International Journal of Occupational Safety and

Ergonomics

ISSN: 1080-3548 (Print) 2376-9130 (Online) Journal homepage: http://www.tandfonline.com/loi/tose20

Occupational Safety and Health (Osh)

Management In Construction Industry: A Review

Mohd Hafiidz Jaafar, Kadir Arifin, Kadaruddin Aiyub, Muhammad Rizal

Razman, Muhammad Izzuddin Syakir Ishak & Mohamad Shaharudin
Samsurijan

To cite this article: Mohd Hafiidz Jaafar, Kadir Arifin, Kadaruddin Aiyub, Muhammad
Rizal Razman, Muhammad Izzuddin Syakir Ishak & Mohamad Shaharudin Samsurijan
(2017): Occupational Safety and Health (Osh) Management In Construction Industry:
A Review, International Journal of Occupational Safety and Ergonomics, DOI:
10.1080/10803548.2017.1366129

To link to this article: http://dx.doi.org/10.1080/10803548.2017.1366129

Accepted author version posted online: 29

Aug 2017.

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 Publisher: Taylor & Francis & Central Institute for Labour Protection – National Research Institute (CIOP-
PIB)
Journal: International Journal of Occupational Safety and Ergnomics
DOI: 10.1080/10803548.2017.1366129

OCCUPATIONAL SAFETY AND HEALTH (OSH) MANAGEMENT IN CONSTRUCTION

INDUSTRY: A REVIEW

Mohd Hafiidz Jaafar1,*, Kadir Arifin2, Kadaruddin Aiyub2, Muhammad Rizal Razman3,
Muhammad Izzuddin Syakir Ishak1, Mohamad Shaharudin Samsurijan4
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1
School of Industrial Technology, Universiti Sains Malaysia, 11800 USM Penang, Malaysia.
2
School of Social, Development and Environment, Faculty of Social Sciences and Humanities, Universiti Kebangsaan Malaysia,
43600 UKM Bangi, Selangor, Malaysia
3
Research Centre for Sustainability Science and Governance (SGK), Institute for Environment and Development (LESTARI),
Universiti Kebangsaan Malaysia, 43600 UKM Bangi, Selangor, Malaysia.
4
School of Social Sciences, Universiti Sains Malaysia, 11800 USM Penang, Malaysia.

*Corresponding Author. Tel: +6046532107; E-mail: mhafiidz@usm.my

7.0 Acknowledgement

This work was supported, in part, by Universiti Sains Malaysia under the reference number of
304/PTEKIND/6313293.
 OCCUPATIONAL SAFETY AND HEALTH (OSH) MANAGEMENT IN CONSTRUCTION
INDUSTRY: A REVIEW

Mohd Hafiidz Jaafar1,*, Kadir Arifin2, Kadaruddin Aiyub2, Muhammad Rizal Razman3,
Muhammad Izzuddin Syakir Ishak1, Mohamad Shaharudin Samsurijan4

1
School of Industrial Technology, Universiti Sains Malaysia, 11800 USM Penang, Malaysia.
2
School of Social, Development and Environment, Faculty of Social Sciences and Humanities, Universiti Kebangsaan Malaysia,
43600 UKM Bangi, Selangor, Malaysia
3
Research Centre for Sustainability Science and Governance (SGK), Institute for Environment and Development (LESTARI),
Universiti Kebangsaan Malaysia, 43600 UKM Bangi, Selangor, Malaysia.
4
School of Social Sciences, Universiti Sains Malaysia, 11800 USM Penang, Malaysia.

*Corresponding Author. Tel: +6046532107; E-mail: mhafiidz@usm.my

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Abstract

The construction industry plays a significant role in contributing to economy and development
globally. During the process of construction, various hazards coupled with the unique nature of
the industry contribute to high fatality rates. This review was carried out by referring to previous
published studies and related Malaysian legislation documents. Four main elements consisting
of human, worksite, management and external elements which cause occupational accidents
and illnesses were identified. External and management elements are the underlying causes
contributing to occupational safety and health (OSH), while human and worksite elements are
more apparent causes of occupational accidents and illnesses. An effective OSH management
approach is required to contain all the hazards at construction sites. An approach to OSH
management constructed by elements of policy, process, personnel and incentive developed in
previous work is explored. Changes on the sub-elements according to previous studies and the
related Malaysian legislation are also covered in this review.

Key words: Construction safety, safety management, construction industry, construction

fatalities, occupational accidents

1.0 Introduction

The importance of the construction industry should not just be distinguished by its final products,
as it involves various organizations (consisting of large numbers of personnel) both directly and
indirectly, as well as due to its contribution to the economy of a nation [1]. Therefore, the
occupational safety and health (OSH) aspect should not be disregarded in the process of
pursuing project completion or improving the economy. The safety and health of individuals that
are associated in the construction process should be considered as a major concern.

