exploring safety management challenges for multi-national
TRANSCRIPT
ExploringSafetyManagementChallengesforMulti-NationalConstruction
Workforces:AUKCaseStudy
DavidChristopherOswald,MEngPhD(1)
FredSherratt,BScPhDCBuildEMCABEMCIOBFHEA(2)
SimonDavidSmith,BEngPhDCEngFICE(3),and
MatthewRyanHallowell,BS,MS,PhD(4)
1RMITUniversity,CityCampus,Melbourne,Vic3001,Australia
2AngliaRuskinUniversity,BishopHallLane,Chelmsford,CM11SQ,UK
3UniversityofEdinburgh,SchoolofEngineering,InstituteforInfrastructureandEnvironment,King’sBuildings,WestMainsRoad,Edinburgh,EH93FG,UK
4UniversityofColoradoBoulder,DepartmentofCivil,EnvironmentalandArchitecturalEngineering,Boulder,CO80309-0428,USA
Abstract
Largeconstructionprojectsfrequentlyoperatewithmulti-nationalworkforces,utilisingmigrant
workerstoprovidebothskilledandunskilledlabour.Multi-nationalworkforcesarealsobrought
togetherthroughjointventures,ascompaniesfromdifferentcountriescollaborateandsharetheir
expertisetoconstructlargeandcomplexconstructionprojects.Amulti-nationaljointventureinthe
UKprovidesthecasestudyforanexaminationofthesafetymanagementchallengesfoundonsuch
projects.Whilstlanguageandcommunicationissuesamongstworkersaretypicallyprimary
concerns,heretheyhavenotbeenprioritised.Instead,findingsarepresentedthatilluminatemore
nuancedandunquantifiableproblemsthatfacedthesafetymanagementteam.An
ethnographically-informedapproachwasmobilised,withtheleadresearcherspendingthreeyears
onthesitewiththesafetyteamgatheringdata.Analysisrevealedseveralchallenges:problemswith
non-UKcompanycompliancewithUKlegislationandstandards;differencesinworkingpractices
amongstbothnon-UKworkersandtheirmanagers;differencesassociatedwithnationalcultures;
andproblemsofpoorworkerwelfare.Itissuggestedthatawarenessofthesechallengesshould
informboththewayinwhichsuchprojectsareinitiallycontracted,aswellasthedevelopmentof
moresophisticatedsafetymanagementsystemsthatbettersupportmulti-nationalconstruction
projectsinpractice.
Keywords:Ethnography,migrantworkers,multi-nationalproject,safety.
Introduction
Itiscommoninmanypartsoftheworldforlargeconstructionsitestooperatewithmulti-national
workforces,Thecompetitive,irregularandperipateticnatureoftheworkhasledtoarelianceon
cheapandflexiblemigrantlabour,oftennecessitatedbyalackofskilledworkersinhostcountries
(Fellinietal.2007)andsupplementedbythegrowthconstructionglobalisation–Ngowietal.
(2005:135)commentingthat‘politicalbordersbecomeincreasinglymoreirrelevant’.Workersfrom
manydifferentnationalitiesandethnicgroupsarebroughttogetheronsuchsites,eitheras
traditionalmigrantlabourorlabourlocaltooneoftheinternationalprojectpartners.Whilstmany
migrantworkersarelegallyemployed,itisalsoworthyofnotethatdespiteeffortsaroundregulation
andcontrolintheprocessesofworkermigration,therearestillillegalmigrantworkersinmany
countries(ParedesGilandWerna2009).Migrantlabourisalsocloselyassociatedwithinformalityin
thelabourmarketand,asTuttetal(2013)revealed,migrantlabourmovementintheUK
constructionindustryoftenoccursthroughinformalrecruitmentpracticessuchaswordofmouth
andotherknownnetworks,whichcancircumventformalemploymentpractices.Suchinformality
hasconsequencesforworkerwelfare,andasParedesGilandWerna(2009)note,eventhoselegally
employedcanstillbeatriskofexploitation,suchasdeprivationofunionmembershiporother
workerrights.Therefore,whilstanomadicmulti-nationalworkforcemaybereadilyabletomeet
theUKconstructionindustry’slabourdemands,suchworkcanalsoleavemigrantsvulnerableand
compromisetheirwelfareinavarietyofways,includingtheirsafetyatwork.
