001) in table 4.12 also in page 69

show that the raw data were appropriate for performing factor analysis and

69
values of KMO > 0.8 suggest a high correlation and importance of the analysis.

Figure 4.11: KMO and Bartlett Test Analysis Snapshot from SPSS.

Table 4.12: KMO and Bartlett’s Test results.

KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .813
Bartlett's Test of Approx. Chi-Square 215.526
Sphericity df 6
Sig. .000

4.4.2.2 Face validity

Face validity is when an assessment or test appears to do what it supposes to do. For

face validity, nine experts were chosen to review the questionnaire tool as shown in

Table 4.13. The criterion used to select all the nine experts are based on:

i) Experienced employees (≥ 8 years)

ii) Familiarity with construction site safety and health issues.

iii) Well versed in OSHA and DOSH rules and procedures.

Table 4.13: Expertise and experiences of the panels

70
 Panel Expertise Experience
(years)
1 Operation Executive (Tan Yoon Chee) 13
2 Site Engineer ( Ismail Sharoom) 10

3 QA/QC Coordinator (Ramesh) 10

4 Surveyor ( Chau Chee Hoon) 8

5 Structural Supervisor ( Tan Bee Ching) 15

6 M&E Coordinator ( Muhd. Ashraf) 8

7 Architectural Supervisor ( Lee Lam Kit ) 17

8 Resident Engineer ( Lim Keek Kiong) 8

9 Clerk of work ( Meng Siow Lim) 9

A “Yes” and “No” scale was used to indicate the responses from the panel experts and

the table 4.14 below was used to check the face validity of the test by calculating yes-

answer from the total answer.

Table 4.14: The Sum of the Questionnaire data

Panel The Item of Questionnaire Sum

1 2 3 4 5 6 7 until 40 Yes No
1
2
3
4
5
6
7
8
9
Sum

Then, the data was calculated using descriptive analysis in SPSS for frequency

and percentages. The range of the result with its qualitative interpretation based on

Arikunto’s (1997:2008) in his research on Scrutiny Procedure: A Practical Approach.

Jakarta: PT. Rineka Create. 108-109 as follows;

Table 4.15: The Range of Result with Qualitative Interpretation

71
 Range Qualitative Interpretation
81% - 100% Very good
61% - 80% Good

41% - 60% Fair

20% - 40% Bad
Less than 20% Very bad

Source : Arikunto’s (1997:2008). Scrutiny Procedure: A Practical Approach. Jakarta:

PT. Rineka Create. 108-109

Based on the results (Appendix D), the percentage inter-rater agreement yielded

between 80% -92.5% which indicated that the questionnaire items had very good face

validity. Additionally, some modifications were changed to accomplished primarily

based on comments and suggestions from the panels’ feedback as in Table 4.16.

Table 4.16: Panel comments for face validity

Panel Comment

1, 2, 5, 6, 7 and 8 Format acceptable.

4 Enlarge the font size.
6 Split the double-barrel question
7 Choose the suitable items only.
8 Need correction in sentence structure.
9 Improve the language used.

4.4.2.3 Content validity

From the literature, the researcher had identified three variables that affected the

employees’ safety behaviour in high rise building construction. In order to ensure the

appropriateness of the variables to be used as an factor of this analysis, an assessment

technique called the content validity ratio (CVR) based on Lawshe's equation has

been translated into then accomplished using the same group of experts chosen to

evaluate face validity. The panels were asked to rank the three-stage variables, as

72
shown in Figure 4.12. The layout of the survey questions for the panels of experts is

shown in Figure 4.13.

VALIDATION OF SURVEY QUESTIONNAIRE

Dear Panels,

This questionnaire contains 4 domains and 40 items related to employees’ safety behaviour in
high rise building construction. I need your opinion on the degree of essentiality of each item to
the measured domains. Please be as objective and constructive as possible in your review and use
the following rating scale:

Degree of essentiality:

1 = Essential
2 = Useful but not essential
3 = Not necessary

Figure 4.12: Example of Instruction and Rating Scale.

Domain 1 : Management Commitment

Questionnaire Essentiality
1. Management knows what to look for during safety walk 1 2 3
about. O O O

2. Supervisor does not listen to employee’s safety 1 2 3

concerns in the workplace. O O O

3. Unsafe practices are immediately detected and rectified 1 2 3

by management. O O O

Figure 4.13: Example of Layout for Response from Panels.

Using the total number of experts (N) and the number that ranked the item as

important (E) the following formula was used for calculating the CVR:

CVR = [(E - (N / 2)) / (N / 2)]

CVR can measure from -1.0 through 1.0. The closer the CVR is to 1.0, the

more the object is considered as critical. Conversely, the closer the CVR is to -1.0,

the more meaningless it is. The results of this preliminary study showed that as

shown in Appendix E, all 40 questionnaire items had values between 0.33 and 1.00

which imply values greater than 0.33. Thus, it could be concluded that all the

questionnaire items were strongly accepted and essential.

73
4.5 Testing of Research Objectives

4.5.1 Relationship between variables

Objective 1 of this study is to determine proper conduct between management

commitment, safety awareness training and Personal Protective Equipment and

employees’ safety behaviour. As in Figure 4.14, Pearson Correlation analysis was

performed to explore these relationships.

Figure 4.14: Correlation Analysis Snapshot from SPSS

Table 4.17 shows the consequences of the Pearson Correlation Analysis test.