The construction industry can be considered as a unique, complex and hazardous

workplace [2-7]. The unique nature of the construction industry in terms of transient workforce,
the need to be working at high elevations, variable hazards and very demanding physical as
 well as mental requirements for the working process, contribute to accidents in the industry [8].
Im et al. [9] and Pinto et al. [4] have stated that the number of fatalities related to the
construction industry is excessive.

OSH problems in the construction industry is a global issue which is not unique to any
single country within the context of the global market, and more importantly, the continual
injuries and fatalities that occur has made it one of the most high-risk industries in terms of
safety [10]. The alarming rate of fatalities in the construction sector also have been mentioned
by Sawacha et al. [2], Im et al. [9], Chi and Wu [11], Behm [12], Ling, Liu, and Woo [13], Lopez,
Fontaneda and Alcantara [14],

An effective OSH management system at construction sites is essential to address the

high rate of fatalities, which is higher than other industries. An efficient safety management
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program could be beneficial in providing a safer working environment [15-16]. By reducing the
number of accidents, productivity level could be enhanced and expenditure of an organization
could be reduced [17].

The purpose of this review is to develop frameworks which are current and suitable to
the situation in Malaysia. Previous studies regarding elements which contribute towards
occupational accidents and illnesses in the construction industry were reviewed, and an
extensive framework was developed detailing the layers of these elements as causes of
occupational accidents and illnesses. Furthermore, an OSH management framework for the
construction industry based on the works of Teo et al. [6] and Teo and Ling [18] was developed
with changes in the sub-elements, as proposed by previous researchers, to be applied in OSH
studies in the construction industry in Malaysia.

2.0 Previous studies

A brief clarification on previous studies relating to elements contributing towards occupational

accidents and illnesses in the construction industry and construction OSH management is
presented in this section. It outlines the basis of this review.

2.1 Causes of occupational accidents and illnesses in the construction industry

As a fundamental theory for understanding occupational accidents and illnesses, Ridley and
Channing [19] stated that they can be explained through the domino theory, which was
developed by Heinrich [20] and improvised by Bird and Loftus [21], in considering the
management element on the cause and consequences of the accidents and incidents. Figure 1
illustrates this theory. Causes of an accident/incident can be separated into three categories,
direct causes (sources of energy and hazardous materials); indirect causes (unsafe act and
unsafe condition); and basic causes (policy, personal and environmental) [22].
 Figure 1: Accidents domino theory [20-21]

Haslam et al. [23] developed a causal accident model in the construction industry which
could be categorized into three levels consisting of originating influences (client requirements,
economic climate and construction education); shaping factors (worker, site and
material/equipment); and immediate accident circumstances (materials, equipment, workplace
and work team). In this model, the originating influences are the most distant causes of OSH
incidents, followed by the shaping factors and immediate causes of accidents.

2.2 Construction OSH management

Construction safety management is a challenge due to the nature and characteristics of the
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industry leading to a disproportionate rate of injuries compared to other industries [24]. It is a

wrong perception to implicate that construction safety is only important during the construction
phase. As mentioned by Reese and Eidson [22], construction safety starts from the designing
stage and continues throughout the project. It was also mentioned that the development of an
OSH program depends on the elements of humanity, legislation and economy.

Elements affecting safety performances can be separated into project level and
organisation level [25]. It shows that safety should not just be concentrated at the construction
site but it should be addressed throughout the organisation involving every level of individuals in
a construction project. Table 1 shows the items that contribute towards OSH performances at
organisation and project levels.

The success of a construction management program depends on the management

leadership, safe environment and safe practices [22]. The importance in having an effective
OSH management program is to minimize or eliminate accidents in order to increase
productivity and reduce expenses such as medical expenses [17]. Therefore, it is crucial for the
construction industry to develop and implement effective OSH management programs in order
to reduce fatalities and injuries at sites.

Table 1: Elements contributing towards OSH performances at organisational and project levels
Level Element
Organisation Safety and health training; accident record; administrative and management
commitment; legislation, codes and standards; safety review; selection and
control of sub-contractor
Project Emergency procedures; project management commitment; implementation;
safety review; information, training and promotion; recording, reporting and
investigation

Teo et al. [6] and Teo and Ling [18] have produced a framework for managing
construction safety consisting of policy, process, personnel and incentive elements (3P + I).
This framework was developed with the intention to evaluate the efficiencies of the safety
 management system. Table 2 provides the items that were used in developing the 3P + I
framework.

Malaysian standard of OSH management systems [26] have also been reviewed and
considered in developing the framework for construction OSH management that will be
proposed later in this review. This standard suggested that there are five stages of an OSH
management system in an organisation with continual improvement. The details of the
Malaysian standards of OSH management systems can be seen in Table 3. However, the
Malaysian construction industry rarely focuses on implementing OSH management systems in
their practices.

