BINDURA UNIVERSITY OF SCIENCE EDUCATION

FACULTY OF AGRICULTURE AND ENVIRONMENTAL SCIENCE

ENVIRONMENTAL SCIENCE DEPARTMENT

AN ASSESSMENT OF A BEHAVIOUR BASED SAFETY PROGRAM IN

REDUCING OCCUPATIONAL INJURIES. THE CASE OF MIMOSA
MINING COMPANY ZVISHAVANE, ZIMBABWE

CHIMUKA SHIPHRAH M

(B1336389)

A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE

REQUIREMENTS OF A BACHELOR OF ENVIRONMENTAL SCIENCE
HONOURS DEGREE IN SAFETY, HEALTH AND ENVIRONMENTAL
MANAGEMENT

March 2017
 DEDICATION
This research is dedicated to my loving father Tinashe Chimuka, mother Alice Chimuka and my
siblings Yeukai and Tadiwanashe Chimuka who have been my source of inspiration. I cherish your
love and support.

i
 ACKNOWLEDGEMENTS
I would like to acknowledge Dr. R. D. Gwisai for his assistance and wise counsel during the
implementation of this dissertation as well as the writing of this document.

I also extend my gratitude to the management and non-management of Mimosa Mining Company
for their cooperation in this research.

I thank the Safety, Health and Environment (SHE) department, the SHE Manager Mr. S.
Mushonga, SHE Superintendent Mr I Mahwite and all the SHE Officers for providing the data
necessary to carry out this research. Special thanks go to Dr. C. Musara and Mr. M. Makaza for
their support.

I would like to extend my appreciation to my family and friends K. Madhara, R. Miti, I. Masina,
P. Dhlakama, G. Tizauone and V. Magodora for their support even in difficult situations.

Finally yet importantly, I would also like to thank the Almighty God for giving me spiritual
guidance and wisdom during the compilation of this dissertation.

ii
 ABSTRACT
The study aimed at assessing the effectiveness of Behaviour Based Safety program in reducing
occupational injuries at Mimosa Mining Company. The objectives of the study were to determine
the employees’ perspective on whether the BBS program meets their needs, to determine the
effectiveness of the program in reducing unsafe acts in the workplace and to determine BBS
effectiveness in identifying and correcting health and safety issues. Stratified and simple random
sampling techniques were employed. A sample of 410 permanent employees and contractors were
selected. Research questionnaires were self administered in all departments. Informal participation
observation was conducted by the researcher visiting different work stations with a booklet
consisting of the standard operating procedures pertaining to every job done. Data was analysed
using MS Excel and Statistical Package for Social Sciences (SPSS). X2 tests were used to determine
the significance of the results obtained from the study were; 95% level of confidence was used to
determine the significance level where p ≤ 0.05 would mean the values were significant. The
findings on Behaviour Based Safety program in reducing unsafe acts at the workplace and
identifying health and safety issues were significantly high (p ≤0.05). The study recommends
effective BBS induction training to increase awareness. Also, introduction of Value Based Safety
(VBS) whereby the top management considers what the employees value the most for them reduce
unsafe behaviour.

iii
 TABLE OF CONTENTS
DEDICATION ................................................................................................................................. i
ACKNOWLEDGEMENTS ............................................................................................................ ii
ABSTRACT................................................................................................................................... iii
LIST OF FIGURES ....................................................................................................................... vi
LIST OF TABLES ........................................................................................................................ vii
LIST OF ACRONYMS AND ABBREVIATIONS .................................................................... viii
DEFINITION OF TERMS ............................................................................................................ ix
CHAPTER ONE ............................................................................................................................. 1
1.0 INTRODUCTION................................................................................................................. 1
1.1 Background to the Study ................................................................................................... 1
1.2 Problem Statement ............................................................................................................. 2
1.3 Aim .................................................................................................................................... 3
1.4 Specific Objectives ............................................................................................................ 3
1.5 Research Questions............................................................................................................ 3
1.6 Significance of the Research ............................................................................................. 3
CHAPTER TWO ............................................................................................................................ 3
2.0 LITERATURE REVIEW...................................................................................................... 3
2.1 Theoretical Framework; (The Behavioural Theory) ......................................................... 3
2.2 Behavioural Based Safety (BBS) ...................................................................................... 4
2.2.1 Elements of BBS Programs ............................................................................................ 5
2.2.2 Effectiveness of BBS Programs ..................................................................................... 5
2.3 Employees’ Perspective to BBS ........................................................................................ 6
2.4 Behaviour Based Safety: An Intervention Tool ................................................................ 6
2.5 BBS Approach and Safety Culture .................................................................................... 7
2.6 Organizational Culture and Climate As the Influence of Behaviour Based Safety........... 8
2.7 Factors that Influence the Impact of Consequences of Behaviour Based Safety .............. 9
2.8 Success of Behaviour-Based Safety ................................................................................ 10
CHAPTER THREE ...................................................................................................................... 11
3.0 METHODOLOGY .............................................................................................................. 11
3.1 Study Area ....................................................................................................................... 11

iv
 3.2 The Research Design ....................................................................................................... 12
3.3 Target Population ............................................................................................................ 13
3.4 Sampling Frame............................................................................................................... 13
3.6 Data Collection Procedure ............................................................................................... 13
3.7 Data Analysis ................................................................................................................... 15
3.8 Ethical Considerations ..................................................................................................... 15
3.9 Conclusion ....................................................................................................................... 15
CHAPTER FOUR ......................................................................................................................... 17
4.0 RESULTS AND ANALYSIS ............................................................................................. 17
4.1 Response Rate.................................................................................................................. 17
4.2 Results ............................................................................................................................. 18
4.2.1 Employees’ Perspectives on the BBS Program ............................................................ 18
4.2.2 Determining the effectiveness of BBS in reducing risks in the workplace .................. 19
4.2.3 Determine BBS effectiveness in identifying and correcting health and safety issues.. 21
CHAPTER FIVE .......................................................................................................................... 24
5.0 DISCUSSION ..................................................................................................................... 24
5.1 Behaviour Based Safety Induction Training ................................................................... 24
5.2 Perspective on how BBS meets Employees’ needs ......................................................... 24
5.3 Effectiveness of BBS in reducing Occupational Risks or Accidents .............................. 25
5.4 Effectiveness of BBS in identifying Health and Safety Issues ........................................ 25
5.5 Accident Trends during BBS Program ............................................................................ 25
CHAPTER SIX ............................................................................................................................. 27
6.0 CONCLUSION AND RECOMMENDATIONS ................................................................ 27
6.1 Conclusion ....................................................................................................................... 27
6.2 Recommendations ........................................................................................................... 27
REFERENCES ............................................................................................................................. 28
APPENDICES .............................................................................................................................. 33

v
 LIST OF FIGURES

Figure 3.1: Study Area (Mimosa Mine) ............................................................................. 12

Figure 4.1: Behaviour Based Safety Induction Training ................................................... 18
Figure 4.2: Effectiveness of BBS in meeting employee needs .......................................... 19
Figure 4.3: Effectiveness of Behaviour Based Safety in reducing unsafe acts .................. 20
Figure 4.4: Effectiveness of BBS in identifying health and safety issues ......................... 21
Figure 4.5: Total number of accidents experienced from financial 2010-2016 ................. 23

vi
 LIST OF TABLES

Table 4.1: The main causes of accidents at Mimosa Mine for the past seven years...................22

vii
 LIST OF ACRONYMS AND ABBREVIATIONS

BBS - Behaviour Based Safety

FY - Financial Year

NSSA - National Social Security Association

OHSAS - Occupational Health and Safety Assessment Series

OHS - Occupational Health and Safety

viii
 DEFINITION OF TERMS

Behaviour Based Safety- A systematic application of psychological research on human behaviour

to the problems of safety and health issues so as to influence the individual employee’s behaviour
in order to improve safety performance in the workplace