First of all the test indicates that there was a positive, strong

and large relationship between safety behaviour and Safety Awareness Training (r = .

603, p < .05). Next, there was a positive and moderate relationship between safety

behaviour and PPE (r = .598, p < .05). Finally, a positive and moderate relationship

could be seen between safety behaviour and Management Commitment (r = .513, p <

.05). This proved that there was a strong relationship between Management

74
Commitment, Safety Awareness Training and Personal Protective Equipment with

safety behaviour and this answered the first research objective.

Table 4.17: Pearson Correlation Results

Correlations

Safety
behaviour Management Training PPE
** **
Safety behaviour Pearson Correlation 1 .513 .603 .598**
Sig. (2-tailed) .000 .000 .000
N 80 80 80 80
** **
Management Pearson Correlation .513 1 .825 .744**
Sig. (2-tailed) .000 .000 .000
N 80 80 80 80
Training Pearson Correlation .603** .825** 1 .820**
Sig. (2-tailed) .000 .000 .000
N 80 80 80 80
** ** **
PPE Pearson Correlation .598 .744 .820 1
Sig. (2-tailed) .000 .000 .000
N 80 80 80 80
**. Correlation is significant at the 0.01 level (2-tailed).

In addition, because the correlation coefficients, r, were between 0.513 and 0.825

which showed a significant correlation between factors, the survey method was

acceptable and adequate to predict the criterion variables in this study (Radhakrishna,

2007).

4.5.2 Most Influential Factors in Enhancing Safety Behaviour

Finally, the researchers ran the multiple regression analysis to answer the second

research objectives. R square value is as seen in Table 4.18 is 0.396, which meant 39.6%

of the variance in safety behaviour was influenced by the three independent variables.

The remaining 61.4% was unexplained and might be influenced by other variables

outside the scope of the study. The model was statistically significant (F = 16.632, p

< .05) as shown in table 4.19.

75
 Table 4.18: Multiple Regression Analysis (Model Summary)

Model Summary

Adjusted R Std. Error of the

Model R R Square Square Estimate
a
1 .629 .396 .372 .261

a. Predictors: (Constant), PPE, Management, Training

Table 4.19: ANOVA Analysis Results

ANOVA
Model Sum of Squares df Mean Square F Sig.
1 Regression 3.409 3 1.136 16.623 .000b

Residual 5.195 76 .068

Total 8.604 79

a. Dependent Variable: Safety behaviour

b. Predictors: (Constant), PPE, Management, Training

Table 4.20 in the next page, shows that safety awareness training had a

statistically significant correlation with safety behaviour as p > .05 with a positive

value of beta (.357), which meant with every one unit increase in safety performance,

the outcome variable would increase by 0.357 units. PPE also had a statistically

significant correlation with safety behaviour as p < .05 with positive value of beta

(0.318), which means with every 1 unit increased in safety behaviour, the outcome

variable would increase by 0.318 units. There was low significant correlation between

management commitment and safety behaviour as p > .05 with a value of beta (.018),

which meant with every 1 unit increased in safety behaviour, the outcome variable

would increase by 0.018 units. Lastly, we could conclude that the most influential

factor in enhancing safety behaviour was safety awareness training as β = 0.357.

76
Table 4.20: Multiple Regression Analysis (Coefficients)

Coefficients
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.227 .345 3.553 .001
Management .015 .135 .018 .111 .912

Training .330 .174 .357 1.895 .062

PPE .258 .129 .318 1.999 .049

a. Dependent Variable: Safety behaviour

4.5.3 Importance of the Independent Variables

The strong correlation of all three variables with positive beta values was evident the

importance of management commitment, safety awareness training and PPE in

predicting the safety behaviour of an employee in TME Builders Sdn. Bhd. The

regression equation that could be used to predict the employees’ safety behaviour at

the construction site is as follows:

Safety behaviour = 1.227 + (0.357 × Safety Awareness Training) + (0.318 × PPE) +

(0.18 x Management Commitment)

All three independent variables were important in determining positive safety

behaviour of an employee. If the beta value of the independent variables increased,

then the safety behaviour of the employees was also favourable and vice versa. This

answered the researcher’s third objective which is to discover the level of

management commitment, safety awareness training and PPE in enhancing

employees’ safety behaviour in the construction of high rise building.

77
4.6 Summary

This chapter summarized the study results, based on the three research questions.

First, the results on the general information and survey questions were presented

accordingly. Secondly, statistical analysis was done. Finally, the testing of hypotheses

was presented in detail. The next chapter draws conclusions about the analysis,

highlights the limitations and recommendations for practical approaches and future

research in enhancing safety behaviour.

78
 CHAPTER 5
DISCUSSION AND CONCLUSION
5.1 Introduction

Chapter five contains the discussion of the analysis, summary of study, limitation and

also recommendations to the organization to enhance safety behaviour among

employees in high rise construction building companies. Data of 80 respondents from

one of the construction of high rise building site under TME Builders Sdn. Bhd. was

collected and analysed using Statistical software IBM SPSS Version 26. Descriptive

methods for analyzing data such as frequency, percentage and mean were used to

characterize demographics of the respondents. The relationship between factors

affecting safety behaviour was tested using Pearson Correlation Test and Multiple

Linear Regression.

5.2 Summary of Main Findings

Based on the results of the Pearson Correlation in Table 4.17 on page 82, there is a

strong, clear and important relationship between safety behaviour and safety

awareness training. Besides, the multiple regression analysis proved that safety

awareness training is statistically substantial and correlated with safety behaviour,

which means that a merger in awareness training will strengthen the safety behaviour.

