30
DEVELOPMENT OF AN EVALUATION MATRIX OF OCCUPATIONAL SAFETY AND HEALTH MANAGEMENT SYSTEM FOR CONSTRUCTION COMPANIES CHONG SHEAU HWEY UNIVERSITI TEKNOLOGI MALAYSIA
DEVELOPMENT OF AN EVALUATION MATRIX OF OCCUPATIONAL
SAFETY AND HEALTH MANAGEMENT SYSTEM FOR CONSTRUCTION
COMPANIES
CHONG SHEAU HWEY
UNIVERSITI TEKNOLOGI MALAYSIA
v
DEVELOPMENT OF AN EVALUATION MATRIX OF OCCUPATIONAL
SAFETY AND HEALTH MANAGEMENT SYSTEM FOR CONSTRUCTION
COMPANIES
CHONG SHEAU HWEY
A thesis submitted in fulfilment of the
requirements for the award of the degree of
Master of Science (Facilities Management)
Faculty of Geoinformation Science and Engineering
Universiti Teknologi Malaysia
APRIL 2006
vii
ACKNOWLEDGEMENT
I would like to express my sincere appreciation to my main thesis supervisor,
Assoc. Prof. Dr. Abdul Hakim bin Mohammed, for his support and continuous
encouragement. He was patient with my learning and always enthusiastic about my
research. His brilliance motivates me to keep digging.
I am also very thankful to my co-supervisor, Assoc. Prof. Maizan bin Baba
for his advices and motivation. Without his continuous support and interest, this
thesis would not have been the same as presented here.
Thanks to my dear family. They fostered my desires to continually seek
higher education. I appreciate all their sacrifices they have endured over the years.
Without their support, I would never have been able to accomplish my dreams. I am
also grateful to all my friends. They are always by my side when I need them.
I am indebted to Universiti Teknologi Malaysia (UTM) for funding my
master study. Librarians at UTM also deserve special thanks for their assistance in
supplying the relevant literature.
viii
ABSTRACT
Occupational Safety and Health management system is often a neglected area
and a function that has not been pursued systematically in the construction industry.
Implementation of the occupational safety and health management system has
resulted in improvements of workplace health and safety while simultaneously
achieving significant cost reductions. The study has three main objectives: (a) To
identify the key process areas and key processes of occupational safety and health
management system, (b) To identify the key practices of enablers to indicate whether
the implementation and institutionalization of the key processes is effective,
repeatable and lasting, and (c) To develop an evaluation matrix of the occupational
safety and health management system for construction companies. The key process
areas, key processes, and key practices of enablers were identified through the
comparison study of the 4 international standards of occupational safety and health
management systems. The identified elements were tailored into the concept of
Capability Maturity Model. They were validated again through the interviews and
industry wide questionnaire. The analysis showed that the two categories of
construction companies, Kuala Lumpur Stock Exchange listed construction
companies and Construction Industry Development Board Malaysia Grade7
construction companies shared the same results even though they were from the
different categories. The analysis concludes that the key processes and key practices
of enablers are suitable to indicate the implementation and institutionalization of the
occupational safety and health management system. The industry also agreed that the
occupational safety and health evaluation matrix provides a systematic, structured,
and continual improvement approach to the evaluation of occupational safety and
health management system of construction companies. The occupational safety and
health evaluation matrix can also help the construction companies to prioritize their
ix
occupational safety and health management plans and focus on those improvements
that are most beneficial given their occupational safety and health goals.
ABSTRAK
Sistem pengurusan keselamatan dan kesihatan pekerjaan selalu tidak diambil
berat dan pengurusan aktivitinya juga tidak sempurna dalam industri pembinaan.