Disabling Injury- injury that results in an employee being unable to perform the normal job
functions resulting in modified job assignments and/or lost work days

Occupational Fatality- death of a worker that occurs while performing normal job functions or
arises out of exposure to a hazard that occurs while engaged in normal work activities

Occupational Injury or Illness- injury or occupational related illness that occurs while
performing normal job functions or arises out of exposure to a hazard that occurs while engaged
in normal work activities

Organizational Safety Culture- the concept that the organisation's beliefs and attitudes,
manifested in actions, policies and procedures, affect its safety performance

ix
 CHAPTER ONE
1.0 INTRODUCTION

1.1 Background to the Study

Occupational injuries present a major public health problem resulting in serious economic and
social consequences that could be prevented if measures are taken appropriately. Estimated 4% of
the world’s gross national product is corresponding to economic loss caused by work related
injuries and diseases. It is estimated that 100 million occupational injuries occur throughout the
world each year (Leigh et al., 1999).

International Labour Organization (2011) report, estimates that workers suffer 270 million
accidents that are avoidable. National Institute of Occupational Safety and Health (NIOSH) USA
estimates that at least 10,000,000 persons suffer injuries on job each year and about 30% of these
injuries are (Chimamise et al., 2013). In the past, industrial accidents were reported mainly caused
by technological malfunctions, the human element in accident causation tend to be ignored. Since
the frequency of technological failures has diminished, the role of human error has become much
more apparent (Brauer, 2006).

The safety and protection of people, equipment and the environment is a serious concern in the
mining industries. Many mining companies have recognized the advantages of safe work
environments and are progressively adopting Safety Management System to prevent hazardous
events, avoid production and manpower losses and other fallouts associated with industrial
accidents. Safety management system also assists industries to enhance employee knowledge of
operations, improve technical procedures, maintain accurate process safety information and
increase overall facility productivity. Several approaches have been implemented in industries so
as to reduce the rate of accidents and injuries and these include ergonomic changes, near-miss
accident reporting and Behaviour Based Safety (BBS) which is one of the promising methods
(Guastello, 2005).

Behaviour Based Safety Management is a bottom-up approach, whereas all other organizational
safety systems are top-down driven (Kaila, 2006). Research indicates that BBS has reduced

1
accident rates by 40 percent to 75 percent within six months to one year of its implementation
(Kaila, 2008). OHSAS 18001:2007 mandates that multinational organizations increasingly think
about the human and behavioural aspects of workplace safety (Kaila, 2010). Although OHSAS
18001: 2007 urges organizations to comply with the behavioural 125 aspects of safety, such
compliance has not been achieved because implementation guidelines do not exist (Kaila, 2010).

Mining and its activities has lately been the main area of concern as a result of current incidences
(Lehtinen and Joronen, 2011). According to Dumet (2011) in 1972 the Wankie coal mine disaster
which was a result of several gas explosions was one of the worst with four hundred and twenty
six fatalities. It is against this background that this research focuses on the causes of injuries
associated with platinum mining with particular reference to Mimosa mine. In Zimbabwe highest
numbers of occupational injuries occur in the construction, mining, and manufacturing industries
which is among the top ten health priorities of occupational injuries. The injury rate among mining
workers in Zimbabwe was recorded to 131 per 1000 exposed workers per year as of 1998 and the
figure rose to 789 per 1000 exposed workers in the year 2008.The Mimosa Mining Company
implemented BBS in the year 2009 therefore it is not known if it has reduced the rate of accidents.

1.2 Problem Statement

Countless number of miners dies from mining accidents each year, principally in the processes of
platinum mining. Some of the deaths are as a result of leaks of poisonous gases such as hydrogen
sulfide (Kucuker, 2006) or explosive natural gases, especially firedamp, methane dust or general
mechanical errors from improperly used or malfunctioning mining equipment. This have been
evidenced at Mimosa Mining Company which has recorded 128 injuries; 49 injuries in Financial
Year (FY) 2010/2011; 42 in FY2011/2012; 22 in FY 2012/2013; 12 in FY2013/2014. In addition
the mine has experienced 6 accidents one of which is a fatality and two reportable injuries during
the first 3 months of FY15/16, which displays a significant drop in safety performance. Given the
central importance that safety plays in the platinum mining sector, it becomes imperative to
identify the tools to control the levels of accidents. One such potential alternative is the Behaviour
Based Safety which is a significant OSH tool employed in accident reduction. However, since the
implementation of the tool at the above mentioned mine, accidents have not been a thing of the
past, they are still occurring and that prompted the researcher to explore more on the effectiveness
of the tool as it has not produced the intended positive results in accident reduction.

2
1.3 Aim
To assess the effectiveness of behaviour based safety programme in reducing work related injuries
and illnesses so as to establish a favourable safety culture.

1.4 Specific Objectives

1. To determine employees perceptions on the BBS program.

2. To determine effectiveness of BBS in reducing unsafe acts in the workplace

3. To determine BBS effectiveness in identifying and correcting health and safety issues

1.5 Research Questions

1. Does BBS meet the worker health and safety needs?

2. Is BBS effective in identifying and correcting health and safety issues?

1.6 Significance of the Research

According to NSSA (2012), the tracking of occupational hazards results in the general resolution
in the burden of work related injuries and diseases hence it is imperative that workers are
safeguarded against occupational safety and health issues. The first quarter of financial year 2015-
2016 which commenced in June, recorded six accidents (1 fatality, 2 lost time injuries and 3 minor
injuries). The implementation of BBS program which was commenced in 2010, occupational
accidents continue to be recorded annually in all the departments where it is practiced hence
prompted the researcher to carry out what drives employees to behave unsafely at the risk of
personal injury and critical explore more on the effectiveness of the tool in identifying health and
safety issues as it has not produced the intended positive results in accident reduction.

CHAPTER TWO
2.0 LITERATURE REVIEW

2.1 Theoretical Framework of the Behavioural Theory

The behavioural theory of accident causation and prevention is often referred to as behaviour-
based safety (BBS). BBS has both proponents and critics. According to Geller (2001), seven basic

3
principles of BBS that is intervention that is focused on employee behaviour; identification of
external factors that will help understand and improve employee behaviour (from the perspective
of safety in the workplace); direct behaviour with events antecedent to the desired behaviour; focus
on the positive consequences that will result from the desired behaviour as a way to motivate
employees; application of the scientific method to improve attempts at behavioural interventions;
use of theory to integrate information rather than to limit possibilities; and planned interventions
with the feelings and attitudes of the individual employee in mind.

BBS is an innovative and practical application of standard behavioural theory to the field of
occupational safety. These theories are relevant in any situation in which certain types of human
behaviours are desired while others are to be avoided. Positive reinforcement in the form of
incentives and rewards is used to promote the desired (safe) behaviours and to discourage
undesirable (unsafe) behaviours (Krause, 1995). Proponents of BBS use the “ABC” model to
summarize the concept of understanding human behaviour and developing appropriate
interventions when the behaviour is undesirable (unsafe).