Literaturehassuggestedthatmigrantworkersexperiencelargernumbersofaccidentsthannative-
bornworkerscomparedtotheiremploymentlevels(GoodrumandDai2005,CentreforConstruction
ResearchandTraining2008,CentreforCorporateAccountability2009,OrreniusandZavondy2009).
Forexample,intheUSAtheconstructionindustryaccountsfor35%oftotalHispanic/Latinoworker
fatalities,withtherelativedeathsofworkersonsitesas74%foreign-bornvs.26%native-born(Byler
2013);whilstin2009migrantworkersmadeuponly8%oftheUKconstructionworkforce,but
accountedfornearly17%ofthetotalindustryfatalities(CentreforCorporateAccountability2009).
ItisimportanttonotethatwhiledataonUKaccidentssuggestalargeincreaseinforeign
constructionworkers’deaths(fromtwoin2002-3to12in2008-9),numbersaretoolowtobe
significant(Meardietal.2012).Nevertheless,thesafetyrisksareprobablyhigherformigrant
workers(Ibid).Thereasonsforthisarecomplex,andtostatisticallydeterminecausalityinsuch
relationshipswouldbechallengingifnotimpossible,becauseofthevarietyofinfluencingfactors
suchasworktaskallocation,levelsoftrainingandsupervision,employmenttermsandsecurity,and
thepotentialforillegalorothervulnerableworkerstowillinglyacceptdangerousworkinexchange
forawage.However,despitethefactthattherearepotentiallymanyreasonsforinequalities
betweenmigrantandnative-bornworkers,itmustberecognisedthattheconsequencesofthese
inequalitiesintheformofincreasedaccidentsandincidentsstillremain.
Constructionsafetyresearchhasdulyexploredthistrend,butinunpickingsuchcausalityitis
perhapsunsurprisingthatattentionhasfocusedonlanguagebarriersandcommunication(e.g.
TrajkowskiandLoosemore2006,Sells2007,Bustetal.2008,Hareetal.2012,Tuttetal.2011,
Guldenmundetal.2013,Oswaldetal.2015)asthedominantsafetymanagementchallenge
(HallowellandYugar-Arias2016).However,thepotentialproblemsfacingsafetymanagementin
thiscontextarearguablymuchmoresubtle.Indeed,aUKstudybytheHealthandSafetyExecutive
(2013)suggestedinexperience,alackofunderstandingofUKHealthandSafetystandardsand
culturaldifferencestoalsobeproblematic,althoughthesephenomenaareoftenmuchmore
nuancedandunquantifiableandthereforehardertoilluminateusingtraditionalresearch
approaches.
Thispaperpresentsselectedfindingsfromalongitudinalresearchstudy,theoverarchingaimof
whichwastoexploreunsafeactsonalargemulti-nationalconstructionproject.Overaperiodof
threeyears,theleadresearcherhadtheopportunitytoessentiallybecomeamemberofthesite
healthandsafetymanagementteamonthecasestudyproject(ofvalue+£500m)locatedintheUK,
andwaspresentonthesiteforbetweenoneandthreedaysperweek.Takingonthis‘participant-
observer’roleenabledthemobilisationofanethnographicapproachtodatacollection,including
observationsfromsite‘walk-arounds’andinspections,conversationswithworkersandsafetyteam
members,andattendingsitesafetymeetings.Throughthisexploratoryapproach,varioussafety
managementproblemsotherthanlanguageandcommunicationissuesemergedthatcouldbe
readilyassociatedwiththemulti-nationalworkforcefoundonthesite.Thereforetheaimofthe
workpresentedhereisbetterarticulatedastheexplorationofthechallengesfacedbythosetasked
withthesafetymanagementofamulti-nationalworkforceonalargeconstructionproject.