Pelaksanaan sistem ini mampu meningkatkan tahap keselamatan dan kesihatan
tempat kerja serta mengurangkan kos secara langsung. Kajian ini mempunyai tiga
objektif: (a) Mengenalpasti proses utama bagi sistem pengurusan keselamatan dan
kesihatan pekerjaan. (b) Mengenalpasti praktis ‘enablers’ bagi memastikan
pelaksanaan proses utama adalah effisien dan berulangan. (c) Membangunkan satu
matrix penilaian sistem pengurusan keselamatan dan kesihatan pekerjaan bagi
syarikat pembinaan. Proses utama dan praktis ‘enablers’ dikenalpasti melalui
perbandingan antara empat sistem pengurusan keselamatan dan kesihatan pekerjaan
yang bertaraf antarabangsa. Proses utama dan praktis ‘enablers’ yang dikenalpasti
akan diubahsuaikan untuk memasukkan dalam konsep ‘Capability Maturity Model'.
Proses utama dan praktis ‘enablers’ yang berdasarkan konsep ‘Capability Maturity
Model’ akan disahkan melalui proses temubual dan edaran borang soal selidik.
Keputusan analisis menunjukkan bahawa proses utama dan praktis ‘enablers’ yang
disahkan adalah sesuai digunapakai untuk menilai sistem pengurusan keselamatan
dan kesihatan pekerjaan bagi syarikat pembinaan. Industri pembinaan juga bersetuju
bahawa model penilaian ini menyediakan pendekatan untuk penilaian pengurusan
keselamatan dan kesihatan pekerjaan bagi syarikat pembinaan secara bersistem,
berstruktur dan mempunyai sifat penambahbaikan secara berseterusan. Ia juga dapat
menolong syarikat pembinaan memberi prioriti kepada perancangan pengurusan
keselamatan dan kesihatan pekerjaan dan fokus dalam penambahbaikan perancangan
pengurusan keselamatan dan kesihatan pekerjaan bagi mencapai sasaran yang
ditetapkan.
x
TABLE OF CONTENTS
CHAPTER TITLE PAGE
DECLARATION ii
ACKNOWLEDGEMENT iii
ABSTRACT iv
ABSTRAK v
TABLE OF CONTENTS vi
LIST OF TABLES xi
LIST OF FIGURES xiii
LIST OF ABBREVIATIONS xiv
LIST OF APPENDICES xv
1 INTRODUCTION
1.0 Introduction 1
1.1 Problems Statement 3
1.2 Objectives 6
1.3 Scope of the Research 6
1.4 Research Methodology 7
1.5 Structure of the Study 10
2 OSH PERFORMANCE OF CONSTRUCTION INDUSTRY
2.0 Introduction 12
2.1 Nature of the Construction Industry 13
2.2 Why Construction Has Changed Over the Years? 14
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2.3 Immature Versus Mature Construction Company 16
2.4 Why Safety and Health Should Be Well Managed? 17
2.5 OSH Management System of the Construction Industry 18
2.6 OSH Performance of the Construction Industry 19
2.7 OSH Performance Measurement of Construction Industry 22
2.8 Limitations of Current OSH Performance Measurement 23
2.9 Requirements of the OSH Performance Measurement Tools 24
2.10 Summary 25
3 OCCUPATIONAL SAFETY AND HEALTH MANAGEMENT
SYSTEM
3.0 Introduction 26
3.1 Safety and Health Culture 27
3.2 Occupational Safety and Health Management System 28
3.3 OSH Management System in Malaysia 30
3.4 Occupational Safety and Health Act 1994 (OSHA) 31
3.5 Benefits of OSH Management System 32
3.6 The Four Occupational Safety and Health Management 33
Systems under Study
3.7 Occupational Health and Safety Assessment Series 34
(OHSAS)
3.7.1 OHS Management System Elements 35
3.8 BS 8800: 1996 - Guide to Occupational Health and Safety 39
Management System
3.8.1 Elements of the OHS Management System 40
3.9 International Labour Organization - Guidelines on OSH 43
Management Systems (ILO – OSH)
3.9.1 Elements of the ILO-OSH 44
3.10 American Industrial Hygiene Association Occupational 48
Health and Safety Management System (AIHA OHSMS)
3.10.1 Elements of the AIHA OHSMS 48
3.11 Comparison of the Four OSH Management Systems 55
3.12 Summary 60
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4 CAPABILITY MATURITY MODEL EXPLAINED
4.0 Introduction 61
4.1 Characterization of CMM 62
4.2 Components of the CMM 64
4.3 Structure of the CMM 67
4.4 Maturity Levels of the CMM 68