2.2 Behavioural Based Safety (BBS) Concept

The human factor is the largest contributing factor in almost all injuries experienced at the
workplace (Geller, 2001) in support with the National safety council reporting that human
behaviour is associated with 94% of all occupational injuries (Tuncle et al., 2006). Therefore, any
initiative that improves the behaviours of employees will prevent or reduce workplace injuries and
incidents. According to Geller (2001) behaviour-based approach targets human behaviour and
relies on interpersonal observation and feedback for involvement. Behavioural based safety is a
methodology that looks to changing culture via behaviour and attitude modification. Heinrich
reviewed thousands of accidents reports and then concluded the most accidents, illnesses and
injuries in the workplace resulted from unsafe acts or man failures (Pullen, 2011).

Behaviour Based Safety can be defined as a systematic application of psychological research on

human behaviour to the problems of safety and health issues so as to influence the individual
employee’s behaviour in order to improve safety performance in the workplace (Cooper, 2005 in
Sacks 2006). According to Marsh (2011), BBS is a process that reduces unsafe behaviours that
can lead to incidents occurring in the workplace. The process works by reinforcing safe behaviour

4
and identifying the causes of unsafe behaviour. Behavioural practices are used to identify and
reinforce safe behaviour and also to reduce unsafe behaviour (NIOSH, 2009). The aim of the
behaviour-based safety program is to reinforce workers to behave safely during their job activities
(Tuncel et al., 2006).

2.2.1 Elements of Behaviour Based Safety Programs

Regardless of which program is selected or used, BBS program contain a number of standard
elements. Behaviour based safety programs utilize the peer to peer observation as a primary tool
to observe unsafe acts and behaviours in the workplace (Kaila, 2008). Four key elements are linked
to the BBS program thus identifying behaviours that are critical to on the job, gathering data on
the performance relating to the identified behaviours, reporting feedback on the performance and
identifying and removal of barriers to continual improvements (Sacks, 2006). In addition, data
collection should be recorded into data driven decision making process aimed in identifying trends
of occupational injuries and areas that require improvements (IOSH, 2009). Visible support from
management and workers participation are two important criteria for a successful behaviour based
safety program (Cooper, 2005; Sacks, 2006 and IOSH, 2009). Visible support from the
management is demonstrated through recognition and giving rewards, encouraging workers to
report incidents or near-miss and providing resources to address barriers that are identifies at the
workplace.

2.2.2 Effectiveness of Behaviour Based Safety Programs

According to Nielsen and Austin (2005) behavioural approaches to safety have shown a substantial
decrease in injury rates and improvement to specific safe behaviours in various work settings.
Properly implementation of BBS programs will lead to a reduction of risks, occupational injuries
and accidents, increased reporting of near-misses and lower accident costs, but above all the levels
of safe behaviours would have improved (Sacks, 2006). In addition to these measurable benefits,
tangible benefits can be derived from the BBS program as supported by Anderson (2009)
highlighting that improved workplace communication, management commitment, employee
involvement and improved safety leadership benefits this program.

5
Furthermore, Kaila (2008) conducted over twenty-five safety awareness surveys organizations in
different locations in India and revealed that eighty to ninety percent of accidents were triggered
by unsafe behaviours or acts. Therefore he emphasized the need of behaviour based safety (BBS)
and observed that BBS has revealed positive results in terms of reduction in accidents rates and
safe behaviour across industries and countries.

2.3 Employees’ Perspective to Behaviour Based Safety

Behavioural based safety management is an addition of applied behaviour analysis or behaviour
modification which focuses on producing systematic changes in objectively defined behaviours
and makes use of reinforcing theory and operant conditioning (DeJoy, 2005). Behavioural based
safety management is a bottom-up approach that is specifically directed at behavioural change of
frontline employees. The process is data driven and analytical. Critical behaviours are objectively
identified, targeted for change and performance is systematically observed and tracked. Feedback
is provided for continuous improvement and support. Behavioural based safety management is
setting specific and a continuous process. Positive reinforcement increases the correct behaviour
but removal thereof will result in behaviours reaching baseline levels. (DeJoy, 2005).

Cooper (2000) states that all efforts to improve safe performance and reduce accidents in the
workplace is concerned by human behaviour since eighty people suffer a lost time injury and
around six people died everyday in United Kingdom due to unsafe behaviour. Line managers,
supervisors and safety professionals have adopted workforce-driven behavioural safety
programmes such as enhancing team working, improved co-operation and behaviour based safety
programs has dramatic succeed in reducing accidents (Cooper, 2000) these programs included
safety induction training which has improved safety performance and reduced the number of
accidents (Ismail and Hashim, 2012).

2.4 Behaviour Based Safety: An Intervention Tool

To conclude that more emphasis must be placed on the behaviour domain of safety is only one
part of the solution, the question remains as to how this should be done. Previous research suggests
that a behaviour based safety intervention tool needs to be applied to address the behaviour aspect
of safety (Krause, 1995; Geller, 1996). A behaviour based safety intervention can be defined as

6
the application of principles and methods derived and on the field of applied behaviour analysis to
industrial safety. These principles include rewarding feedback and positive reinforcement to
increase appropriate behaviour and corrective feedback to disease improper behaviour (Blair,
2003).

The behaviour based approach to safety is focused strictly on those observable, measurable actions
that are critical to safety at a particular site facility (Krause, 1995). This is a very task oriented
view of behaviour, and it treats safety related behaviour as critical work related skills to be
identified and inventoried. The behaviour based process firstly involves defining the problem (at
risk behaviours), and then design and implement an intervention process to decrease behaviour
causing the problem and for to increase behaviour that can alleviate the problem (Geller 2004).
Four steps are provided for the behaviour based process (Geller, 2004) namely: define the target
behaviour to be increased or decreased, observe the target behaviour through formal observations
and record the results in a data management system.

An exception was the research done by Guastello (2005); his research compared the relative
importance of different methods with one another. He concluded that behaviour based safety
method accounts for 59, 6% reduction in injuries at seven sites that were investigated, while other
methods together (thus ergonomics, engineering changes, government action, management audits,
stress management, poster campaigns, personnel selections and near-miss reporting systems)
account for 40, 4% of injury reductions (Guastello, 2005). According to Rhoton (2000) the
effectiveness of the behavioural safety program in reducing miners’ safety violations was through
the behavioural techniques which include reinforcement, observation and feedback.

2.5 Behaviour Based Safety Approach and Safety Culture

Hopkins (2002) describes safety culture as the assembly of different characteristics and attitudes
in the workplace which establishes safety as an overriding priority. According to Geller (2001)
highlights the three-tier approach so as to achieve a safety culture and this include person,
behaviour factors and the environment. He further explains that changes in one of these elements
eventually impacts on the other, thus paying attention to one factor more than the other will not
support the successful implementation of safety culture in all levels of the workplace. The aim of
any behaviour based safety intervention is to create a safety culture that introduces a new

7
dimension in safety performance. Workers are more victims of occupational injuries due their
work which is hazardous and more physically demanding causing high rates of fatal injuries
(Elizabeth, 2012). The solution for reducing these injuries is through employing skilled and trained
labour (Munir et al., 2012) conducted a survey in Pakistani sugar industry suggesting behaviour
based safety program has increased safety culture in the industry such that they is a reduction in
occupational injuries.