The finding is similar to the previous studies performed with the aid of other

researchers consisting of Fang et al. (2004), who claimed there was a high quality

relationship between training in health awareness and safety behaviour. Moreover,

training is the most influential factor affecting safety behaviour at the

79
construction site. There is a strong positive association between PPE and safety

behaviours. The end finding is in line with the previous research undertaken with the

help of Cooper, M (2012), who explained that PPE significantly raise the risk of

safety behaviours.

As for management commitment, we can conclude that this independent variable

did not strongly influence safety behaviour. This end result is also in line with the

previous study by Tam, Zeng, and Deng (2004), and Abdul-Rashid et al. (2007)

which concluded that safety behaviour is influenced by a low commitment to

management.

5.3 Discussion and Implications

In terms of management commitment, the study revealed that priority was provided to

safety and made efforts to involve supervisors and staff in safety-related activities and

to enforce safety rules and regulations by providing guidance to employees. Most

respondents agreed that the supervisor's deep concern for healthy work helps improve

the employees ' positive safety behaviors. This was clearly indicated when most of

the respondents disagreed that the supervisor does not listen to employee safety

concerns in the workplace. All the same, the respondents disagreed that some

procedures & regulations on safety and health are not really realistic. They believe

that the safety rules and regulations in TME are sufficient to prevent incidents

occurring. The results of the study showed that all management engagement plays a

role in enhancing the safety conduct of employees in the construction of high-rise

buildings.

80
 On safety awareness training, the majority of respondents agreed that they had

opportunities to develop skills and that the training programs focused on the needs of

the organization and the individual. Worker training, especially worker orientation

training was offered in TME for new employees and this educational training was

provided to both workers and supervisory personnel as it appears to be guided to the

appropriate and safe behavior while working, and clarifies the need for safety while

working. However, the respondents disagreed that the training plans are immediately

renewed after accidents and incidents. The management takes time for improvement

and to review the details of the accidents and incidents based on the report received.

With regard to Personal Protective Equipment (PPE), the majority of

respondents accepted that sufficient and acceptable working PPE was given. They

also viewed the supervisors as leading by example and supportive. The study found

that many respondents reacted negatively to whether they had encountered work-

related hazards while using PPE when working. Many also disagreed that wearing

PPE was uncomfortable and they have the option whether to use or not to use the PPE

as they wished.

5.4 Limitations of the Study

The researcher encountered few challenges and limitations in completing this study.

Firstly, the researcher had to go through the company to find participants for the

study, which had many barriers due to liability and also involves the company’s

employees. The researcher had to make phone calls and need to network with the site

supervisors, engineers, safety officers and also the contractors. These gatekeepers had

to believe that the researcher had to come in objectively and that the study gives a

81
positive impact for the company. The researcher collected all the appropriate and

sufficient information regarding the study and prepared himself well before meeting

and convincing the gatekeepers. Even with a copy of the abstract and also a thumb

drive and supporting materials, the company gave a late response and this made a

delay in completing the study.

Secondly, Lack of communication with the supervisor. Guidance on a research

project is important for the researcher. There were many obstacles in communication

between the researcher and his professor which gets on the way of the research

progress. To explain the concerns about the subject of the research, to know what the

supervisor expects from the researcher and to learn more about his research topic, the

researcher need to communicate with his supervisor who is a busy university

professor and had to spare ample of time in skill learning and practical

implementation. The researcher also spends a lot of time and energy on finding

appropriate journals, reports etc. 

Furthermore, this study was conducted by way of an adapted and self-

administrated questionnaire. The evaluation of the questions in the questionnaire by

the respondents remains unknown. Nevertheless, the majority of the respondents are

foreign workers. The respondents might inaccurately evaluate the questions because

of the language barrier that may trigger misinterpretation between the respondents'

understanding and the concepts measured by the question. At the other hand, it is

taken for granted the sincerity of the respondents in answering the questions during

the survey, which may pose a limitation in this analysis.

82
5.5 Direction for Future Research

The researchers offer a few suggestions for enhancing safety behaviour of the

construction companies. To begin with, there ought to be a regular inspection and

monitoring of the company’s safety level to guarantee safe work practices are being

kept up to date at the construction site. Getting employees’ help on safety auditing

will lead to huge awareness and employees will learn more about safety hazards.

Secondly, the management has to conduct legitimate safety education and

training, as these are imperative instruments to eliminate workplace hazards so they

can work more safely and be more beneficial and viable. By conducting legitimate

safety education and training, the company can instil the knowledge and skills

required for the employees to conduct their work safely. Additionally, proper safety

training can reduce back up plan misfortunes due to accidents, administrative

penalties or fines, and cases. The management has to take “prevention is better than

cure” steps to mitigate losses from the prevalence of accidents.

Finally, the company has to engage the employees through effective

communication and coordination so that the employees are mindful of the types of

dangers that might arise which the strategy that has to be embraced is to maintain a

strategic distance from or control. The supervisor will not always be at the site, so the

employees ought to know how to respond within the occasion of an accident. The

language barriers in communication with foreign workers can be dispensed with on

the off chance that the management makes two-way communication with those

employees and get their feedback on the safety procedures.

83
 Upon suggestion, further researchers can help improve and assist construction

employees in the effective implementation of this strategy.

a) More work on factors influencing the safety behaviour of employees in the

construction of high-rise building should be carried out in the context of Malaysia.