Table 2: Policy, process, personnel and incentive (3P + I) framework

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Level Element
Policy Rules and regulations; Standard No. OHSAS 18001:2007 [27] certification; safety
management system structure; safety related legislations and code of practices
Process Sub-contractor management; equipment, tools, plants and hazardous materials,
site conditions and housekeeping; communication and information transfer; safe
work procedures and measures; hazards identification and analysis
Personnel Safety and health promotion; safety committee and safety organisation; work
relationship and language barrier; training and competency; safety culture
Incentive Safety incentive programs; safety disincentive program
Note: OHSAS = occupational health and safety assessment series

Table 3: Malaysian standards of occupational safety and health management system

Level Element
Policy Occupational safety and health policy; employee participation
Organizing Responsibility, accountability and authority; competence, training
and awareness; OSH MS documentation; communication
Planning and implementation Initial review; occupational safety and health objectives; HIRARC;
emergency prevention, preparedness and response; management
of change; procurement; contracting
Evaluation Performance monitoring and measurement; incident investigation;
audit; management review
Action for improvement Preventive and corrective actions; continual improvement
Note: OSH MS = occupational safety and health management system; HIRARC = hazard identification,
risk assessment and risk control

Taking into account the 3P + I framework, Malaysian standard of OSH management

systems and related studies done by other researchers, an OSH management framework in the
construction industry will be proposed in this review. Changes were made to the sub-elements
of the 3P + I framework to incorporate some items that were provided in the Malaysian standard
and previous studies. The objective of the proposed framework is to accommodate the
Malaysian construction industry for the time being.
 3.0 Methods

The information gathered in writing this review was collected from books and journals.
Information from the books was useful in understanding and getting the fundamental idea of the
topics being reviewed. Meanwhile, the journals provided more current and in-depth information
focusing on certain areas of the review. The journals that were used in this review were found
through Google scholar and respective journal databases (Elsevier, Wiley, ASCE library and
others). The main key phrases used in searching the information were "construction safety",
"OSH management", "construction industry" "construction safety management system" and
"construction accidents". Besides these key phrases, specific key phrases that have been
identified during the review process were used in gathering information.

In reviewing the elements contributing to occupational accidents and illnesses in the

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construction industry, models related to this topic were studied to understand the approach and
definition of the elements that were included. Various models and past researches were studied
in order to propose the main elements and the sub-elements of the causes. A similar approach
was employed in proposing the framework of the OSH management in the construction industry.
Furthermore, Malaysian standard of OSH management systems [26] were incorporated into the
framework.

4.0 Elements contributing to occupational accidents and illnesses in the construction

industry

The framework which was developed for causes of occupational accidents and illnesses in the
construction industry consists of four main elements. The four main elements are human,
worksite, management and external elements. In this framework, human and worksite elements
have been defined as the immediate causes while management and external elements are
defined as the originating influences/underlying causes.

Human and worksite elements are considered the most immediate causes of
occupational accidents and incidents. Therefore, all the items that were included in these
elements are under the consideration that they have the characteristics of immediate causes
which are easier to be identified or more obvious during investigation, compared to the
underlying causes. On the other hand, the underlying causes consist of external and
management elements. The external element can be considered the most distant of causes
followed by the management element. The management element deserves to be mentioned
specifically as one of the underlying causes as it brings another dimension of causes compared
to the external element which is wider in scope.

4.1 Human element

Approximately two third of the accidents which occurred in the construction industry could be
related to the human element with the action/behaviour and workers capabilities being the main
 cause [23]. Four categories have been established for this element comprising of human
physical, experience, attitude and behaviour.

The human physical element is defined as causes which involve issues relating to the
physical and physiological aspects of the human body. Items that were considered are size,
strength, and stamina [22]; body capabilities - tiredness, pain, drug addiction and alcohol intake
[8]; health condition and stress [28].

The second category in the human element is experience which is comprised of working
experience, knowledge and skill [22]. Safety knowledge has a major positive influence on safety
participation [29]. Hale et al. [28] defined this element by including items such as competency,
reaction times, information overload, inadequate experience, aptitude for task and
literacy/numeracy. Experienced workers tend to adhere to procedures and are willing to report
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small scale accidents [30].

The third category contributing to the human element is attitude. Human attitude is
among the main contributors to accidents in the construction industry [31]. Hale et al. [28] stated
that issues that could be associated are motivation/morale, compliance, complacency,
overconfidence, risk perception and 'ownership' of safety issues. Management and worker
attitudes towards safety have a significant impact on safety performance and awareness [2,32].

Another important aspect of the human element is behaviour which is closely related to
unsafe acts. Holt [33] has defined unsafe acts as lapses, mistakes, routine violations, situational
violations and exceptional violations. Unsafe acts are immediate causes of accidents but it is not
the basic or fundamental problem [15]. Lack of skill was the main cause of unsafe behaviours at
construction sites [34]. Behavioural characteristics of workers such as reluctance and
complacency towards safety matters can be due to ignorance [35].