4.5 Key Process Areas of the CMM 71
4.5.1 Level 2 Key Process Areas 72
4.5.2 Level 3 Key Process Areas 74
4.5.3 Level 4 Key Process Areas 75
4.5.4 Level 5 Key Process Areas 76
4.6 Structured Process Improvement for Construction 77
Enterprises (SPICE)
4.7 Summary 79
5 RESEARCH METHODOLOGY
5.0 Introduction 80
5.1 Overview of Development Phases 80
5.2 Literature Search 83
5.2.1 Comparison of four OSH Management Systems 83
5.2.2 Understanding the Concept CMM 84
5.2.3 Process Tailoring 85
5.3 Identify Key process areas and Key processes 87
5.4 Identify the Enablers 89
5.5 Formal Interviews with Safety Managers and Safety Officers 91
5.5.1 Verification of Key Process Areas and Key Processes 92
5.5.2 Verification of Enablers 95
5.6 Questionnaire Development 98
5.6.1 Survey Method 100
5.7 Industry Wide Questionnaire Survey 100
5.7.1 Data Collection 101
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5.7.2 Data Analysis 103
5.8 Development of the OSH Evaluation Matrix 104
5.9 Criteria for Effective of OSH Evaluation Matrix 106
5.10 Establish Application Procedures of OSH Evaluation 108
Matrix
5.11 Summary 110
6 RESULTS AND DISCUSSIONS I
6.0 Introduction 112
6.1 Responses 113
6.2 Implementation of OSH management system 114
6.3 Respondent’s experience 116
6.4 Analysis of Key Processes 118
6.5 Ranking of Key Processes 120
6.6 Analysis of Key Practices by 2 Categories of Construction 124
Companies
6.7 Analysis of Key Practices by 14 Key Processes 128
6.8 Summary 134
7 RESULTS AND DISCUSSIONS II
7.0 Introduction 135
7.1 OSH Evaluation Matrix 135
7.2 Establish Application Procedures of OSH Evaluation 141
Matrix
7.3 Background of Respondents 143
7.4 Application Procedures of the OSH Evaluation Matrix 144
7.4.1 Documents Review 146
7.4.2 Interview 147
7.4.3 Observations 149
7.4.4 Data Consolidation 151
7.4.5 The Making of Rating Judgments 152
7.4.6 Determining Strengths, Weaknesses & Improvement 154
Activities
xiv
7.4 Using the Evaluation Matrix to Support Process 154
Improvement
7.5 Summary 156
8 CONCLUSION AND RECOMMENDATION
8.0 Introduction 157
8.1 Conclusion 157
8.2 Recommendations 160
8.3 Further Research 161
Reference 163
Appendices A 168
B 185
C 194
D 196
xv
LIST OF TABLES
TABLE NO. TITLE PAGE
2.1 Industry accident from 2000 until 2004 20
3.1 Contrast systematic approaches with reactive workplace health 29
and safety culture
3.2 Comparison between the elements of different OSH 57
management systems
4.1 Synopsis of the Software Acquisition Capability Maturity 72
Model (SA-CMM) Version 1.02
5.1 Key processes of OSH Requirements Management 92
5.2 Key processes of OSH Planning 93
5.3 Key processes of Hazard Management 94
5.4 Key processes of OSH Measurement and Analysis 95
5.5 Four types of enablers and their features 97
5.6 Scale of measurement of variables 102
6.1 Response from the survey study 114
6.2 Companies that implement the OSH management system 115
6.3 Company’s experience in adopting the OSH management 115
system
6.4 Respondent’s experience in construction industry 117
6.5 Position of respondents 117
6.6 Mean score of the key processes 119
6.7 Relative agreement indices of key processes 122
6.8 Commitment to Perform analysis 125
6.9 Ability to Perform analysis 126
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6.10 Analysis of Activity Performed – OSH Requirements 126
Management
6.11 Analysis of Activity Performed – OSH Planning 126
6.12 Analysis of Activity Performed – Hazard Management 127
6.13 Analysis of Activity Performed – OSH Measurement and 127
Analysis
6.14 Verifying Implementation analysis 127
6.15 Mean score of the enabler – Commitment to Perform 129
6.16 Mean score of the enabler – Ability to Perform 130
6.17 Mean score of the Enabler – Activities Performed (OSH 131
Requirements Management)
6.18 Mean score of the Enabler – Activities Performed (OSH 131
Planning)