The problems faced by the construction companies in Malaysia and the bodies

concerned should be examined and strategies implemented to increase levels of safety

behaviour. Trainings, seminars and awareness-raising activities will help adoption of

the strategy.

b) In addition, future studies can be done using qualitative methods. The

researchers will be able to classify the thoughts of the participants using qualitative

methods, emotions and thoughts on the study of reading problems. The data obtained

is more accurate and compact because respondents will provide their views accurate.

Researchers can also combine theories and models to support the research being

conducted. Not only that, the results of the study will be different from the

quantitative studies which were used in this research.

5.6 Summary

Chapter five offers a comprehensive description of the results of the study. The

implications of this study on specific fields are discussed and described in specific

sections, as well as suggestions for future researchers that can serve as a guide for

improving such studies as well as strengthening other findings, particularly those in

related fields.

84
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 APPENDICES

APPENDIX A

QUESTIONNAIRE / SOAL SELIDIK

SECTION A : PERSONAL DETAILS / SEKSYEN A : MAKLUMAT PERIBADI

Please indicate the correct option by ticking (√) or give information in the spaces provided.

Sila nyatakan pilihan yang betul dengan menandakan (√) atau berikan maklumat di ruang
yang disediakan.

1. What is your gender / Apakah jantina anda?

a) Male / Lelaki [ ]

b) Female / Perempuan [ ]

2. What is your age group / Apakah kumpulan umur anda?

a) 18 – 24 years / tahun [ ]

b) 25 – 34 years / tahun [ ]

c) 35 – 44 years / tahun [ ]

d) 45 – 54 years / tahun [ ]

e) 55 – years & over / tahun & keatas [ ]

94
3. Marital Status / Status Perkahwinan

a) Single / Bujang [ ]

b) Married / Sudah berkahwin [ ]

4. Education level – (please indicate the highest level of education you have attained)

Tahap pendidikan – (sila nyatakan tahap pendidikan tertinggi yang telah anda capai)

a) Primary / Primer [ ]

b) Secondary / Menengah [ ]

c) Vocational certificate / Sijil Vokasional [ ]

d) Diploma / Diploma [ ]

e) Degree and above / Ijazah dan keatas [ ]

f) Other competency certificate / Sijil kecekapan lain [ ]

5. How long you have worked with TME Builders, please tick where applicable.

Berapa lama anda bekerja dengan TME Builders, sila tandakan di mana berkenaan.

a) Less than a year / kurang dari setahun [ ]

b) Between 1 – 2 years / Antara 1 – 2 tahun [ ]

c) Between 2 – 5 years / Antara 2 – 5 tahun [ ]

d) More than 5 years / Lebih dari 5 tahun [ ]

95
 SECTION B: MANAGEMENT COMMITMENTS / SEKSYEN C: KOMITMEN
PENGURUSAN

Neutral / Berkecuali

Setuju
Sangat tidak setuju
Strongly Disagree /

Strongly Agree /
Disagree / Tidak

Sangat setuju
Setuju

Agree /
PARAMETERS / PARAMETER 1 2 3 4 5
Management knows what to look for during safety
walk about.
Pengurusan tahu apa yang perlu dicari semasa
perjalanan keselamatan.
Supervisor does not listen to employee’s safety
concerns in the workplace.

Penyelia tidak mendengar masalah keselamatan

pekerja di tempat kerja.
Unsafe practices are immediately detected and
rectified by management.

Amalan tidak selamat segera dikesan dan diperbaiki

oleh pihak pengurusan.

Accidents are investigated promptly in order to

improve safety behaviour at worksite.

Kemalangan disiasat dengan segera untuk

meningkatkan tingkah laku keselamatan di tempat
kerja.
Management communicates the necessary
information on safety to all employees.

Pengurusan menyampaikan maklumat yang

diperlukan mengenai keselamatan kepada semua
pekerja.
Management usually informs workers to take
precautions while working.

Pengurusan biasanya memberitahu pekerja untuk

mengambil langkah berjaga-jaga semasa bekerja.
I can report an accident or near-miss without fear of
blame of retribution.
Saya boleh melaporkan kemalangan atau nyaris
hilang tanpa rasa takut untuk disalahkan.
The safety rules followed in my company are
sufficient to prevent incidents occurring.

Peraturan keselamatan yang dipatuhi di syarikat

saya cukup untuk mengelakkan kejadian berlaku.
Some safety and health procedures & rules are not
really practical.

Beberapa prosedur & peraturan keselamatan dan

kesihatan tidak begitu praktikal.
Management continuously reviews the safety policy
and procedures to make sure it up to date.

Pengurusan terus mengkaji polisi dan prosedur

96
keselamatan untuk memastikannya terkini.
SECTION C : SAFETY AWARENESS TRAINING / SEKSYEN C : LATIHAN
KESEDARAN KESELAMATAN

Agree /
Neutral / Berkecuali

Sangat tidak setuju

Strongly Disagree /
Sangat tidak setuju

Disagree / Tidak

Strongly Agree /
Setuju

Setuju
PARAMETERS / PARAMETER 1 2 3 4 5
Safety components are included in new employee
member orientation program.

Komponen keselamatan termasuk dalam program

orientasi anggota pekerja baru.
Training has changed my behaviour about how I view
health and safety.