4.2 Worksite Element

The worksite element plays a crucial role in contributing to accidents and illnesses in the
construction industry. Construction is a hazardous industry due to its unique nature that includes
continual changes, poor working conditions, transient workforce, and tough environments [4,7].
Worksite elements contributed to more than half of accidents at construction sites [23]. This
element is comprised of jobsite conditions, poor site management, equipment and material, and
construction tasks.

The first sub-element is worksite conditions. Among the issues that have been
contemplated are weather effects and unsafe worksite conditions which include illumination,
ventilation and noise [8,22,23,28,36]. Extreme weather conditions (hot or cold) contribute to
occupational accidents and illnesses at construction sites [37].

Poor site management in terms of site layout, space, tidiness and cleanliness also need
to be given attention to as a causes to occupational accidents [23]. These items can be
 categorized as unsafe conditions in the construction industry [15]. Unsafe facilities (mechanical,
electrical and hydraulic systems) can play a role in contributing to accidents at sites [22].

Construction processes involving various kinds of equipment and materials also

contribute to occupational accidents and illnesses. Equipment being operated at construction
sites are one of the leading causes of fatalities in the industry [38]. The problem leading to
unsafe equipment is that tools and equipment provided to the workers are lacking in terms of
quality, suitability with tasks and maintenance [39]. Construction materials are more associated
with occupational illnesses at sites. Concern has been raised regarding exposure of
construction workers to dust produced from construction tasks such as silica and asbestos.
Overexposure to silica and asbestos may increase the chances of silicosis and lung cancer and
construction workers are exposed to such materials [40]. Construction activities such as
grinding and cutting are the major sources of dust at construction sites [41, 42].
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Another element that needs to be given attention is the requirement of the construction
tasks. The need to be working at elevations and a transient workforce that is consistently
changing are some of the unique characteristics of the construction industry [8]. In this industry,
workers are required to do various activities which expose them to safety and health risks that
are directly related with their work, and indirectly produced by the tasks of their co-workers [4].
The worksite element which contributes to accidents in the construction industry can be divided
into four aspects comprising of worksite conditions, poor site management, construction tasks,
and equipment and materials.

4.3 Management element

The management element, which includes policy, resource management, management culture,
and safety management aspects, plays a significant role in contributing to accidents in the
construction industry. Accidents or incidents which occur are symptoms transpiring from lack of
management commitment in terms of safety issues and 98% of these accidents could be
prevented by management personnel [43]. According to Filho et al. [44], accident investigators
tend to emphasize on causes which are immediate compared to management related causes
which are unclear and distant.

The OSH policy is an important document that pulls all the threads of the management
process together, which include the arrangements made to comply with relevant regulations
[33]. Issues regarding OSH policy that may contribute to inefficient management which lead to
accidents are policies that are not in a written form, not signed by higher management, not
communicated to employees, and not reviewed [24].

Resource management is essential in assuring construction projects run efficiently in

terms of cost, time and OSH. Two types of inefficient resource management that lead to
accidents in the construction industry are capital resources (company profitability, equipment
purchasing, inspection/maintenance policy, insufficient time allocation, insufficient funding
allocation) and human resources (recruitment and selection, training) [28]. Achieving zero
 accidents in construction projects is a complex undertaking if there is insufficient budget from
management [45].

The aspect of safety management consists of procedure, planning, information

management and supervision. Inappropriate construction planning in terms of construction plan,
method statement or schedule and inadequate analysis of risk regarding undesired events are
related to construction management constraints [46]. Poor safety and risk management are the
originating influences in contributing to occupational accidents and illnesses [23]. Inadequate
safety measures and poor safety awareness are the major reasons for the high rate of accidents
in the construction industry [47].

A management culture that leads to OSH issues in the construction industry can be
characterized by difficulty in ownership and control, labour relations, communications, worker
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representation, and deliberate disregard for safety [28]. Management commitment is one of the
important aspects of a management culture that actively cultivates safety practices [33]. The
management element is an indirect causes that enhances the risks of accidents and illnesses
[46].

4.4 External element

The external element could be categorized as higher level (distant) causes of occupational
accidents and illnesses which are difficult to be identified through accident investigations [23].
The external element can be separated into three aspects comprising of politics and legislation,
economy, and social aspects.

Issues that could be related to politics and legislation influences are the level of
sufficiency of regulations as well as the effectiveness of regulator [28]. Lack of regulation and
legislation regarding safety at construction sites could lead to problems in the aspect of OSH
[48]. Ineffective enforcement has been clarified as one of the issues which lead to poor safety
management in the construction industry [5].