6.19 Mean score of the Enabler – Activities Performed (Hazard 132
Management)
6.20 Mean score of the Enabler – Activities Performed (OSH 132
Measurement and Analysis)
6.21 Mean score of the enabler – Verifying Implementation 133
7.1 OSH Requirements Management 138
7.2 OSH Planning 139
7.3 Hazard Management 140
7.4 OSH Measurement and Analysis 141
7.5 Respondent’s experience in the OSH management system and 144
construction Industry
xvii
LIST OF FIGURES
FIGURE NO. TITLE PAGE
1.1 Research methodology 9
3.1 Plan, Do, Check, and Act Diagram 30
3.2 Elements OHSAS for successful OHS management system 35
3.3 OSH management system elements of OHSAS 18001 38
3.4 Elements of the BS 8800: 1996 39
3.5 OHS management system elements of the BS 8800: 1996 42
3.6 Main elements of ILO-OSH 2001 43
3.7 Element and sub-elements of the ILO OSH Management 46
System
3.8 OSH management system elements of AIHA OHSMS 96/3/26 53
4.1 Basic structure of Capability Maturity Model 68
4.2 The five levels of the process maturity 71
4.3 Example of a process maturity profile/ assessment result 78
matrix
5.1 Research methodology 82
5.2 Process tailoring framework 87
5.3 Components of OSH evaluation matrix 106
6.1 OSH management system model 123
7.1 Application procedures of the OSH evaluation matrix 145
7.2 Process of review documents 147
7.3 Process of conducting interviews 149
7.4 Process of conducting observations 150
7.5 Activity of consolidate process 152
xviii
7.6 Process of make rating judgments 153
7.7 Example of an assessment result of OSH evaluation matrix 152
LIST OF ABBREVIATIONS
AIHA - American Industrial Hygiene Association
CIDB - Construction Industry Development Board Malaysia
CMM - Capability Maturity Model
CMMI - Capability Maturity Model Integration
ILO - International Labour Organization
JCSHA - Japan Construction Safety and Health Association
KLSE - Kuala Lumpur Stock Exchange
KPA - Key Process Area
OHSAS - Occupational Health and Safety Assessment Series
OSH - Occupational Safety and Health
OSHMS - Occupational Safety and Health Management System
SA-CMM - Software Acquisition Capability Maturity Model
SE-CMM - Software Engineering Capability Maturity Model
SOCSO - Social Security Organization
SPICE - Standardized Process Improvement for Construction
Enterprises
xix
LIST OF APPENDICES
APPENDIX TITLE PAGE
A Survey Questionnaire 168
B Interview Questions 185
C Questionnaire Survey Analysis 194
D Guidelines for the OSH Evaluation Matrix 196
CHAPTER 1
INTRODUCTION
1.0 Introduction
Construction industry has earned the reputation of being a highly hazardous
industry because of the high incidence of accidents and fatality rates. It is needed to
look into a new way in improving its image. One key to success in business is
minimizing cost. Providing a safe and health workplace is one of the most effective
strategies for holding down the cost of doing construction business. Accidents
frequencies and property losses create great impact to construction company. Not
only do they cause delays in operations but also directly and indirectly incur cost.
Therefore, it is mandatory for all construction companies to provide a safe working
environment for their workers and subcontractors.
Occupational Safety and Health (OSH) at work is an issue affecting all
businesses. OSH is a major issue for companies mainly due to the fear of
prosecution. With better enforcement of the legislation and commitment from
employers and employees, construction safety has received greater attention
(R.Kunju, A.G.F.Gibb & R.McCaffer 1999). Consequently, the improvement of
safety and health in construction is a necessary goal for all participants in the
construction process. Besides that, safer workplaces will help to improve
productivity accompanied by reduced costs, better time performance and increased
profitability.
