Organisational Barriers to Resilient Construction Safety Management Systems

Abstract

Purpose: This study explores the organisational barriers to implementing resilient safety management systems (RSMS) in the Ghanaian construction industry. Study Design/Methodology/Approach: A quantitative research approach involving a structured questionnaire survey was utilised. The survey included 144 members of the Ghana Association of Building and Civil Engineering Contractors. A purposive sampling method was used. The analysis employed was exploratory factor analysis. Findings: The research identified significant barriers to implementing resilient safety management systems, including inadequate training and awareness, fragmented communication, and financial constraints. These barriers contribute to the Ghanaian construction industry's reactive rather than proactive safety culture. Research Limitations: The study's geographic restrictions to Ghana could make its conclusions less applicable to other areas. Furthermore, depending solely on self-reported data can introduce response bias. Practical Implication: The findings suggest that addressing these barriers requires targeted interventions, such as enhanced training programs, improved communication channels, and financial support for safety initiatives. These measures can help construction firms in Ghana build a more resilient safety culture. Social Implication: Enhancing the resilience of safety management systems can reduce workplace accidents and injuries, improving construction workers' overall health and safety. This aligns with broader societal goals of promoting safe and sustainable working environments. Originality/Value: This study provides new insights into the specific organisational barriers to RSMS in the Ghanaian construction sector. It contributes to the limited literature on resilience in construction safety management in developing countries and offers practical recommendations for overcoming these barriers.