From an economic perspective, problems regarding supply (services/materials/labour)

and restrictive economic conditions are the underlying causes of fatal accidents in the
construction industry [28]. Competition for projects, pricing, availability of labour and so forth are
affected by the economic climate and would impact the safety aspect at construction projects
[23]. This is because aspects of financial and project development are deemed to be more
important than OSH management.

The social element is another part that should be considered in this external element.
The social element covers the impact originating from the community and clients in particular.
There is a lack of awareness and emphasis by the community on OSH issues in the
construction industry [28]. Clients have a significant influence at the early phase of a project that
associated with budget, objective, and design [46]. In terms of project design constraints, these
 usually occur at the designer's level and are influenced by the client’s responses, project
management responses, or business environment of the design organization.

A framework for the causes of occupational accidents and illnesses in the construction
industry is summarized in Table 4. It consists of underlying causes comprised of external
element (legislation and politics, economy and social) and management element (resource
management, occupational safety and health policy, safety management, and organisation
culture). Another part of the causes is represented by immediate causes. Two elements that are
related to this part are human element (human physical, experience, attitude and behaviour)
and worksite element (worksite condition, poor site management, equipment and material and
construction tasks). Table 5 shows causes of occupational accidents and illnesses in
construction industry, as stated by previous studies, which were reviewed in developing the
framework shown in Table 4.
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Table 4: Framework for causes occupational accidents and illnesses in construction industry
Second
First Order Third Order Fourth Order
Order
Human Human Unsuitable size and body shape Height
Element physical Size
(immediate Lack of strength
causes) Lack of stamina
Fatigue
Poor health condition
Physical disability
Intoxication and drug effects
Stress and tension

Experience Knowledge and information Lack of knowledge and information

Excess of knowledge and
information (confusing)
Lack of skill Skills inappropriate to the tasks
Lack of experiences and trainings
Incompetent
Occupational accidents and Near misses
illnesses records
Directly or indirectly involved
Extensive experiences leading to
lack of safety awareness
Language and communication
problems
Illiterate

Attitude Towards organisation Neglecting the reputation and

performances of an organisation
Neglecting organisation's safety and
health policy
Neglecting organisation's safety
procedures
Personal attitude Satisfy with level of safety
performance
Excessive confidence
Underestimate risks of accidents and
 Second
First Order Third Order Fourth Order
Order
illnesses
Negative attitudes (stubborn,
arrogant, selfishness or showing off)
Defeatist/lack of confidence
Doubtful and bad decision making
Motivation/needs Prioritizing basic needs
Prioritizing psychological needs
(rapport in an organisation, rapport
among colleagues, performance and
achievement)
Prioritizing self-actualization
(achieving personal full potential)

Behaviour Error Lack of focus

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Complicated procedures
Lengthy tasks
Wrong reasoning behind actions
Following the wrong procedures
Violation Standard practice in a group or
entire organisation to break the rule
or procedure
Due to insufficient time
Due to pressure of work
In order to solve
problems/emergency situations

Worksite Worksite Noise Noise induced hearing illnesses

Element condition Interrupting communication
(immediate processes (giving and receiving
causes) instructions)
Insufficient lighting
Insufficient ventilation In open areas
In closed areas
Weather Excessive heat
Rain
Poor facilities (electrical,
hydraulic, supervising,
maintenance)

Poor site Poor level of cleanliness and

management tidiness
Poor waste management
Working path and surface
Poor equipment, material and
waste arrangements
No designated space
No proper disposing schedule
Working path blocked
Watery surface and working path
Slippery surface and working path

Equipment Construction materials Unsuitable

and material Poor condition
Adverse health effect
Equipment and tools Unsuitable
Poor condition
 Second
First Order Third Order Fourth Order
Order
Lack of safety features

Demanding Various tasks in progress

tasks simultaneously
Need to work at various locations
Need to work with various people
simultaneously
Working at height

Management Resource Capital resources Prioritizing profitability over safety

Element management Prioritizing prices over safety level in
(underlying buying equipment
causes) Insufficient budget for occupational
safety and health management
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Insufficient time provided

Human resources Neglecting safety and health
elements during recruitment and
selection
Lack/no training provided to
personnel
Ineffective training

Policy Not in written form

Difficult to obtained and not being
communicated to personnel
Not being reviewed
Complicated
format/length/language

Safety Safety procedure Not in written form

management Difficult to obtained and not being
communicated to personnel
Complicated format/length/language
Planning Demanding working schedules
Working overtime
Need to work at night
Insufficient time to complete tasks
No/insufficient safety meetings
No/insufficient job analysis
No periodic health inspection for
personnel
Record and information Occupational accidents and illnesses
management are not recorded
Occupational accidents and illnesses
are not reported to governing bodies
Near misses are not recorded and
reported
Safety supervision No/insufficient safety supervision by
main contractor
No/insufficient safety supervision by
sub-contractors
Poor supervision by safety personnel
No/insufficient inspection by
governing bodies
 Second
First Order Third Order Fourth Order
Order