Despitetheresearchbeinglimitedtoonecasestudyproject,variouscharacteristicsoftheproject
andtheconstructionindustryitselflendsupporttoclaimsofgeneralisation,orrathertransference
andfittoothersuchprojectsassuggestedbyLincolnandGuba(1985).Further,therichnessofthe
datacollectedpromotesexceptionalinternalandecologicalvalidity.Theprojectinducted
approximately250multi-nationalworkersduringtheresearchstudy,eachofwhombroughtwith
themtheirownbackground,experiencesandperspectives,makingthemindividualunitsofanalysis
withinthecollectivesiteworkforce.Furthermore,theperipateticnatureofconstructionworkers
essentiallycreatesaninherentleveloftransferability,asthenomadicworkforceestablishesandre-
establishesverysimilarsiteenvironmentsoneachnewconstructionproject.Therefore,itisargued
thatthefindingsherearereadilyabletomakeanempiricalcontributiontothisgrowingareaof
researchandcontributetothedevelopmentofeffectivesafetymanagementsystemsspecificallyfor
multi-nationalprojects(ascalledforbyBustetal.2008andTuttetal.2011),byrevealingthemore
subtlechallengesthatsitalongsidestraightforwardlanguagebarrierstocommunicationwhen
managingconstructionsafetyinthiscontext.
Method
TheCaseStudyProject
Whilethereisnouniversallyacceptedfigureforthenumberofmulti-nationalmigrantworkersinthe
UKconstructionindustry,ithasbeenestimatedtorepresentaround12%(240,000)ofthesite-based
workforce(McMeeken2015).Inadditiontothis,recentdevelopmentsamongstlargeconstruction
companies,mainlyfromdevelopedcountries,haveseenthemadoptinternationalisationstrategies
thatenablethemtobenefitfromtheglobalmarketplace(Hortaetal.2013)andresultedinan
increaseintruly‘multi-national’projects.Onsuchprojects,companiesfromdifferentcountries
collaborate,oftencreatingjointventurepartnershipsorotherproject-specificvehiclestocombine
theirexpertiseinordertowinworkofalargescaleand/orcomplexnature(Ngowietal.2005).This
processhadoccurredforthecasestudyproject:amulti-nationaljointventurehadbeencreated
betweenfourorganisations(basedinEuropeandNorthAmerica)todeliverthe+£500mvalue
project,whichresultedinworkerslocaltotheparticipatingcompanies’hostcountriestravelingto
theUKtodelivertheworkonsite.Thiscasestudyprojectinvolvedapproximately100multi-
national(ormorespecificallynon-UK)workersatanyonetime,predominantlyfromtheCzech
Republic,Spain,Portugal,andtheUSA;buttherewerealsoworkersfromRomaniaandPoland.
Migrantworkersundertookrolesatavarietyoflevelswithintheproject’shierarchalstructure
includingprojectmanagement,safetymanagement,foremenandworkers,withasimilar
distributiontothatnormallyfoundwithinsuchhierarchies,meaningtherewerefarmore
multinationalworkersontheprojectthan,forexample,projectmanagers.Thiscasestudyproject
providesanidealrepresentativecontexttoexplorethesafetymanagementofamulti-national
workforceinpractice.
AnEthnographicApproach
Dominantmethodswithinconstructionmanagementresearchremainrootedinpositivisttraditions
(Dainty2008,Zouetal.2014)thathaveenabledfocusedbutarguablynarrowadvancesin
knowledge(PhelpsandHorman2010)giventhesocialnatureoftheindustryanditsworkpractices.