Latihan telah mengubah tingkah laku saya tentang

bagaimana saya melihat kesihatan dan keselamatan
I have received safety awareness training before
assign to work at construction site

Saya telah menerima latihan kesedaran keselamatan

sebelum bertugas di tapak pembinaan
The training plans are immediately renewed after
accidents and incidents.

Rancangan latihan segera diperbaharui setelah

berlakunya kemalangan dan kejadian.
I am adequately trained to respond to emergency
situations at workplace.

Saya cukup terlatih untuk bertindak balas terhadap

situasi kecemasan di tempat kerja.
I have been briefed to identify safety hazard in the
workplace.

Saya telah diberi penerangan untuk mengenal pasti

bahaya keselamatan di tempat kerja.
Employees were given specific safety education.

Pekerja diberi pendidikan keselamatan khusus.

Senior leaders had received specific safety
education.

Pemimpin kanan telah mendapat pendidikan

keselamatan khusus.
All staff members, workers, and managers receive
specific training in procedures to identify and report
safety concerns, adverse events, near misses, and
errors.

Semua anggota staf, pekerja, dan pengurus

menerima latihan khusus dalam prosedur untuk
mengenal pasti dan melaporkan masalah
keselamatan, kejadian buruk, nyaris tersasar, dan
kesalahan.
Accident investigation is mainly used to identify

97
workplace safety hazard.

Penyiasatan kemalangan digunakan untuk mengenal

pasti bahaya keselamatan di tempat kerja.
SECTION D : PERSONAL PROTECTIVE EQUIPMENT (PPE) / SEKSYEN D :
PERALATAN PERLINDUNGAN PERIBADI (PPP)

Neutral / Berkecuali

Strongly Agree / Sangat

Strongly Disagree /

Agree /
Sangat tidak setuju

Disagree / Tidak
Setuju

tidak setuju
Setuju
PARAMETERS / PARAMETER 1 2 3 4 5
PPE are readily available and frequently inspected.

PPP tersedia dan sering diperiksa.

PPE prevents exposure to the kinds of hazards I am
around on the job.

PPP menghalang pendedahan kepada jenis bahaya

yang saya hadapi semasa bekerja.
It should be compulsory for employees to use PPE in
order to work safely.

Pekerja harus menggunakan PPP untuk bekerja

dengan selamat.
Wearing PPE is uncomfortable and inconvenient for
me.

Memakai PPP tidak selesa dan menyusahkan saya.

My supervisor is aware of my compliance with PPE
guidelines.

Penyelia saya menyedari kepatuhan saya terhadap

garis panduan PPP.
I am provided with suitable and sufficient PPE for my
job.

Saya diberi PPP yang sesuai dan mencukupi untuk

pekerjaan saya.
Employees have no option whether to use or not to
use PPE.

Pekerja tidak mempunyai pilihan sama ada untuk

menggunakan atau tidak menggunakan PPP.
The number of accidents at workplace had reduced
due to the usage of PPE.

Jumlah kemalangan di tempat kerja berkurang

kerana penggunaan PPP.
The use of PPE is absolutely necessary in my
workplace.

Penggunaan PPP sangat diperlukan di tempat kerja

saya.
The safety officer conducts training of PPE for all the
workers at site.

Pegawai keselamatan menjalankan latihan PPP

98
untuk semua pekerja di lokasi.

SECTION E : SAFETY BEHAVIOUR AWARENESS/ SEKSYEN E: KESEDARAN

TINGKAHLAKU KESELAMATAN

Neutral / Berkecuali

Sangat tidak setuju

Strongly Disagree /

Agree /
Sangat tidak setuju

Disagree / Tidak

Strongly Agree /
Setuju

Setuju
PARAMETERS / PARAMETER 1 2 3 4 5
You think a good relationship between management
and employees will improve safety behaviour.
Anda fikir hubungan yang baik antara pengurusan
dan pekerja akan meningkatkan tingkahlaku
keselamatan.
When your co-workers are engaging in an unsafe
behaviour, you will stop them.
Apabila rakan sekerja anda melakukan tingkahlaku
yang tidak selamat, anda akan menghentikannya.
You will pay more attention to own personal safety
behaviour if the supervisor is concerned about you.
Anda akan lebih mengamalkan tingkahlaku
keselamatan diri sekiranya penyelia prihatin terhadap
anda.
During the construction procedure, you will give
suggestion to improve employees’ safety behaviour.
Semasa prosedur pembinaan,anda akan memberi
cadangan untuk memperbaiki tingkahlaku
keselamatan pekerja.
You often take part in safety information activities
regardless the participation of your co-workers.
Anda selalu memgambil bahagian dalam aktiviti
maklumat keselamatan tanpa mengambil kira
penyertaan rakan sekerja anda.
You always wear PPE during your work whether
supervised or unsupervised.
Anda selalu memakai PPP semasa bekerja samada
diawasi atau tidak diawasi.
When you encounter unsafe behaviours, you usually
do not report it to your supervisor.
Apabila anda nampak tingkahlaku yang tidak
selamat,anda biasanya tidak melaporkannya.
You will take the initiative to comply with safety rules
and regulations regardless the ignorance of your co-
workers.
Anda akan mengambil inisiatif untuk mematuhi
peraturan dan undang-undang keselamatan tanpa
menghiraukan penglibatan rakan sekerja anda.
You are confident that safety hazards at workplace
can be reduced by safe behaviour of employees.
Anda yakin bahawa bahaya di tempat kerja daspat
dikurangkan dengan tingkahlaku selamat pekerja.