Management Prioritizing quality over safety

culture Occupational safety and health is
not included as successful
project criteria
Poor affiliation between
management and employees
Poor communication between
management and employees
Management is not sensitive with
the religious and culture needs
Employees are not well
represented
Insufficient commitment from
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management in terms of safety

and health

External Politics and Insufficient legislation Mandatory training and skills

Element legislation established are inadequate
(underlying Insufficient legislation regarding
causes) licensing and competency
Ineffective governing bodies Legislation are imprecise
Disputed legislation
Ineffective implementation of
legislation by governing bodies in
terms of time, human resources and
monetary

Economy Difficulty in supply in services,

materials and personnel in terms
of time
Difficulty in supply in services,
materials and personnel in terms
of quality
Bad economy situation

Social Clients neglected occupational

safety and health issues
Society neglected occupational
safety and health issues
Lack of exposure and information
provided to society

Table 5: Previous studies regarding causes of occupational accidents and illnesses in

construction industry

Element Area of study Reference

Human Human physical, experience, [2,8,15,22,23,28-35]
attitude and behaviour
 Worksite Worksite condition, poor site [4,7,8,15,22,23,28,36-42]
management, equipment and
material and construction tasks.
Management Policy, resource management, [8,22,23,28,33,43-47]
management culture and safety
management

External Politics and legislation, economy [5,23,28,46,48]

and social

The limitation of this framework is that it is based on a linear accident causality model.
Further studies have been carried out to understand the importance of each element and item
contributing to occupational accidents and illnesses in the construction industry. Analysis of the
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correlation between the elements and sub elements proposed in the framework has been
studied but is not included here.

5.0 Construction OSH management

A framework of construction OSH management was developed by taking into consideration

previous studies, Malaysian standards of OSH management system and suitability of potential
studies. In Malaysia, it's not a practice for the construction industry to adhere towards accredited
OSH management systems, although it is highly advised to do so. This framework was
designed to incorporate the overall idea of OSH management systems in order to evaluate the
practices in Malaysia. The framework was developed from the 3P + I model [6] that was
introduced earlier in the review with some changes in the sub-elements to incorporate items
from previous studies and Malaysian standards.

5.1 Policy element

Teo et al. [6] cited that legislation forms a framework in which health and safety is regulated and
controlled through safety legislation and policies which are able to impact safety level at the
construction site. The first item that is included in this element is the OSH policy. The OSH
policy can be regarded as a statement of commitment from the employer in terms of managing
OSH at the construction site [33]. Apart from the commitment, it also could be a statement of
purpose and philosophy of the company, program goal and responsibility assignment to all
personnel [22]. This policy is able to increase safety awareness and at the same time provide
information and instruction regarding regulations and good practices [49].

Legislation is another aspect that can be discussed under the policy element. Legal
obligation is one of the major contributors in encouraging companies to develop a
comprehensive safety program [22]. Ng et al. [25] highlighted that compliance with OSH
legislation is considered crucial in an organisation, and at the same time is a positive reflection
of the commitment of senior management. Related OSH legislation should be the minimum goal
that is required to be achieved by management in terms of managing safety at sites [49].
 Irresponsible clients will discharge the responsibility of implementing legislation at construction
sites to the main contractor, which has negative impact on safety performances [50].

Another element that was considered under the policy element is the safety
management system (SMS). The key objective in implementing SMS is to manage both latent
and visible hazards [51]. A SMS can contribute to its successful implementation in the
workplace [52]. Successful implementations of SMS at construction sites have been proven to
reduce the number of accidents at sites [18]. Although SMS has been found to improve the
safety performance at construction sites, currently the construction industry still does not adopt
and establish SMS as standard practice [53].

5.2 Process element

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Teo et al. [6] defined the process element as managing the process of carrying out works by
construction personnel that may eventually be harmful to their wellbeing and safety. Items that
are included in this element are construction personnel competency, hazard and risk
assessments, safety working procedure, communication, and sub-contractor management. It is
also important to focus on emergency processes which consist of emergency
management/response, and accident investigation and reporting.

Competency of construction personnel is defined as individuals who possess

qualifications through education, certification and professional status or are knowledgeable and
experienced in carrying out tasks [22]. A positive safety culture and environment can be
established by coordinating, increasing and clarifying the requirement of safety competencies at
the national level [54].

Hazard and risk assessments are initiatives in reducing accidents in the construction
industry. It is defined as a systematic approach in analyzing risks of accident and illnesses at
construction sites [36]. Due to the dynamic nature of the industry, this process is more
complicated when compared to other industries where the work process is essentially static and
repetitive [33]. Hazards will be prioritized depending on the level of probability and severity [55].
Understanding the risks will only help in the process of mitigating the potential risks and thus
can be considered as the core of an effective safety program [22].