Suchapproacheshavelimitedresearchers’abilitiestograspthemeaningofsocialactionfromthe
perspectiveoftheactorsinvolved(Dainty2008)andthereforestruggletorevealandilluminate
morenuancedinteractionsandsocialprocessesatplaywithintheconstructionsitecontext.Indeed,
therehavelongbeencallsforaparadigmaticshiftfromthetraditionalmethodsappliedin
construction(Seymouretal.1997,Dainty2008,Zouetal.2014)tobetterrevealandilluminatesuch
phenomena.
Onesuchmethodthathasprovedfruitfulforsuchresearchwithintheconstructioncontextisthatof
ethnography(seeforexampleTuttetal.2011,Pinketal.2012).Whilestillanunconventionaland
littleunderstoodapproachinconstructionmanagementresearch,ethnographicapproachescan
engagewiththeoriesofpractice,knowingandaesthetics,andproposemoretheoretically
sophisticatedwaysofunderstandingworkonconstructionsites(Pinketal.2012).Indoingso,they
provideanunder-utilisedandpowerfulresearchtoolforprojectsthataimtomakeapplied
interventionsinactualconstructionworkprocesses(ibid).Consideringethnographyisawritten
representationofculture,orofselectedaspectsofculture(VanMaanen2011),thisisafitting
approachtoexploringtheproblemssurroundingsafetymanagementforamulti-national,orrather
multi-cultural,workforce.
Ethnographyisamethodthatmobilisesparticipantobservationasadatacollectiontool.In
participantobservationtheresearcherentersanenvironment,forexampleattendingasitesafety
meetingorjoiningthesafetyteamonawalk-around,andlearnsprincipallythroughtheinstruction
ofothermembersofthosesettings(Rookeetal.2004).Forthisproject,theleadresearcherspent
threeyearsasaparticipantobserverfollowingthecasestudyproject’sJVhealthandsafety
managementteam,spendingbetweenoneandthreedaysperweekonthesite.A‘moderate’
participantobservationapproachwasimplemented,whichDeWaltandDeWalt(1998)arguecan
provideagoodbalanceofessentialinvolvementandnecessarydetachmenttoremainobjective.
Ratherthanpassiveparticipation(purelyobserverrole)orcompleteparticipation(activitiesare
observedinthesettingwithcompleteparticipationintheculture),moderateparticipationinvolved
undertakingactivitieswithalmostcompleteparticipation.Forexample,duringsafetywalk-arounds
theresearcherwouldparticipatebyraisinganddiscussingpotentialsafetyissueswiththesafety
advisor(aswouldbeexpectedbyallthoseparticipatinginasitesafetywalk-around);butwasnot
directlyinvolvedinanysafetyinterventionthatoccurredbetweenthesafetyadvisorandthe
workers,insteadtakingontheroleofobserverinsuchsituations.
Datawerecollectedinavarietyofways,includingobservationsmadeduringsitesafetywalk-
arounds,talkinginformallytoworkerson-site,attendingsafetymeetings,andthroughdiscussions
andobservationsofthesitesafetyteambothonsiteandintheirowndesignatedofficespace.Field
notesweremadeeitherduringorassoonaspossibleafterrelevantinteractions(PoleandMorrison
2003:26),andaninteractionprotocol,developedspecificallyfortheproject(seeOswaldetal.
2014a).Thisprotocolimplementedtoensureconsistencyinthestepsinvolvedinthecollectionand
recordingofanyinteractionsandobservationsinthefield,andtoreducetherisksofreactivity,such
astheHawthorneeffect.Furtherdatawascollectedintheformofprojectdocuments,suchas
lessonlearnedreports,incidentreports,sitesafetysurveyresponses(fromthecontractor-ledsite
safetyclimatesurveywhichwasnotanempiricalpartofthisresearchproject),safetyobservation
reportsandmeetingminutes.Thesesupplementarydatasourceshavethecapacitytorevealtothe
researcherdetailsaboutthecontextandsocialworldtheywerecreatedin(Pole&Morrison2003).
Duringthethree-yearstudy,over1500hourswerespentattheresearchsetting,over200fieldnote
recordswerewrittenandapproximately150unitsofdocumentarydatawerecollected.