99
When facing potential risks, you will discuss with your
co-workers to find a safer way to do the task.
Apabila menghadapi risiko yang berpotensi, anda
akan bincang dengan rakan sekerja langkah yang
lebih selamat untuk melakaukannya.

APPENDIX B

Overall Demographic Descriptive Analysis Results

Variable Frequency Percentage (%) Mean Standard

(n=80) Deviation
Gender
Male 53 66.0
1.34 0.476
Female 27 34.0

Age
18-24 Years Old 5 6.0
24-34 Years Old 38 48.0
35-44 Years Old 23 29.0 2.65 1.008
45–55 Years Old 8 10.0
>55 Years Old 6 7.0

Marital status
Single 31 39.0
Married 1.61 0.490
49 61.0

Education Level
Primary
Secondary 30 38.0
Vocational 40 50.0 1.75 0.666
10 12.0

Working Experiences
Less than a year 0 0.0
1-2 years 9 11.0 3.24 0.641
2-5 years 43 54.0

100
> 5 years 28 35.0

APPENDIX C

SPSS RESULTS OUTPUT

Reliability Statistics Reliability Statistics Reliability Statistics

Management Training PPE
Cronbach's Cronbach's Cronbach's
Reliability Statistics
Alpha N of Items Alpha N of Items Alpha N of Items
Safety Behaviour Awareness
.577 10 .610 10 .563 10

Cronbach's Alpha N of Items

.426 10

Correlations
Safety
behaviour Management Training PPE
** **
Safety behaviour Pearson Correlation 1 .513 .603 .598**
Sig. (2-tailed) .000 .000 .000
N 80 80 80 80
Management Pearson Correlation .513** 1 .825** .744**
Sig. (2-tailed) .000 .000 .000
N 80 80 80 80
** **
Training Pearson Correlation .603 .825 1 .820**
Sig. (2-tailed) .000 .000 .000
N 80 80 80 80
** ** **
PPE Pearson Correlation .598 .744 .820 1
Sig. (2-tailed) .000 .000 .000
N 80 80 80 80
**. Correlation is significant at the 0.01 level (2-tailed).

101
 Descriptive Analysis for Variables

Safety
Management Training PPE behaviour
N Valid 80 80 80 80
Missing 0 0 0 0
Mean 4.03 4.15 4.01 3.57
Std. Deviation .394 .356 .408 .330
Variance .155 .127 .166 .109

Descriptive Statistics For Management

N Minimum Maximum Mean Std. Deviation Variance
M1 80 2 5 3.85 .887 .787
M2 80 2 5 4.16 .803 .644
M3 80 1 5 4.16 .834 .695
M4 80 1 5 4.05 .899 .808
M5 80 2 5 3.94 .862 .743
M6 80 1 5 3.94 .959 .920
M7 80 3 5 4.21 .741 .549
M8 80 2 5 3.98 .886 .784
M9 80 2 5 4.05 .899 .808
M10 80 2 5 3.98 .856 .734
Valid N (list wise) 80

Descriptive Statistics for Safety Awareness Training

N Minimum Maximum Mean Std. Deviation
M11 80 3 5 4.05 .794
M12 80 3 5 4.22 .746
M13 80 1 5 4.16 .834
M14 80 3 5 4.16 .770
M15 80 3 5 4.05 .745
M16 80 3 5 4.06 .752
M17 80 3 5 4.21 .741
M18 80 3 5 4.07 .776
M19 80 3 5 4.24 .680
M20 80 3 5 4.26 .725

102
Valid N (list wise) 80

Descriptive Statistics for PPE

N Minimum Maximum Mean Std. Deviation
M21 80 1 5 3.84 .987
M22 80 1 5 4.09 .930
M23 80 1 5 4.14 .868
M24 80 2 5 4.06 .862
M25 80 3 5 4.05 .745
M26 80 1 5 3.96 .906
M27 80 3 5 4.21 .741
M28 80 1 5 3.96 .947
M29 80 1 5 4.04 .961
M30 80 1 5 3.80 1.060
Valid N (list wise) 80

Descriptive Statistics for Safety behaviour Awareness

N Minimum Maximum Mean Std. Deviation
M31 80 2 5 3.90 .894
M32 80 1 5 4.06 .932
M33 80 1 3 1.68 .708
M34 80 2 5 4.09 .860
M35 80 3 5 4.12 .718
M36 80 1 5 3.99 .907
M37 80 1 3 1.66 .693
M38 80 2 5 4.10 .805
M39 80 3 5 4.12 .718
M40 80 1 5 3.99 .907
Valid N (list wise) 80

103
 Testing of Research Objectives Results

Multi linear regression analysis results

Model Summary
Adjusted R Std. Error of the
Model R R Square Square Estimate
a
1 .629 .396 .372 .261
a. Predictors: (Constant), PPE, Management, Training

ANOVA
Model Sum of Squares df Mean Square F Sig.
1 Regression 3.409 3 1.136 16.623 .000b
Residual 5.195 76 .068
Total 8.604 79
a. Dependent Variable: Safety behaviour
b. Predictors: (Constant), PPE, Management, Training

Coefficients
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.227 .345 3.553 .001
Management .015 .135 .018 .111 .912
Training .330 .174 .357 1.895 .062
PPE .258 .129 .318 1.999 .049
a. Dependent Variable: Safety behaviour

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 APPENDIX D

Findings of Questionnaire

Finding of questionnaire on Management Commitment

Agree
Neutral
Disagree

Strongly Agree
Disagree
Strongly
PARAMETERS 1 2 3 4 5
Management knows what to look for during safety 0% 6% 29% 39% 26%

walk about.
Supervisor does not listen to employee’s safety 40% 38% 21% 1% 0%

concerns in the workplace.

