Abstract
Construction H&S performance improvement has in recent years become a
priority and thus has gained industry-wide attention (Cheung et al, 2004
and Hamalainen et al, 2009) because of the economic benefits, the need to
improve construction industry image, the need for organisations to be
socially responsible and the need for an improved general regard and
respect for people working in the construction industry. In addition, the
legislative pressure coupled with debate concerning the personal
responsibility that senior managers should bear for their organisations on
H&S failures (Fitzgerald, 2005) has contributed to most organisations to
focus on H&S improvement. However improving H&S performance in the
construction industry has also proved to be somewhat challenging partly
due to the industryʼs complex nature. Despite this complexity of the
industry, H&S performance improvement remains a crucial issue and its
importance or need has been demonstrated in numerous studies
(Smallman and John, 2001; Lee et al, 2006; ILO, 2003; and Hoonakker et
al, 2005).