DeJoy (2005) argues that two distinct approaches thus (behavioural approach and culture change
approach) can be followed when implementing programs to improve safety performance. Further
argues that behaviour-based safety takes a bottom up approach which is directed to specific related
behaviours performed by the workers; while the culture change approach follows a top-down
strategy which focuses on understanding the beliefs and values of the workplace set by the top
management (DeJoy, 2005). Successful BBS program can be effective when its spill over and
spread through the workplace and produce changes in the entire safety culture of the workplace so
as to reduce accidents (DeJoy, 2005)

2.6 Organizational Culture and Climate as the Influence of Behaviour Based Safety
Argyris (1955) first documented the concept that an organization consists as a collection of parts
that come together to form the organized whole. In basic terms, the people within the organization,
both management and employees alike, bring their collective personalities, life experiences, and
worldviews with them every day. Schneider et al., (2013) provided a general description of
organization culture as shared basic assumptions, values and beliefs. They further noted that these
elements of culture characterize the setting and are perpetuated to new members of the organization
through communication.

Organizational climate results from individual beliefs and stems from employees’ interpretations
of the assumptions, philosophies and values that comprise the cultural norms within an
organization (Brown and Brooks, 2002). Sowpow (2006) proposed that organizational climate
arises from organizational culture and can provide insight into the current state of the organization.
Organizational climate relates to the environment that affects the behaviour of the employees. It
deals with the way(s) employees make sense out of their environment (Reichers and Schneider,
1990).

8
Taking a more micro view of organizational culture and climate focused specifically on the area
of employee safety provides the basis for this study. In order to affect change within an
organization, one must understand the present-day dynamics that reside within the group.
Exploring the specific concept of safety climate requires a foundation provided through a review
of prior research. Understanding the elements of safety climate and the opportunities to quantify
and document it for a specific organization will provide a roadmap for this research.

The structure of safety climate in wood processing industries in Finland (Varonen and Mattila,
2000) found that company safety precautions, workers’ safety attitudes, organizational
responsibility and safety supervision 40 percent was accounted for the total variance. The accident
rates showed negative correlation and the factors found to be reliable.

2.7 Factors that Influence the Impact of Consequences of Behaviour Based Safety
Impact of consequences establishing that consequences are more powerful than activities, it is
appropriate to look at different kinds of consequences. According to Cooper (2009) designs that
include focus on workgroups, daily observations and participative goals with multiple response
mechanisms will reduce injuries more than providing consequences and measuring behaviour
which is not adequate to sustain incident reduction. It is quite obvious that not all consequences
will have the same impact on behaviour change. There are factors that influence the effectiveness
or impact of consequences, and thus some consequences are more powerful than others. For
sustained performance improvement, the most effective consequence is one that is simultaneously
soon, and positive (Krause, 2001). However, with BBS programs, rewards may be useful in
acknowledging the identification of a very serious hazard and recommending ways of eliminating
those hazards (Frederick and Lessin, 2000).

In the industrial world of safety this factor causes a lot of problems for management, especially in
the field of occupational health. Employees are very careless with regard to occupational health
hazards like extensive exposure to noise and certain chemical hazards. This is because the impact
will only be experienced over the medium to long term and also the trainings on behaviour based
safety that are being conducted are done on theoretical basis in different organisation and this
requires special communication programmes to make employees aware of the consequences
(Geller, 2003).

9
2.8 Success of Behaviour-Based Safety
Implementation of the fundamental requirements of a behaviour-based safety program can be
effective at increasing critical safe behaviours through the established application of behaviour
analysis principles. According to Grindle et al., (2000) reviewed eighteen behavior-based safety
programs implemented in manufacturing organizations all presenting an increase in safe
behaviours after consequent intervention. The few long-term behavioural studies conducted have
shown a significant decrease in the injury rate (Fox et al., 2010) and a significant association
between safe behaviour and injury rates have been identified (Laitinen et al., 2009). Krause et al.,
(1999) studied that the implementation of behaviour-based safety methods in organizations
revealing a decrease in incidents with an average reduction of 26% in the first year and a reduction
of 69% by the end of the fifth year.

Behavioural safety creates employee ownership through working with a team of employees to
identify risks and enforce control measures thereby reducing injuries and incidents in workplace
(Tuncle et al., 2006). According to McSween and Matthews (2003), they described an ongoing
research in Europe and United States that shows that behavioural safety results in injury reductions
approximately 30percent with a range from 20percent to 50percent. Behaviour based safety
indicated is one of the safety approaches through empirical research to reduce injuries and change
safety practices in different industries.

According to Zohar and Luria (2003) described a study at a milk-products plant where supervisory
safety and quality criteria were improved using weekly feedback. Researchers report an observed
increase in productivity associated with increases in safe behaviour (Sulzer-Azaroff and
Santamaria, 1980). Krause (2002) described that the implementation of a behaviour-based safety
program has benefited the productivity and the quality showing 30% of the surveyed managers
perceived. Accordingly, several researchers suggest that it would be useful to demonstrate the
relationship between increases in safe behaviour, as initiated by a behaviour-based safety program,
and productivity (Austin et al., 1996; Sulzer-Azaroff and Austin, 2000; Zohar and Luria, 2003;
McAfee and Winn, 2009).

10
 CHAPTER THREE
3.0 METHODOLOGY

3.1 Study Area

Mimosa Mining Company is situated 32km west of Zvishavane town in the Midlands Province of
Zimbabwe. It is found on latitude 20019’20’S and longitude 29049’46’E. The Ngezi River is found
south-easterly direction which is situated approximately 4,5km north-east of the mine property
whilst the Umtshingwe River is found south of the mine property and Zvishavane water treatment
works are located and 5km north of the mine.

11
Figure 3.1: Study Area (Mimosa Mine)

3.2 The Research Design

A survey study was conducted targeting both the permanent employees and contractors at Mimosa
Mining Company. The researcher chose (questionnaire) a survey study design because it is the
best when one is seeking into the general nature of a problem. A survey was used since it permitted
a comprehensive search in improving presented situation of affairs and also gave clues about the
problem situation. This survey was qualitative and highly flexible thus the researcher begins
without former misconceptions as to the research findings. In this survey, it is an assessment of
the behaviour based safety program in reducing occupational injuries at Mimosa mine.

12
3.3 Target Population
The population of the study was 410 employees made up of both male (95%) and female (5%).
This population constituted employees from different departments thus surface and underground
operations found at the mine including both permanent workers and contractors.

3.4 Sampling Frame

A simple random sampling technique was utilised this method allows respondents to have an equal
opportunity to be selected for the research (Hall and Hall, 2006). Four hundred and ten (410)
questionnaires were administered (Appendix I) that is three hundred and eighty were directed to
the employees whilst thirty were directed to the management in order to have precise and
justifiable data and also to increase the validity of the research results. The questionnaires were
administered using stratified random sampling technique were departments were grouped into
strata’s which comprise (Mining, Assets, Projects, SHE, Human Resource, Estates, Finance and
Administration, Loss Control, Stores, Metallurgical Services, Material Handling and Logistics;
and Mobile Equipment) and simple random sampling was done within the strata’s. This sample
was selected because Mimosa Mine has total population of four thousand and one hundred
employees including both the permanent employees and contractors thus 10% of the population
were chosen. This was so that there is little or no bias.

3.6 Data Collection Procedure

Gray (2009) raises that both quantitative and qualitative methods are combined in research to form
a coherent picture about the study, and this enable the facilitating the verification of the data.
Questionnaires and interview guides were used by the researcher, a combination of stratified
sampling and simple random techniques were used to come up with the sample size of 410
employees. The population target was first grouped into strata’s according to the departments and
employment level thus (Mining, Assets, Projects, SHE, Human Resource, Estates, Finance and
Administration, Loss Control, Stores, Metallurgical Services, Material Handling and Logistics;
and Mobile Equipment). Managerial and non managerial staff was formed for further categories
which justified stratification sampling technique where the staff categories were the strata. The
researcher then administered four hundred and ten questionnaire guides to the employees who

13
were chosen within the sample and every element of the population was given an equal chance of
being selected.