Through the understanding of the hazards and risks involving the related tasks, safety
procedures are introduced as an element of accident prevention. Due to the complexity of the
tasks and the inability of workers to remember or familiarize themselves with the routine, safety
procedures may provide directions for them at all times, especially during emergency situations
[56]. Safety procedures encourage personnel to work safely and become more aware with the
hazardous environment [22]. Adhering to safety procedures is one of the components of safety
compliance [57].

Communication is an important element in determining a successful safety management

program [16]. Efficient leader-worker safety communication motivates workers to raise safety
 issues and management to instil a safe working culture at construction sites [3,16]. The
involvement of foreign workers does elicit some complication in terms of communication which
results in negative impacts on safety management [58].

Although prevention is always the main objective of an OSH management via elimination
of the hazards to reduce injuries and illnesses, employees still have to be prepared for
emergency situations [59]. Huang and Hinze [59] reported that improved safety performance
was observed when emergency plans were included in OSH management. Emergency
management presents a challenge in the construction industry due to multiple hazards, a
transient workforce and the fast-changing nature of the site conditions. When the emergency
has been resolved, the process of accident investigation should be conducted immediately.
According to Goetsch [55], all accidents including near misses should be investigated
thoroughly and immediately in order to get accurate information in preventing future accidents.
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Information obtained from accident investigations (both evidence-based and practical

information) is crucial in facilitating improvements of the safety management [61].

Subcontractors are an essential component to the success of a project as they play a

major role of completing the works awarded to the main contractors [25]. Subcontracting in the
construction industry has been proven to be a key challenge for safety management as the
greater the number of subcontractors involved, the risk of accidents is in turn elevated due to
the diversification of activities [6]. Implementation of safety measures is complicated due to the
unstable job nature of the subcontracting system that leads to the lack of participation of a
subcontractor's workers in the site safety process [49]. Thus, the trend of major involvement of
subcontractors in the construction industry has been proven to have negative impacts in terms
of safety and health [62].
5.3 Personnel element

The personnel element is characterized by the human aspects that are present in construction
activities and which are related to the safety behaviour and attitude of management as well as
workers [6]. Items that are essential in this element are management commitment, workers
commitment, training, and workers characteristics.

Management commitment is important in improving construction safety. In order to

establish an effective safety program, management commitment through visible support of
employees is indispensable [16]. This scenario will promote the development of a safety culture
amongst employees that cultivates the tendency to support the management system and
strategies [63]. Abudayyeh et al. [43] have justified that the elements of management
commitment consist of safety budget, safety management position (on site), communication
skills, safety culture, continuous monitoring and improvement, empowerment and involvement
of employees.

Apart from management commitment to safety, construction workers need to play their
role in reducing accidents in the construction industry. Construction workers are the most
important personnel in every construction project due to their ability to influence the outcomes of
 a project in terms of time, cost and quality [64]. Besides that, Haslam et al. [23] have stated that
the worker (human) element contributes to most of the accidents at construction sites. Attitude,
adverse physiological states, training, experience, ability, and personal readiness have been
considered as human elements that can be associated as preconditions for unsafe acts [28].
Therefore, construction workers need to take responsibilities and commit to improving safety at
sites by adhering to safety rules, regulations, and procedures. Commitment from supervisors at
site is also considered very significant. Supervisors are representative of management at site
and they have the ability to inspire and instil safety values among workers [54]. Worker safety
behaviour can be improved effectively if the initiative is directed at the supervisors rather than
the workers [65].

Training for employees is an important aspect that needs to be focused on, as it could
encourage worker consciousness in preventing injuries [6]. Safety training is essential because
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it will provide workers with safety knowledge, thus improving their safety awareness [66]. Only
continuous education and training will enhance worker understanding and knowledge of safety
through their behavioural changes [43]. Therefore, it is wise for management to provide their
employees with enough information and knowledge through training to reduce accidents in the
construction industry. Human safety conscience and safety habits can be improved through
training [67].

Worker characteristics are defined by aspects of communication, languages, worker

adaptability to working environment and cultural background [6]. Male migrant workers are
prone to occupational injuries [68]. In Europe, it has been identified that foreign workers (not
from the west) have lower health levels and are more exposed to hazards with higher rate of
accidents [69]. Foreign workers are involved with higher rate of accidents due to differences in
terms of languages, working and living culture as well as lack of safety education [70].5.4
Incentive element

The implementation of safety incentives has been a controversial topic in construction OSH
management. Safety incentives could work as a motivation for workers if attitude alteration can
be achieved, otherwise it will only bring a temporary impact [22]. It can also be considered as a
feedback for the workers on their hard work and continuous commitment in producing a safer
working environment at construction sites [71]. However, there are also scenarios where
organizations without a safety incentive program have produced better safety performances
compared to the one with the program [6].