In the increasingly global competitiveness of the construction business,
quality control and quality assurance for a consistent level of performance in OSH is
2
no longer optional. OSH management system is a decisive factor in the effectiveness
of the operations of construction companies. The implementation of OSH
management system provides a structured process to minimize potentials of work-
related injuries while simultaneously achieving significant cost reductions. It
provides a foundation for construction companies to implement a documented
approach to continual improvement of its OSH performance.
But until now, no uniformly accepted international OSH performance
measurement tool currently exists. Current measurement of safety performance is
based on post-accident data with little focus on pre-accident factors. They are unable
to show the actual performance of their OSH management system. Real process
improvement must follow a sequence of steps, starting with making the process
visible, repeatable and measurable.
With this in mind, this research is based on a model containing a series of
evolutionary steps. It will focus on the use of the Capability Maturity Model (CMM).
CMM is a framework that describes the key elements of an effective software
process. Key elements are the essential discipline-unique and common management
tasks that any company must perform. It is a periodic measurement tool to evaluate
the capability of the company’s processes. It is also a road map for the company to
achieve the goals of continual improvement.
CMM describes an evolutionary improvement path for software company
from an ad hoc, immature process to a matured, disciplined one. Immature
management system is characterized as unpredictable, as they rarely met the
estimated cost and program and sometimes even over-run. In contrast, mature
management system leads to a disciplined behavior, less rework, better product
quality and improved project control. Increasing process maturity will be
characterized by more accurate and realistic estimated time and cost, predictability of
product quality and ability to absorb innovation and technologies advances.
This research is to develop an OSH evaluation matrix that can increase the
process capability of OSH management system. The evaluation matrix aimed to
3
tailor the original CMM framework into a construction occupational safety and
health specific maturity model. The core idea of the research must be abstracted and
recreated in a form to fits local conditions. The evaluation matrix framework
comprises two elements, the key process areas (KPA) and the enablers. The
framework must be based on principles designed specifically for continual
improvement of the OSH management system.
The OSH evaluation matrix is used to assist the construction of an OSH
management process and OSH management system performance continual
improvement. It is imperative that a methodology based on the process focus be
highly effective in improving the quality of OSH management system in construction
company. The application of a mature and effective OSH management system can
lead to a safer workplace of construction industry and reduce incidence of injuries
and work related diseases.
1.1 Problems Statement
The construction industry is an important sector of any national economy,
especially regarding its employment potential. But accidents, incidents, injuries and
fatalities continue to occur unabated on construction sites around the world at
consistently high rates (Hinze, 1997; Berger, 2000). The construction industry tends
to have a low awareness of the long-term benefits of safety practices, while the
tendering process often gives little attention to safety, resulting in cost and corner
cutting (Theodore, 2001). Sometimes, safety is found to be the first item to face cost
cutting. This is because some of the employers often believe that the implementation
of OSH management system will cost more.
The unsatisfactory OSH record of the construction industry has always been
highlighted. It is because the OSH management system is a neglected area and a
function that has not been pursued systematically in the construction industry. Safety
is an important issue, but many employers do not feel it is vital to the success of
4
companies. According to Radhlinah (2000), the construction industry can benefit
from an improved attitude change that cultivates a vision for the future which
elevates safety concerns and effectively integrates them into the overall management
mix. Research by Tang (1997) into the injuries on 18 construction projects suggested
that the higher investment in safety, the better the safety performance.
Over the years, OSH management of the construction industry has evolved
into a system that has been strengthened by the design, implementation and
enforcement of the regulatory systems and standards. However, until now, the
construction industry still has not had a recognized methodology or framework that
is based on an OSH management process improvement initiative (Finnemore &
Sarshar, 2003). The construction industry has lacked a recognized OSH performance
measurement tool to improve the OSH management system. Without a standard
measurement tool, construction companies are difficult to benchmark and measure
their OSH management system performance with time or relative to other
companies. Any improvement initiatives without guidelines have found that the
efforts are always isolated and benefits cannot be coordinated or repeated (SPICE,
2002).