Unsafe practices are immediately detected and 1% 0% 20% 39% 40%

rectified by management.
Accidents are investigated promptly in order to 1% 3% 23% 37% 36%

improve safety behaviour at worksite.

Management communicates the necessary 0% 5% 25% 41% 29%

information on safety to all employees.

Management usually informs workers to take 3% 4% 22% 40% 31%

precautions while working.

I can report an accident or near-miss without fear of 0% 0% 19% 41% 40%

blame of retribution.
The safety rules followed in my company are 0% 5% 25% 38% 32%

sufficient to prevent incidents occurring.

Some safety and health procedures & rules are not 36% 39% 19% 6% 0%

really practical.
Management continuously reviews the safety policy 0% 4% 26% 39% 31%

and procedures to make sure it up to date.

Finding of questionnaire on Safety Awareness Training

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 Agree
Neutral
Disagree

Strongly Agree
Disagree
Strongly
PARAMETERS 1 2 3 4 5
Safety components are included in new employee 4% 6% 19% 37% 34%

member orientation program.

Training has changed my behaviour about how I view 3% 8% 8% 40% 41%

health and safety.

I have received safety awareness training before 5% 5% 11% 39% 40%

assign to work at construction site

The training plans are immediately renewed after 39% 34% 17% 5% 5%

accidents and incidents.

I am adequately trained to respond to emergency 2% 5% 18% 45% 30%

situations at workplace.
I have been briefed to identify safety hazard in the 4% 0% 15% 44% 37%

workplace.
Employees were given specific safety education. 3% 2% 14% 41% 40%

Senior leaders had received specific safety education. 5% 6% 15% 40% 34%

All staff members, workers, and managers receive 4% 4% 7% 49% 36%

specific training in procedures to identify and report

safety concerns, adverse events, near misses, and

errors.
Accident investigation is mainly used to identify 6% 4% 6% 41% 43%

workplace safety hazard.

Finding of questionnaire on PPE

Disagree

Agree

Strongly Agree
Neutral
Disagree
Strongly

PARAMETERS 1 2 3 4 5

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PPE are readily available and frequently inspected. 1% 8% 16% 39% 36%

PPE prevents exposure to the kinds of hazards I am 2% 5% 15% 38% 40%

around on the job.

It should be compulsory for employees to use PPE in 4% 5% 11% 38% 42%

order to work safely.

Wearing PPE is uncomfortable and inconvenient for 10% 27% 10% 23% 30%

me.

My supervisor is aware of my compliance with PPE 0% 7% 10% 43% 40%

guidelines.

I am provided with suitable and sufficient PPE for my 0% 2% 23% 45% 30%

job.

Employees have no option whether to use or not to 5% 8% 12% 40% 35%

use PPE.

The number of accidents at workplace had reduced 6% 4% 10% 38% 42%

due to the usage of PPE.

The use of PPE is absolutely necessary in my 0% 1% 17% 40% 42%

workplace.

The safety officer conducts training of PPE for all the 5% 5% 13% 40% 47%

workers at site.

Finding of questionnaire on Safety Behaviour Awareness

Agree
Neutral
Disagree

Strongly Agree
Disagree
Strongly

PARAMETERS 1 2 3 4 5
You think a good relationship between management 0% 6% 26% 39% 29%
and employees will improve safety behaviour.

When your co-workers are engaging in an unsafe 1% 5% 17% 39% 38%

behaviour, you will stop them.

You will pay more attention to own personal safety 46% 40% 14% 0% 0%
behaviour if the supervisor is concerned about you.

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 During the construction procedure, you will give 0% 4% 21% 38% 37%
suggestion to improve employees’ safety behaviour.

You often take part in safety information activities 0% 0% 20% 48% 32%
regardless the participation of your co-workers

You always wear PPE during your work whether 1% 4% 23% 40% 32%
supervised or unsupervised

When you encounter unsafe behaviours, you usually 46% 41% 13% 0% 0%
do not report it to your supervisor.

You will take the initiative to comply with safety rules 0% 2% 20% 43% 35%
and regulations regardless the ignorance of your co-
workers.

You are confident that safety hazards at workplace 0% 0% 20% 48% 32%
can be reduced by safe behaviour of employees.

When facing potential risks, you will discuss with your 1% 4% 22% 40% 33%
co-workers to find a safer way to do the task.