Furthermore, the study observed both the surface and underground operations on a weekly basis
whilst employees were working. Informal participation observation was conducted by the
researcher and visited different work stations with a booklet consisting of standard operating
procedures (SOPs) pertaining to every job done. The researcher also checked whether employees
followed some expected standard operating procedures through a planned job observation. Lastly,
the researcher used secondary data for accidents and incidents experience reports from the Safety
Health and Environmental (SHE) department

14
3.7 Data Analysis
Analysis was done using Statistical Package for Social Science (SPSS) and MS Excel. The data
that was obtained was analysed using the Chi-Square tests to determine the significance of the
results obtained from the study. Qualitative data was analysed by means of inductive abstraction;
statements about the central themes were placed together. Analysis of data was done
simultaneously with the data collection to counter issues of time.

The following formula was used for analysis to test the significance of the results (Babbie,2001).

Where: Oi is the observed number of cases in category i,

Ei is the expected number of cases in category i.

This chi square statistic was obtained by calculating the difference between the observed number
of responses and the expected number of responses in each category. This difference was then
squared and divided by the expected number of responses in that category. These values were then
added for all the categories to obtain the chi-squared value. 95% level of confidence was used to
determine the significance level where α =0.05 or α < 0.05 would mean the values were significant.
At α > 0.05 the result would not be significant.

3.8 Ethical Considerations

The research was conducted under the guidance of ethical considerations which are informed
consent and confidentiality. Under informed consent, the researcher emphasized on voluntary
participation of the respondents and this enabled the respondents to willingly participate in the
research. Confidentiality makes the respondents to freely contribute as the participants were
assured that the research was to be done for academic reasons. It was made clear that no names
were going to be mentioned in the research so as to avoid intimidation of employees.

3.9 Conclusion
The preceding chapter has discussed the methods used to collect data for this study on assessing
the effectiveness of behaviour based safety program in reducing occupational injuries. Data was

15
collected using questionnaires. The following chapter 4 presents the data collected using the
instruments of questionnaires and then carries out analysis of the findings.

16
 CHAPTER FOUR
4.0 RESULTS AND ANALYSIS

4.1 Response Rate

The response rate to the questionnaires issued was quite impressive. Four hundred and ten (410)
questionnaires were issued to staff and administration at Mimosa Mine. This organization is
situated in Zvishavane in Midlands’s province. Out of the whole sample population four hundred
(400) respondents managed to return the fully completed questionnaires thus the response turnout
was 97.56%. This speaks to a reaction rate which is adequate to merit the dependability and
resolute quality of the exploration discoveries (Saunders, 2003).

Alluding to the socio-economics of workers who totally filled the questionnaire, 72% of workers
were employed by the organisation for the period of five years in the association, while 28% had
over five years in the organisation. Regarding scholarly capabilities, 30% of workers had achieved
Academic Advanced level and Ordinary level, 70% had accomplished from certification level to
a degree level.

17
4.2 Results

4.2.1 Employees’ Perspectives on the BBS Program

The graph below put on view the results of employee perspective on whether the BBS program
meets their needs.

200
Number of employees' responses

180
160
140
120
100
80
60
40
20
0
Always Regularly Not Often Never On big sites only
Employees' Response

Figure 4.1: Behaviour Based Safety Induction Training

The diagram above shows reactions from the specimen size of four hundred respondents at
Mimosa mine. From these reactions, 84 (21%) of the respondents concurred that the behaviour-
based safety induction training exercises conducted at the mine always met their health and safety
needs, 183 (45.75%) concluded that the induction training offered is conducted on a regularly basis
and usually meets their health and safety expectations. However, 36 (9%) of respondents in this
regard objected that BBS induction training is never conducted in meeting the employees health
and safety issues and also 57 (14.25%) respondents said it was only conducted on big sites before
work is commenced. The p value obtained was p > 0.05 and therefore not significant meaning that
the BBS induction training at Mimosa does not meet the health and safety awareness needs of
workers.

18
 180

160
Number of Employees responses

140

120

100

80

60

40

20

0
Strongly Agree Agree Not sure Disagree Strongly disagree
Employees' Perspective

Figure 4.2: Effectiveness of BBS in meeting employee needs

The graph above shows that the 43 (10.75%) respondents strongly agree that the BBS program
meet their needs and 127 (31.75%) respondents agree that the program meet their needs in reducing
occupational injuries. However, 20 (5%) of employees were not sure if the BBS program meets
employees expectations. In addition 160 (40%) respondents disagreed that the program
implemented did not meet their needs since occupational injuries were still occurring and 50
(12.5%) respondents strongly disagreed that BBS program was not effective in meeting the needs
of the employees because accidents still occurred. The p value obtained was p > 0.05 and therefore
it is not significant meaning that the BBS program is not effective in meeting the employees’ needs.

4.2.2 Determining the effectiveness of BBS in reducing risks in the workplace

19
 120
Number of employees response

100

80

60

40

20

0
Always Regularly Not Often Never On big sites only
Employees Response

Figure 4.3: Effectiveness of Behaviour Based Safety in reducing unsafe acts

The graph above shows the effectiveness of BBS in reducing risks in the workplace. From the
graph, 113 (28.25%) of the respondents conform to the effectiveness of the program. 102 (25.5%)
of the respondents agree also that risks have been reduced due to BBS program. However, 73
(18.25%) of the respondents were not sure if the program is reducing risks, 98 (24.5%) of the
respondents never agreed that risks were reduced by BBS program and 14 (3, 5%) of respondents
conform that effectiveness of BBS reduces risks on big sites only. The p value obtained was p <
0.05 and therefore there is a significant level meaning that the employees’ perspective on the
effectiveness of BBS is reducing risks at the workplace resulting in reduction of occupational
injuries.

20
4.2.3 Determine BBS effectiveness in identifying and correcting health and safety issues

160

140
Number of Employee's Responses

120

100

80

60

40

20

0
Strongly Agree Agree Not sure Disagree Strongly disagree
Employees' Perspective

Figure 4.4: Effectiveness of BBS in identifying health and safety issues

The above graph depict that 97 (24.25%) of the respondents strongly agree that the program is
very efficient when identifying health and safety issues. 140 respondents (35%) simply agree that
BBS is effective in identifying and correcting health and safety issues experienced at the
organisation so as to reduce injuries. However, 84 (21%) respondents are not sure whether the
program is effective in identifying health and safety issues. Furthermore 60 (15%) respondents
feel that there is large gap for improvement in regard to safety matters. Finally 19 (4.75%) strongly
disagree the effectiveness of BBS program in tackling the health and safety issues. The p value
obtained was p < 0.05 and therefore is a significant meaning that of BBS at Mimosa is effective in
identifying health and safety issues of employees.