Ethnographicapproachesareoftenchallengedintermsoftheirreliabilityandvalidity,wherethe
verynatureandarguablystrengthofthemethodcanalsobecomeitsmajorflaw:whilstthe
researchercangatherrelevantandvaluabledataby‘beingthere’,theyalsoneedtobeableto
ensurethat‘there’istherightplaceandtherighttimeforrelevantandtypicalmanifestationsofthe
phenomenaunderexamination–inethnographicterms,wherethe‘action’is(Goffman2005)–and
thattheyareabletorecordandanalysethisdatafromasobjectiveapositionaspossible.Although
itmustbeacknowledgedthatethnographicallyinformedresearchistosomeextent‘…inherently
partial–committedandincomplete’(Clifford1986:7),andresearcherbiascanneverbetotally
eliminated,thisdoesnotdiscountitsabilitytoproviderelevantinsightsandilluminationsof
phenomenain-situwhenappropriatemitigationmeasuresareemployed.Forthisstudy,internal
reliabilitywascritical,andsothetriangulationofmultipledatasources(Freebody2003),e.g.
conversationsandobservations,collectedandcomparedatdifferentphasesofthefieldworkand
involvingdifferentparticipantsandcontexts(HammersleyandAtkinson2007:183)wasusedto
ensurethiscriteriawasmet.Thisdatatriangulationwassupplementedbytheuseof‘participant
researchers’,whereinformantsfromthefieldwereaskedtodiscussandcommentonethnographic
interpretationsastheyweredeveloped.
Withregardstovalidity,LeCompteandGoetz(1982)arguethatthisisactuallyethnography’smajor
strength.Theynotethatbeingamongstparticipantsandundertakingdatacollectionforextensive
periodsinthefieldallowsforcontinualdataanalysisandrefinement.Thissupportstheresearcher
inthemitigationofanybias,astheygrowinexperienceandknowledgeoftheirresearch
environment,andbecomeabletomakeeffectivejudgementstofollowtheactionandsoreinforce
anddevelopinsights,ratherthancompromisethem(Shiptonetal.2014).Indeed,suchlongevityin
thefieldalsolendscredencetoargumentsofconstructandinternalvalidity,thegrowing
experiencesoftheresearcherenablingthemtocheckandre-checkinferencesmadeinthefieldas
thebodyofdataalsogrowsthroughtheperiodofthefieldwork.LeCompteandGoetz(1982)also
notethatasparticipantobservationisconductedinanaturalsetting,thisreflectstherealityofthe
participantlifeexperiencesmoreaccuratelythancontrivedsettings,therebymakingastrong
argumentfortheecologicalvalidityoftheapproach.
Withregardtoexternalvalidity,ithasalreadybeennotedthatthegeneralisationofthisresearch
methodisrealisedthroughtheevidencedtransferabilityofthecasestudycontext(LincolnandGuba
1985).ManyoftheUKandnon-UKmanagershadvastconstructionindustryexperience,and
revealedcomparisonsofthisprojectwithothers,whichhelpedapproachexternalvalidity.For
example,amigrantprojectmanagerdrewuponhisexperienceonconstructionprojectsofdifferent
sizesinSpain,explainingthatthesafetystandardsweremuchhigherintheUK(seeOswaldetal
2014b).HoweverithasalsobeensuggestedbyPinketal.(2010:657)that‘thesituatednatureof
ethnographyneednotprecludethegenerationofrecommendationsforinformingpractice,solong
astheycanbeappropriatedinwaysthatreflectthenuancesofthecontextsinwhichtheyare
subsequentlyapplied.’Consequentlyduringtheprocessofanalysisofthedatacollectedforthis
study,specificcharacteristicsofthesitehavebeenmutedenablingthefindingsand
recommendationsofthisworktoinstead‘…highlightpertinentinsightsorareasofpromising
practice’.