Face Validity Results APPENDIX E

Case Summariesa
Panel1 Panel2 Panel3 Panel4 Panel5 Panel6 Panel7 Panel8 Panel9
1 yes yes yes yes yes yes yes yes yes
2 yes no yes no no yes yes yes yes
3 yes yes yes yes yes yes yes yes yes
4 yes yes no yes yes yes yes yes yes
5 yes yes yes no yes yes yes yes yes
6 no yes yes yes yes no yes yes yes
7 yes yes yes yes no yes yes no yes
8 yes yes yes yes yes yes yes yes yes
9 yes yes yes yes yes yes yes yes yes
10 yes no yes yes no yes no yes no
11 yes yes yes yes yes yes yes yes yes
12 no yes no no yes yes no no yes

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13 yes yes yes yes no yes yes yes yes
14 no yes yes yes yes no yes yes yes
15 yes yes yes yes yes yes yes yes yes
16 yes yes yes yes yes yes no yes yes
17 yes yes yes yes yes yes yes no yes
18 yes yes yes yes yes no yes yes yes
19 no no yes yes no yes no yes no
20 yes yes yes yes yes yes yes yes yes
21 yes yes yes yes yes yes yes yes yes
22 yes yes yes yes yes no yes yes yes
23 yes yes yes yes yes yes yes no yes
24 yes yes yes yes no yes no yes no
25 yes yes no yes yes yes yes yes yes
26 yes yes yes yes yes yes yes yes yes
27 yes yes no yes yes yes yes yes yes
28 yes yes yes yes yes no yes yes yes
29 no yes yes yes yes yes yes no yes
30 yes yes yes yes yes yes yes yes no
31 yes yes no yes yes yes yes yes yes
32 yes yes yes yes yes yes yes yes yes
33 yes yes no yes yes yes yes yes yes
34 yes yes yes yes yes no yes yes yes
35 no yes yes yes yes yes yes no yes
36 yes yes yes yes yes yes yes yes no
37 yes yes yes yes yes no yes yes yes
38 yes yes yes yes yes yes yes no yes
39 yes yes yes yes yes no yes yes yes
40 yes yes yes yes yes yes yes no yes
Total N 40 40 40 40 40 40 40 40 40

Figures below are snapshot from SPSS indicating the percentages of Panel review.

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 APPENDIX F

Content Validation Ratio (CVR)

No. Questionnaire Items 1 2 3 4 5 6 7 8 9 CVR

Domain 1 : Management Commitment
1 Management knows what to look 1 2 1 1 1 2 1 1 1 0.56
for
2 Supervisor does not listen to 1 1 1 2 1 1 2 1 1 0.56
concerns
3 Unsafe practices are detected 1 1 1 2 1 1 1 1 2 0.56
4 Accidents are investigated promptly 1 2 1 1 1 3 1 1 3 0.33
5 Management communicates 2 1 1 1 2 1 1 1 1 0.56
6 Management informs workers 3 1 1 1 1 1 3 1 1 0.56
7 I can report accidents without fear 2 2 1 1 1 1 1 1 1 0.56
8 The safety rules are sufficient 2 1 1 1 2 1 1 1 2 0.33
9 Safety and health rules are 1 2 1 1 1 2 1 2 1 0.33
impractical.
10 Safety policy and procedures 1 1 1 1 1 1 1 1 1 1.00
reviewed
Domain 1 : Safety Awareness Training
11 Safety in orientation program. 2 1 1 1 1 1 1 2 1 0.56
12 Training has changed my behaviour 1 2 2 1 1 1 2 1 1 0.33
13 Received safety awareness training 1 1 1 2 2 1 1 1 1 0.56
14 The training plans renewed 1 1 1 1 1 1 1 1 2 0.78
15 Trained to respond to emergency 1 3 1 3 1 1 3 1 1 0.33
16 Briefed to identify safety hazard 2 1 1 1 1 1 2 1 1 0.56

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17 Given specific safety education. 1 1 1 1 1 1 1 1 1 1.00
18 Senior leaders given safety 1 1 1 1 2 1 2 1 1 0.56
education.
19 All received near miss training 2 1 1 1 3 1 1 1 3 0.33
identify.
20 Accident investigation used 1 1 2 1 1 2 1 1 3 0.33

Domain 3 : PPE
21 Available and frequently inspected. 1 2 1 1 2 1 1 2 1 0.33
22 prevents exposure to hazards 1 2 1 1 1 1 1 1 2 0.78
23 It should be compulsory 1 3 1 2 1 1 1 2 2 0.11
24 Uncomfortable and inconvenient for 1 1 1 1 1 2 2 1 1 0.56
me.
25 My supervisor aware of my 1 1 3 1 3 1 1 1 2 0.33
compliance
26 Suitable and sufficient PPE for my 1 1 1 1 1 1 1 1 1 1.00
job.
27 Employees have no option in using 1 1 1 1 2 1 2 1 1 0.56
28 Accidents had reduced due to PPE 2 1 1 1 3 1 1 1 3 0.33
29 PPE is absolutely necessary. 1 1 2 1 1 2 1 1 3 0.33
30 Safety officer conducts PPE training 1 1 1 1 1 1 1 1 1 1.00
Domain 4: Safety behaviour Awareness
31 Good r/ship with M improve Safety 1 1 3 1 3 1 1 1 2 0.33
Bhave.
32 I stop unsafe behaviours 1 1 1 1 1 1 1 1 1 1.00
33 Concern own safety bhave if 1 1 1 1 2 1 2 1 1 0.56
noticed.
34 Give suggestion to improve s.bhave 2 1 1 1 3 1 1 1 3 0.33
35 Take part in safety activities 1 1 2 1 1 2 1 1 3 0.33
36 Always wear PPE 1 1 1 1 1 1 1 1 1 1.00
37 I don’t report unsafe behaviour 1 1 3 1 3 1 1 1 2 0.33
38 Take initiative to comply with rules 1 1 1 1 1 1 1 1 1 1.00
39 Confident unsafe hbave.reduce 1 1 3 1 3 1 1 1 2 0.33
accidents
40 Discuss potential risks with co- 1 1 1 1 1 1 1 1 1 1.00
workers

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