21
Table 4.1: The main causes of accidents at Mimosa Mine for the past seven years
Year Individual Machine Organisation Fall of Total
Negligence Fault Negligence Ground Accidents
2010 12 4 2 3 21
2011 9 1 0 0 10
2012 6 1 2 0 9
2013 11 3 1 0 15
2014 8 3 4 1 16
2015 5 2 3 2 12
2016 4 4 0 1 9
Grand Total of accidents occurred 92

The table above describes the main causes of accidents which were recorded at the mine and these
include individual negligence, machine fault, organisational negligence and fall of ground. The
main cause of accidents with the highest figure since financial year 2010- 2016 is individual
negligence which results from risk behaviour and unsafe act done by the employees with a total
number of 55. The total number of total accident under review recorded that 18 accidents were
recorded due to machine fault. Organisational negligence resulted to 13 accidents recorded
between the financial years 2010-2016. Another main cause of accidents at the mine included fall
of ground which has the least figure of 7 accidents.

22
 Total Number of Accidents
25

20
Number of total accidents

15

10 total accidents

0
2010 2011 2012 2013 2014 2015 2016
Time (Year)

Figure 4.5: Total number of accidents experienced from financial 2010-2016

The above graph shows that the total number of accidents has been fluctuating from 2010-2016.
In 2010 the number of total accidents recorded was 21 and a decrease was seen in 2011 (10), a
further decrease was noticed in 2012 with a number of 9 accidents. An increase was noticed in
2013 with a number of 15 total accidents and further increased in 2014 recording 16 total accidents.
However, the total number of accidents gradually decreased to 12 in the financial year 2015 and
further decreased in 2016 to a total number of 6 accidents was recorded.

23
 CHAPTER FIVE
5.0 DISCUSSION

5.1 Behaviour Based Safety Induction Training

As highlighted in Figure 4.1 behaviour based safety induction training is done at regularly basis
and the respondents concurred that the induction training exercised at the mine does not meet the
employee’s needs thereby no significance in reducing the occurrence of occupational injuries. BBS
safety induction training was not effective in reducing occupational injuries because the training
was done during the implementation of the BBS program and it is done theoretical not practical
(Geller, 2003). The results from this study is in contrary with Ismail and Hashim (2012) findings
who articulated that BBS training conducted at oil and gas industry unanimously agreed the
advantages of this approach has improved the safety performance, reducing the number of
accidents, improving safety culture and others change worker’s behaviour. BBS training has
facilitated a growing number of safe behaviours and helped in reduction of unsafe behaviours and
assisted in decreasing the number of unsafe conditions in the organisation (Kaila, 2010).

5.2 Perspective on how Behaviour Based Safety meets Employees’ needs

The study revealed that the extend of employees perspective of BBS program offered cannot meet
their needs due to the targets of production that should be accomplished by the end of the shift.
This has been supported by Reason (1997) whereby production targets, organisational culture,
management decisions and time pressure will result in the worker’s needs not meet by the program.
However, the results from this study are in contrary with Frederick and Lessin (2000) and Blair
(2003) findings who stated that BBS program has met employees’ needs through rewards that are
being given per department (positive reinforcement), safety meetings that has been useful in
acknowledging the identification of a very serious hazard and recommending ways to eliminating
those hazards thereby meeting the worker’s needs.

24
5.3 Effectiveness of BBS in reducing Occupational Risks or Accidents
As highlighted in Figure 4.3 (53,75%) respondents agreed that BBS program is effective in
reducing risks due to the use of pre-task risk assessments which are conducted before is
commenced (Tuncle et al., 2006). Effectiveness of BBS has reduced risks through the use of
methods like safety talk, departmental meetings, workplace communication, employee
involvement and management commitment (Anderson, 2009). This program has guided workers
to reduce at risk behaviour or unsafe act since they will be aware of the consequences associated.
Guastello (2005) states that these program on behaviour based safety has reduced occupational
injuries by 59.6% as compared to other methods like near-miss reporting and ergonomics.

5.4 Effectiveness of BBS in identifying Health and Safety Issues

Investigation on the effectiveness of BBS in identifying health and safety issues through the use
of incentives, observation, reinforcement and feedback in workplaces has improved the safety
performance through reducing unsafe behaviour resulting in the reduction of injury figures
(Rhoton, 2000; Guastello, 2005; McAfee and Winn, 2009). Furthermore the results from this study
are similar with Hickman and Geller (2003) findings that showed that timeous identification and
correction of safety and health issues in workplace are being addressed through the process of peer
to peer observation, visible felt leadership, analysis and feedback. As highlighted in Figure 4.4
most respondents agreed that health and safety issues have been effective due to the BBS program
since they was self administration of rewards within different departments, employee participation
and communication which improve organisational safety performance (Geller, 2001).

5.5 Accident Trends during Behaviour Based Safety Program

Figure 4.5 shows that after the implementation of BBS program at Mimosa mine individual
negligence (thus the human behaviour) accident records have been decreasing from the financial
2010-2016 thereby resulting in a reduction in occupational injuries. This has been supported by
Sacks (2006) were he highlighted that properly implementation of BBS programs will lead to a
reduction of occupational injuries and accidents thereby increased reporting of near-misses and
lower accident costs, resulting in improved levels of safe behaviours. However, the other
categories which comprise machine fault, organisation negligence and fall of ground have been
fluctuating during the BBS program thereby increasing the number of accident (Figure 4.6) within

25
the organisation since BBS only focuses on behavioural aspects of employees leaving out other
important aspects that contribute to accidents (Cooper, 2009).

26
 CHAPTER SIX
6.0 CONCLUSION AND RECOMMENDATIONS

6.1 Conclusion
The study and background overview on the assessment on the effectiveness of behaviour based
safety program in the mining industry of Zimbabwe (Mimosa Mine) as a tool of reducing
occupational injuries and enhance high safety performance and also develop effective control
measures in reducing of unsafe behaviour and acts. Basing on the questionnaires issued and
informal participation observation from the study, BBS has shown positive results in terms of
reducing unsafe behaviours, promoting safe behaviours and creating safety culture in the
organization. BBS exposure to employees has been an enriching and refreshing experience on
understanding the fact that in order to prevent near misses at workplaces, we need to tackle first
unsafe or at-risk behaviours through BBS approach.

6.2 Recommendations
Information obtained during the research indicated the effectiveness of Behaviour Based Safety
program implemented at Mimosa mine in reducing occupational injuries and accidents. However
the researcher noted some areas that require some improvements hence the following
recommendations were made. There is need for the company to organise BBS training for all
workers at the mine so that they will be aware of the unsafe acts/ risky behaviours since the training
covers only the management and supervisors. Management personnel should diessemminate BBS
reports for their departments to their respective teams so that reported at risk behaviours can be
discussed during safety talk meetings. The Head of departments, supervisors and the SHE
manangement should introduce Value Based Safety (VBS) whereby they consider what the
workers’ value most so that their needs are met with the program resulting in reduction of unsafe
behaviour thereby reducing occupational injuries.

27
 REFERENCES

Anderson, M. (2009). Behavioural safety and major accident hazards: Magic bullet or a shot in the
dark.

Austin, J. And Alvero, A.M (1996) The effects of conducting behavioural observations on the
behavioue of the observer. Journal of Applied Behaviour Analysis, Volume 34 (1), 457-368.
.

Argyris, C. (1955). Organizational Leadership and Participative Management. The Journal of

Business, Volume 28 (1), 1-7.

Babbie, R. R. (1990). Survey research methods. Belmont, CA: Wadsworth.

Blair, E. (2003). Safety performance: Culture & Leadership‟. Professional Safety [online],
Available: EBSCOhost Available from: <www.asse.org>.

Brauer, L. J. (2006). Development of a working model of how human factors, safety management
systems and wider organisational issues fit together. Prepared by White Queen Safety Strategies
and Environmental Resources Management for the Health and Safety Executive, London.