Thedataanalysisitselfinvolvedaqualitativethematicapproach(Guest2012),whichconsistedofsix
stages:familiarisationwiththedata,generatinginitialcodes,searchingforcommonthemes,
reviewingthem,definingandnamingthemesandproducingafinalreport(Braun2006).The
analysiswasconductedbytheleadresearcher,whomobilisedaniterative-inductiveapproachto
datacollectionandanalysis(O’Reilly2009),theongoinganalysisabletosupportorchallengethe
findingsastheyemerged.Fromthevastvolumeofdataandanalysisgeneratedfromthethree-year
study,thefindingsabletobetterilluminatethechallengesandproblemssurroundingthesafety
managementofamulti-nationalworkforcehavebeendrawnouthere.Fourkeythemesemerged:
rulesandregulations;differentworkingpractices;differentmanagementpractices;workerwelfare.
Thesefindingshavebeenpresentedalongsidethewiderliteraturewhererelevant,intheformofa
themeddiscussionillustratedbyrepresentativequotationswhereappropriate,tobetterillustrate
theirempiricalandtheoreticalcontributiontothisspecificfieldofsafetymanagementresearch.
Wherenameshavebeenusedthesearepseudonyms,andforthepurposesofclaritytheterm‘non-
UKworkers’hasbeenusedtoidentifythosewhohadtravelledtotheUKtoworkspecificallyonthis
project.ItmustberecognisedthattheUKconstructionworkforceisitselfinherentlydiversein
termsofcharacteristicssuchasworkerethnicityandnationality,andthereforeincludesmany
workersnative-borninothercountriesyethavebeenpartoftheUKconstructionindustryformany
years.
FindingsandDiscussion
RulesandRegulations
SafetymanagementwithintheUKconstructionindustryisfirmlygroundedinasignificantamountof
workplacelegislation.Alongsidetheall-industryapplicablerequirementsoftheHealthandSafetyat
WorkActetc.1974(whichsetsrequirementsforthemanagementofsafeworkplaces)andthe
ManagementofHealthandSafetyatWorkAct1999(whichlegallyformalisestherequirementsfor
riskassessmentsforhazardouswork),sitmanyotherspecificlegislativerequirements.Forexample,
thisincludesregulationsaroundliftingoperations,workequipment,workatheight,andthe
Construction(DesignandManagement)Regulations2015,whicharespecifictoconstructionactivity.
However,forthoseseekingtomanagesafetyonthismulti-nationalproject,thisrobustframework
oflegislationdidnotprovideasupportingmechanismtoassisttheminanypro-activesafety
management,butrathershiftedtheirroletooneofstraightforwardenforcementandcompliance.
AsoneUKsafetyadvisornoted:
Insomeplacesintheworld,regulationssuchasCDMarejustlikethreelettersonascrabble
board
EvenforworkersfromcountrieswheretheEuropeanUnionDirective92/57/EECthatunderliesthe
UK’sConstruction(DesignandManagement)Regulationsisalsolegallyinforce,thisdidnotdirectly
translatetoequityinworkingpractices.Forexample,whileintheUK,managementinvolvement
andworkerengagementinthedevelopmentoftheirownsafetyprocessesisexpected,such
regulatorycompliancewasdealtwithinotherwaysbythenon-UKcontractors:
In[EUCountry]thesafetyadvisorisexpectedtodoallthepaperworkandeverythingsafety
related...alltheRAMS,presentations,meetingminutes,disciplinaryaction,everything,but
thatisnothowitisdoneintheUK.
Thiscreatedfrustrationamongstthesafetyteamastheywerefacedwithaconstantbattletoensure
compliancetoUKRegulationsinanumberofways,includingensuringrobustmanagement
approachestosafety,plantandequipmentrequirementsandstandards,andultimatelytoworker
behaviouronthesite.EvencompliancewithUKstandardsforbasicconstructionequipmentwas
problematicforthesafetymanagementteam:
TheladdersyouareusingarenotUKcompliant.Ithasbeenmonthsnow.Whenareyou
gettingladdersthatcomplywiththeUKregulations?
