| Summary: | 碩士 === 長榮大學 === 職業安全與衛生學系碩士班 === 98 === Based on the works of Geller and Cooper, Krause put forth a model set of organizational safety culture. In his proposed model, Krause addresses the role of leadership and the mechanism of conditioning, which is termed as sustaining system. Simply speaking, he categorizes the model into 5 main dimensions, namely, leadership, safety enabling systems, organizational sustaining systems, working interface, and organizational culture. This study takes his model structure as the theoretical foundation to reorganize the existing questionnaires, and categorize the questionnaire items into 4 dimensions, including leadership, safety enabling systems, organizational sustaining systems, working interface. We further subdivide the working interface into 4 areas: dilemma under resources conflict, personal safety attitude, organizational safety attitude and contractor; break down organizational sustaining systems into reward/punishment and feedback.
We have carried out safety culture surveys in a petrochemical plant twice. The surveys were taken in 2006 and 2009 respectively. The study is aimed to assess the effectiveness of the efforts taken by the plant on promoting the risk control system. Another objective is to validate the applicability of organizational safety culture model to the safety culture surveys.
The number of valid subjects in these two surveys is 148 and 113 in 2009 and 2006 respectively; recovery rate is 85.5% and 67.2%. In this three-year period, the plant proceeded process risk analysis twice, introduced HEMP system and Bow-tie risk analysis technique. The survey results show that the efforts did pay off. The overall score in 2009 is higher than in 2006. The technical group achieved highest improvement and highest score among the three major functional groups (operation and contractor are the other two). Pearson correlation and SEM are adopted to analyze the correlation relationship within the dimensions of the organizational safety culture model. The results show that each method indicates highly causal relationships among dimensions. The 2009 result is specifically significant in statistical term. It concludes that the organizational safety culture model is capable to explain the functional mechanism of safety culture.
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