Brown, R. B., and Brooks, I. (2002). Emotion at work: Identifying the emotional climate of night
nursing. Journal of Management Medicine, Volume 16(5), 327-344.

Chimamise C, Gombe, N. T., Tshimanga, M., Chadambuka, A., Shambira, G., and Chimusoro, A.
(2013). Factors associated with severe occupational injuries at mining in Zimbabwe. A cross
sectional study. The Pan African Medical Journal. Volume 14 (5), 256-276.

Cooper, M. D. (2000). Towards a model of safety culture: Safety Science Volume 36. 111-136,
www.elsevier.com/locate/ssci.

Cooper M, D. (2009) Behavioural Safety Interventions A review of process design factors by

Professional Safety, www.asse.org.

Daniels, J.M. (2011). Shell People Survey Results 2011. 5 September 2011, South Africa,
Johannesburg.

28
DeJoy, D. M. (2005). Behavioral change versus culture change: Divergent approaches to managing
workplace safety. Safety Science Volume.43 (2), 105-129.

Dumet, M., (2011). Promoting job safety in building: an experiment on the behaviour analysis
approach.. J. Occupational. Accident. Volume 9 (4), 255-267.

Elizebeth, K. (2012). Risk factor for injuries in small and medium industries sized construction
companies.

Fox, D. K., Hopkins, B. L., and Anger, W. K. (2010). The long-term effects of a token economy
on safety performance in open-pit mining. Journal of Applied Behavior Analysis, Volume 20(1):
215-225.

Frederick, J., and Lessin, N. (2000). Blame the Worker: The Rise of Behavioural-Based Safety.

Geller, E. S. (1996). Principles of behaviour based safety. Proceeding of The American Society of
Safety Engineers Behavioral Safety Symposium, Light up safety in the new millennium.

Geller, E., and Hickman N. (2003). Behaviour based safety in industry: Realizing the large-scale
potential of psychology to promote human welfare. Applied and Preventive Psycholology, Volume
10 (2), 87-105.

Geller, E. S. (2001). How to motivate behaviours for testing results. Retrieved October 2016, from
www.safetyperforrnance.com.

Geller, E.S. (2003). Consequences keep us going. Retrieved October 2016, from
www.safetyperfonnance.com.

Geller, E. S., (2004). Behavior based safety and occupational risk management. Behavior
Modification, Volume 29 (3), 539-561.

Gillmore, M.R, Perdue, S.R, Wu, P, Klap and Partners (2001). Behaviour based safety: the next
step in injury prevention. Paper presented at the SPE international conference on Health, Safety
and Environment on Oil and Gas Exploration, Kuala Lumpur, Malaysia.

Glendon, A.I. and Litherland, D.K. (2001). Safety climate factors, group differences and safety
behaviour in road construction. Safety Science, Volume 39(1), 157-188.

29
Grindle, A.C.; Dickinson, A.M., and Boettcher, W. (2000). Behavioural Safety Research in
Manufacturing Settings: A Review of the Literature. Journal of Organizational Behaviour
Management, Volume 20(1), 29-68.

Gray, S. (2009). Research Methods, a Brief Review, The University of Queensland, Minerals
Industry safety and health centre.

Guastello, S. J. (2005). Do We Really How Our Occupational Accident Prevention Programs

Works?, Safety Science, Volume 16, 445-463.

Hall, D. And Hall, R. (2006). The Theory of the Design of Experiments. Chapman and Hall/ CRC
Datamed. Report on methodologies and specifications second work package deliverable 4
(D8D01010), Commission of the European Communities.

Hickman, J. S. and Geller, S. E. 9(2003) A Safety Self-Management Intervention for Mining

Operations. Journal of Safety Research, Volume 34, 299-308.

Hopkins, A. (2002). Safety, Culture, Mindfulness and Safe Behaviour, National research centre
for OHS regulation. Working paper 7, December 2002. 1-14p.

Institution of Occupational Health and Safety (2009). Behavioural safety. Kicking bad habits.
[Web:] http://behavioral-safety.com. [Date accessed: 24 March 2009].

International Labour Organisation (2005). ILO Code of Practice on Safety and Health. In and Steel
Industries. 2nd Edition,ILO.Geneva.

International Labour Organisation (2011). Report of the Committee on occupational safety and
health. 38-43. Geneva.

International Labour Organisation (2012). Decent work: Report of the Director-General.Geneva.

Ismail, F., and Hashim, A.E. (2012). Steps for Behavioural Based Safety; A Case Study Approach.
IACSIT International Journal of Engineering and Technology; Volume 4 (5).

Kaila, H. L. (2006). Behaviour based in organisations. Indian Journal of Occupational and

Environmental Medicine, Volume 10 (3), 102-106.

30
Kaila, H. L. (2008) Behaviour Based Safety in Organizations A Practical Guide, K. International
Pvt Ltd.

Kaila, H. L., (2010). Behaviour Based Safety Programs Improve Worker Safety in India.
Ergonomics in Design: The Quartely of Human Factors Applications, 18, 17.

Krause, R. (2001). Alcoa's Paul O’Neill relied on Analysis and Safety to boost his company to the
Forefront Investors.com.

Krause, T.R (1995). Employee Driven Systems for Behaviour. New York and Van
NoshgndReinold.

Krause, T. R., Seymour, K. J. and Sloat, K. C. M (1999) Long-Term Evaluation of a Behaviour-

Based Method for Improving Safety Performance: A Meta-Analysis of 73 Interrupted Time-Series
Replications. Safety Science, Volume 32, 1-18.

Krause, T.R. (2002). Cross-Functional Improvement: Behaviour-Based Safety as a Tool for

Organisational Success. Professional Safety, August.

Kucuker, H. (2006). Occupational fatalities among coal mine workers in Zonguldak, Turkey,
1994-2003. Occup Med (Lond). Volume 56 (2), 144-6.

Laitinen, R. T., Komaki, J., Barwick, K. D., and Scott, L. R. (2009) A Behavioral Approach to
Occupational Safety: Pinpointing and Reinforcing in a Food Manufacturing Plant. Journal of
Applied Psychology, Volume 63 (4), 434-445.

Leigh, D., Olson , J. and Austin, R. (1999) Safety Rules and Regulations on Mine Sites- The
Problem and a Solution. Journal of Safety Research, Volume 36(1), 39-50.

Lessinn, R and Frederick, J. (2001) Behaviour- Based Safety and WoekimgAlone; The Effects of
a Self-Monitoring Package on Safe Performance.Journal of Organisational Behaviour
Management Volume 21(3), 5-43.

Mansdorf, Z. (1999). Organizational culture and safety performance.EHS Today. Retrieved from
http://ehstoday.com/news/ehs_imp_32830.

31
Marsh, R. (2011b). Safety Culture Assessment and Organisation Development [online]. United
Kingdom: Ryder Marsh Safety limited. Available from:
http://www.rydermarsh.co.uk/safetyculture.html

Marsh, R. (2011a).Behavioural Based Safety. [online]. United Kingdom: Ryder Marsh Safety
limited. Available from: http://www.rydermarsh.co.uk/behavioural_based.html

McAfee, R. B., Winn, A. R., (2009). The Use of Incentives/ Feedback to Enhance Workplace
Safety: A Critique of the Literature. Journal of Safety Research, Volume (20), 7-19.

McSween T, E and Matthews G, N (2003). The Values-Based Safety Process Second edition.John
Wiley & Sons Inc publication, New Jersey.