The construction accidents and fatalities may be mitigated by good
construction practices. As reported by Young (1996), the key distinction of
outstanding performance of companies outside the construction industry is that these
companies have safety as a value enshrined in their culture and every employee.
Smith (1999) agrees that there is a need to develop evaluation tools for construction
companies to enabling them to benchmark their overall safety performance. With the
standard measurement tool, construction companies can increase their capability to
determine the performance with time of their OSH management operation,
benchmarking with other organizations and provide a clearer understanding of the
implementation management activities.
The measurement of OSH performance has traditionally focused on the
measurement of outcomes, such as the lost time injury frequency rate and post-
accident data. Measuring safety performance using reactive measures does not yield
5
a true measure of safety. They are unable to systematically assess OSH management
system process, prioritize process improvement and direct resources appropriately.
The limitations of reliance outcome measures as an indication of OSH performance
have made it necessary for construction industry to consider a proactive way to
measure their OSH performance.
There is a need to change from measuring loss-type accidents to embrace
proactive measurement. It is important to develop a proactive measurement tool to
evaluate the performance of an OSH management system for the construction
company. High rates of injury are primarily due to inadequate or non-existence of an
OSH management system. According to Monk (1994), many occupational accidents
and injuries are due to a breakdown in the existing OSH management system.
Therefore, the application of an ‘effective’ management can lead to safer systems of
construction and reduce incidence of injuries and work related diseases (Davis and
Tomasin, 1999). This study will develop an OSH evaluation matrix for the
construction companies to enable them to evaluate the performance of the OSH
management system based on process capability.
The need of the OSH evaluation matrix is necessary. This is because to
improve construction safety performance, statistical data and various management
elements need to be analysed (J. Lin & A. Mills, 2000). In order to achieve the
highest level quality of OSH management system, the construction company must
give the highest priority to process improvement efforts. The OSH evaluation matrix
must be able to examine the OSH management system needs and identify the
problem areas. It describes the current state of OSH management in a construction
company and serves as a basis for making decisions regarding the allocation of
resources. The OSH evaluation matrix is a forward-looking approach that indicates
process capability before a process takes place.
Safety performance is more that just a measure of lack of safety. The
evaluation matrix will provide the opportunity to monitor the OSH management
system of construction companies and not just record them. It may assist their OSH
management function to be more flexible, to minimize cost and to improve quality
6
and productivity. By having a simple and complete measurement tool, the level of
OSH performance in construction companies will be improved.
1.2 Objectives
Purpose of the study is to develop a framework which can evaluate the
performance and process capability of an OSH management system for the
construction companies. The objectives of this thesis are:
1. To identify the key process areas and key processes of OSH management system.
2. To identify the key practices of enablers to indicate whether the implementation
and institutionalization of the key processes is effective, repeatable and lasting.
3. To develop an evaluation matrix OSH management system for construction
companies.
1.3 Scope of the Research
This research will develop an evolutionary step-wise of OSH management
system measurement model. It can distinguish levels of increasing process capability
by using the concept of CMM. However, the scope of the research is limited to
construction companies in Malaysia only. It is not specifically designed for a
construction project. Participation in the research of the construction companies can
be divided into two categories. They were KLSE listed construction companies and
Grade 7 construction companies. These two categories of construction companies
were selected as the subjects because they were large companies and most of them
were having their own OSH management system.
7
Large construction company always indicate that the OSH should be
integrated into their entire management. Construction companies will find the
contribution of this OSH evaluation matrix useful. It will serve as a framework for
continuously measuring evolvement and continuously improving processes. The
OSH evaluation matrix created in this research could be replicated in another
construction company that is similar in terms of size. Actual results obtained in
different construction companies could be varying significantly. It can still depend
on the company’s quality culture, management commitment and availability of
facilities and technology.