Safety incentives consist of monetary incentives and non-monetary incentives such as

praises and recognitions [6,22]. Hinze [72] have suggested that organizations should reconsider
their approach on safety incentives by rewarding safety behaviour instead of focusing solely on
zero accidents.

Disciplinary action is also an approach that has been included in the incentive element.
93% of construction projects practice a disciplinary system, which is higher than the safety
incentives approach [73]. Fine is an important action at construction sites, but demotion,
 termination, and reporting to authorities are considered drastic and suitable for severe and
repetitive offenses [6]. It is also meaningless to implement safety incentives without a proper
safety management program that promotes a safe working environment throughout the
organization [22].

Figure 2 describes the OSH management framework in the construction industry that
was altered from the 3P + I model developed by Teo et al. [6]. All the elements are interrelated
between each other and exert an impact in managing OSH in the construction industry as
presented in the original framework.
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 Figure 2: OSH management framework in construction industry [6]
*Note: OSH=Occupational safety and health
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 The policy element is generally important in understanding the limit, setting up
objectives, and providing proper guidelines in managing OSH in the construction industry. The
process element will provide a specific direction in managing and handling specific activities or
situations. The personnel element is designed to manage OSH issues related to the human
aspect. Finally, the incentive element is included to motivate and to assure employees will
adhere to rules and regulations provided during construction projects. Table 6 summarizes
previous studies regarding construction OSH management leading to the development of the
proposed framework.

The limitation of this proposed framework is that it was designed to review the Malaysian
construction industry. Further improvements might be needed to apply it globally. In order to
obtain a well-designed SMS to be implemented at the national level, different critical factors
were identified from one country to another depending on the social requirements of the
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domestic construction industry [52]. Through the feedback from the application of this
framework in the Malaysian construction industry, further improvements can be made. The
interrelations of the proposed elements should also be tested in order to assess the
effectiveness of the proposed framework

Table 6: Previous studies of occupational safety and health management in the construction
industry
Element Area of study Reference
Policy OSH policy; legislation; OSH MS [6,18,22,25,33,34,47,50-52]

Process Personnel competency; hazard and [3,6,16,22,25,33,34,36,54-56,59-62]

risk assessment; safety procedures;
communication; emergency
management; accident investigation
and reporting; and subcontractor
management
Personnel Management commitment; workers [6,16,23,28,54,63-70]
commitment; training; and context
of workers characterization
Incentive Safety incentive program; and [6,22,71-73]
discipline program

Note: OSH = occupational safety and health; OSH MS = occupational safety and health management
system

6.0 Conclusion

The rate of fatalities in the construction industry is very high due to the hazards and nature of
the industry itself. Therefore, it is important that a proper implementation of an effective OSH
management program should be put into practice. It is crucial to formulate the problem and
understand the risks that need to be controlled.
 A framework of causes of occupational accidents and illnesses in the construction
industry may help in comprehending the elements that need to be managed. Identifying the
source of the problems will be the first step for OSH practitioners in managing the pathway to
reduce the risks to construction personnel or even community. The framework was separated
into two main parts consisting of the immediate causes and the underlying causes. The main
reason is to assure that there are two parts of the causes that need to be resolved by different
approaches through different level or organisations.

Although immediate causes can be considered as obvious and crucial to be managed, it

is important that further investigation is carried out to identify the underlying causes that
enhance the risks related to the immediate causes. The construction industry possesses the
authority to control the management element through sheer commitment of the organisation.
However, the external element covers a set of causes that may involve a wider scope and
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higher-level organisations. The regulators can play a significant role in managing causes
originating from the external element.
Various frameworks and models have been established in the management of OSH in
the construction industry. Within this paper, a framework was developed consisting of four main
elements (policy, process, personnel and incentive) that were incorporated with items presented
in the Malaysian standards. This framework was tested in the Malaysian construction industry
but the results are not presented in this manuscript.

From the review of previous studies, it was found that all the elements contributed in
providing an effective OSH management program. Policy plays a significant role as the
fundamental basis of the program by setting up total objectives and responsibilities of the
involving personnel. The process and personnel elements are designed to specifically manage
the tasks and human aspect in the construction industry. These two elements can be
considered as the main contents of a program that directly influences the level of management
commitment towards establishing an effective and sustainable program. There are mixed
reactions regarding the implementation and the effects of an incentive element. Incentive
elements can be viewed as the final control measure that is placed in order to assure the proper
implementation of the OSH management program. All these elements need to be implemented
simultaneously in order to obtain positive impacts from the OSH management program. The
interconnection of these elements should be the subject of further studies.

7.0 Acknowledgement

This work was supported, in part, by Universiti Sains Malaysia under the reference number of
304/PTEKIND/6313293.

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