Munie, E. D., Simpons, T.F., and Johns A. T. (2012). Ergonomics and Occupational Health in
Sugar Industry of Pakistan. Pakistan Journal of Life and Social Science Volume 10(1): 74-79.

Nielsen, D. and Austin, J. (2005). Behaviour-based safety: Improvement opportunities in hospital

safety. Professional safety. February 2005. 33-37. Programs. Multinational Monitor, November.

Pullen, R.E. (2011). Behavioural Based Safety – fact or fable. [online]. South Africa: WSI Inc.
Available;http://www.pumalo.com/Articles/BehaviouralBasedSafety/tabid/169/Default.aspx

Ramsey, J.D., Burford, C.L., Beshir, M.Y, and Jensen, R.C. (1983). Effects of Workplace Thermal
Conditions On Safe Behaviour. Journal of Safety Research, Volume 14(1), 105-114.

Reason, J. (1997). Managing the Risks of Organisational Accidents. Aldershot: Ashgate.

Reichers, R. and Schneider A. M. (1990). Some Social and Psychological Consequences of the
Longwall Method of Coal-Getting. Human Relations, Volume 4, 3-39.

Rhoton, W. (2000). A Procedure to Improve Compliance with Coal Mine Safety Regulations.
Journal of Organizational Behaviour Management. Volume 2 (4), 243-249.

Sacks, E. (2006). Behavioural safety: What's in it for you? [Web:] http://behavioralsafety.

Sarkus, D. J. (2001). Safety and psychology: Where do we go from here? Professional Safety,
Volume 46(1), 18-25.

32
Saunders, M, Lewis, P and Thornhill, A (2003) “ Research methods for business students” 6ed.
Harlow: Pearson.

Schneider, A. H. Jorma, L., Peter, L. T. H., Hongwei, H., Roger, T. H. (2013). The Effectiveness
of Interventions for Preventing Injuries in the Construction Industry: A Systematic Review.
American Journal of Preventive Medicine Volume 35(1), 77-85.

Sowpow, E. (2006). The impact of culture and climate on change programs. Strategic
Communication Management, Volume 10(6), 14-17.

Sulzer-Azaroff, B. and Austin, J. (2000). Does BBS Work? Behaviour-Based Safety and Injury
Reduction: A Survey of the Evidence. Professional Safety, Volume 45(1), 19-24.

Sulzer-Azaroff, B., and Santamaria, K, L., (2000). Improving safety through applied behaviour
analysis. Journal Safety, Volume 15(4), 141-151.

Tuncel, S., Lotlikar, H., Salem, S and Daraiseh, N. (2006). Effectiveness of behaviour-based safety
interventions to reduce accidents and injuries in workplaces: critical appraisal and meta-analysis,
Theoretical issues in Ergonomics Science, Volume 7(3), 191-209.

Veronen, U., and Mattila, M. (2000), Accident Analysis and Prevention.

Zohar, D. (2000). The effects of leadership dimensions, safety, and assigned priorities on minor
injuries in work groups. Journal of Organisational Behaviour, Volume 23(1), 75-92.

Zohar, D., and Luria, G. (2003). The use of supervisory practices as leverage to improve safety
behaviour: A cross-level intervention model. Journal of Safety Research, Volume 34(1), 567-577.

APPENDICES

33
APPENDIX I: RESEARCH QUESTIONNAIRE

QUESTIONNAIRE ON “AN ASSESSMENT OF A BEHAVIOUR BASED SAFETY

PROGRAM IN REDUCING OCCUPATIONAL INJURIES. A CASE STUDY OF
MIMOSA MINING COMPANY ZVISHAVANE

General employees ‘questionnaire

My name is Shiphrah M Chimuka. I am a student currently studying Safety Health and
Environmental Management at Bindura University of Science Education. As part of my dissertation,
I am conducting a research on An Assessment of a Behaviour Based Safety Program in reducing
occupational injuries- with reference to Mimosa Mining Company. Please answer all questions as
truthfully as you can. There are no right or wrong answers. The information you give will be used
for academic purposes only and will be treated with due discretion. Please tick adjacent to answers
you think are most appropriate.

SECTION A
General Information

Male
Female
1. Please tick the box indicating your age
Younger than 21
2 1 -30
3 1 -4 0
Older than 40

2. Please tick the box indicating the number of years you have spent working in the mining
industry:
Less than 5
5 -10
10 -15
More than 15

34
3 Your nature of job involves
Mostly Desk job / office job
Mostly site job / field work
Both Desk job / office job and site job / field work

Personal Safety Record

4. Have you been involved in a workplace accident which resulted in
(a) 3 days absence from work or more
YES
NO
(b) Less than 3 day’s absence
YES
NO

Section B
1. Based on your experience working at Mimosa Mine, please tick YES or NO as appropriate
to the following statements.
Statement YES NO
Disciplinary procedures are strictly enforced on non compliance to
Safety rules
A disciplinary procedure on non compliance to Safety rules is in
place but not always enforced
Safety problems are always addressed immediately
Equipment and materials needed to work safely are available at all
times
Management only comply with safety because they have to
Managers take the breaking of safety rules very seriously

2. The following items best describes your experience towards behaviour based safety at
Mimosa Mine please tick your response using this scale
1 2 3 4 5

35
Always regularly not often never on big site only

Statement 1 2 3 4 5
Behaviour Based Safety Induction Training (site safety
training before you start on a new site) is carried out.
A new method statement is written and explained before
every job
I am familiar with Risk Assessments for my job

3. Complete the following by encircling the appropriate number of your response after each
question.
1 - Strongly Agree 2 - Agree 3 - Neutral 4 - Disagree
5 - Strongly Disagree
a) In my department, Safety and health issues / hazards identified are corrected in a timely manner.
12345
b) I feel that observing both the safe / unsafe behaviours of individuals and giving the feedback
will improve the safety levels. 1 2 3 4 5
c) In my department / section, we discuss ways to prevent errors / mistakes from happening again.
12345
d) My immediate superior shows interest in the safety and health of the employees in my
department / work area. 1 2 3 4 5
e) If I saw another employee committing an unsafe practice, I would say something directly to him
or her. 1 2 3 4 5
f) The health and safety training program offered at Mimosa Mine meet my needs. 1 2 3 4 5

SECTION C
Factors influential on worker’s behaviour at Mimosa Mining Company
1. What in your opinion influences good behaviour (towards safety) at Mimosa Mine? Please give
your rating from 1-10 on each of these statements below.
1 being the most serious, 10 being the least

36
Age (very young or too old).......................................................................................................
Personal Care and attention to safety.........................................................................................
Length of time in the industry......................................................................................................
Competency at a given task..........................................................................................................
Safety conscious workmates........................................................................................................
Good Supervision........................................................................................................................
Strong Safety Culture & Management Commitment...................................................................
Active Disciplinary Procedure....................................................................................................
Presence of a Safety Officer.........................................................................................................
Presence of a Safety Representative.............................................................................................
SECTION D
Employees’ attitude to safety, risk taking and safety culture

1. For each of the following statement(s) please indicate if you agree or disagree

Statement Agree Disagree

I am responsible for my own safety at work
Working in the factory is a high risk job
It is important to abide by safety rules
BBS training have been a good idea
The chance of me having an accident is quite low
I can do my job just as safely without all these rules
Complying with safety rules slows down the job
Having Management committed to safety is important

APPENDIX II: CHI-SQUARE DISTRIBUTION TABLE

37
38