1.4 Research Methodology
The methodology of this study is shown in Figure 1.1 and consists of the
following:
a) Literature review is to determine:
i. OSH performance of the construction industry.
ii. Study of four international standard of OSH management systems.
iii. Comparison of these four OSH management systems.
iv. Concept of the capability maturity model (CMM).
v. The tailoring the concept of CMM into the OSH management system.
b) Identify the key process areas (KPAs), key processes and key practices of
enablers.
c) To verify the key process areas, key processes, and key practices of
enablers through the formal interviews.
d) Develop the questionnaire for the industry wide survey. It is important to
collect information from the construction industry to validate the key
processes and key practices of enablers.
8
e) Develop the evaluation matrix for each key process area and establish
application procedures of OSH evaluation matrix.
A comprehensive literature review was conducted to study the scenario of
OSH performance in the construction industry and the concept of CMM. The
essential information obtained from the comparison study of the four international
standards of OSH management system is to identify the KPAs and key processes that
will affect the OSH management system performance. And the key practices of
enablers for each of the KPA were then being identified.
Following an extensive literature review, formal interviews with 5 certified
safety experts of construction industry were conducted. It is a survey to determine
the importance of the selected KPAs, key process and key practices to evaluate the
performance of OSH management system in the construction industry. The response
was very positive and recommendations helped to focus on essential OSH
management elements. This modification was also achieved by grouping some
similar key processes into the same KPA.
An industry wide survey questionnaire was prepared to validate the key
processes and key practices of enablers. The questionnaire was posted to 208
construction companies. They were listed construction companies in the Kuala
Lumpur Stock Exchange (KLSE) and CIDB Grade 7 construction companies. A
successful return of 19.2% was achieved. After the key processes and key practices
of enablers had been validated, they were incorporated into the OSH evaluation
matrix. The next step was to conduct the interviews with five safety managers to
establish the application procedures of OSH evaluation matrix. The framework of the
conduction of OSH evaluation matrix was tailored from the concept of Software
Capability Evaluation (Byrness & Philips, 1996).
In achieving the objectives of this study, the research methodology comprised
4 essential stages. The integration of the steps as mention above gave the end product
“OSH evaluation matrix”. The further discussion involves details of the methods and
9
approaches used to develop an OSH evaluation matrix is shown in Chapter 5.
Chapter 5 consists of description, justification and analysis of each step.
Figure 1.1: Research Methodology
Literature Review
Comparison of four
OSH Management
Systems
Formal Interviews with Safety
Managers and Officers
Verification of the KPAs
and Key Processes
Verification of the Key
Practices of Enablers for
Each of the KPA
Questionnaire Development
Industry Wide Questionnaire
Survey
Interviews with Five Safety
Managers
The Tailoring of the
Concept of CMM into
the OSH Management
Identification of the KPAs, Key
Processes and Key Practices of
Enablers
Validation of the Key
Processes and Key
Practices of Enablers
Establish Application Procedures of OSH Evaluation Matrix
10
1.5 Structure of Study
The introduction chapter outlines the research problem addressed by this
study and general introduction to the subject. It also sets out the objectives, scope of
the research and includes a brief description of the research methodology approach
that is used.
Chapter 2 is about the OSH performance in the construction industry. This
chapter discusses the nature of the construction industry and examines the setbacks
of OSH performance in the construction industry. It is important to understand the
reasons of the needs for improving OSH performance in the construction industry.
This is the main reason why this study was carried out.
In Chapter 3, the characteristics of OSH culture and elements of four
international standards of OSH management system are being discussed. It lets us
understand the concept of OSH management and the needs for an OSH management
system. It also looks at the importance of OSH management to an organization and
the requirement of legislation. It is the basis for preparing the OSH evaluation
matrix.
Chapter 4 touches on the capability maturity model (CMM). Development of
evaluation matrix in this research is based on the concept of CMM. Basic structure
and components of CMM are discussed; it includes the key process areas, enablers
and maturity levels.
In Chapter 5, methodology to develop the OSH evaluation matrix is being
defined. It is initially from the planning on how to start preparing this research step
by step until how to achieve the result. It is such a guideline that helps us to finish
this research.
In Chapter 6, the key processes and key practices of enablers are validated
through the industry wide questionnaire. The research is using different types of
statistical testing to analyze the collected data.
163
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Alves, L.M.D (1999). Implementing Construction Safety Systems Using Quality
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