AswasensuringsiteworkersmetbasicUKPersonalProtectiveEquipment(PPE)standards:
Itwasclearfromdayonethatthereweregoingtobeissueswhentheyturnedupwithno
steel-toecapboots,andwestillhaveproblemstoday–theyfindtherulesstricterthanthey
areusedto.
Issuesaroundregulatorycompliancedidnotgounrecognisedbythenon-UKsite-basedworkers,
whoacknowledgedthatthelackofconformitytoUKstandardswascausingproblemsforthehealth
andsafetymanagementteam.Indeed,theworkersoftenrespectedandappreciatedtheemphasis
placedonhealthandsafetyintheUK.Asonenon-UKforemannoted:
Safetyin[EUCountry]isverydifferent.Theydonotcareaboutsafety.EvenforsafetyPPE
suchasglasses,theyareveryreluctanttopurchase,andiftheygetscratchedordamaged,
youwouldhavetobuyanotherpairyourself.
Yet,despitetheabilityofthesafetymanagementteamtodevelopsuchpositiverelationshipswith
theworkersonthesite,theyfrequentlyfacedproblemswhenrequestingsimilarcompliancefrom
non-UKcompanymanagement,asthisdiscussionbetweenaUKconstructionmanagerandnon-UK
subcontractormanagerillustrates:
Thisbasicsafetydesignhadbeenrequestedformonths,yetwhenatemporarydesign
changewasneededforaconcretepourtocommence,itisreadyintwohours.Whatdoes
thistellus?Thatconcretepoursaremoreimportantthansafety?Whycanyounotgetusthis
safetydesign?
DespitethefactthatalackofunderstandingofUKstandardshasbeenhighlightedasaproblemfor
migrantworkers(e.g.bytheHealthandSafetyExecutive2013),itshouldbenotedthatonthis
projecttheproblemwasnotonlyoneofworkermisunderstandingorlackofawareness,butmuch
moresignificantlyalsooneoforganisationalcompliance.Thisisafindingthatcannotbereadily
reducedtolanguageorcommunicationissues,giventhatthesecompanieshadreadilyenteredinto
contractsforthisproject.Rather,itsuggeststhatthosetaskedwiththepreparationandfinalisation
ofsuchcontractsshouldhaveplacedmuchmoreemphasisontheneedtocomplywithUKhealth
andsafetypracticepriortotheirfinalisation,andperhapsevenspeltoutsuchrequirementswithin
theirclauses.
Overtime,thevolumeandconstancyoftheproblemswithcompliancetoUKregulationsinevitably
hadanimpactonthesafetyteam.Itmetamorphosedintoadesultoryover-relianceonrulesand
control,amanifestationofthe‘bureaucracyofsafety’(Dekker2014)whereapettyfocuson
compliancewiththesafetyrulesbecomesmoreimportantthansafepracticeitself.Thiswas
perhapsaninevitableconsequenceofthepositionthesafetyteamfoundthemselvesin;the
frustrationandfrequencywithwhichtheyhadtodealwithcomplianceresultingintherigid
enforcementofrequirementsbecomingthenorm,asthisconversationbetweenaUKprincipal
contractor’smanagerandUKsafetyadvisorshows:
Manager‘Theyareusingascaffoldsystemthatwehaveneverseen.Theyhaveallthe
requireddocumentationandexpertisetodemonstratetheyarecompetenttocarryoutthe
workinthisway.Butthethingis,Iknowwehavetomonitorthem,buthowdowecheck
competencewhenwedon’tknowwhattheyaredoing?’
SafetyAdvisor:‘TheyneedtouseasystemthatisrecognisedintheUK.Iknowthatisnotthe
answertheywillwanttohear,butthat’smyadvice.’
AlthoughUKregulationdoesnotspecifytypesofscaffoldsystemsthatcanbeusedonUKsites,and
indeedthelegislationisintendedtobeflexiblewithinitsownparametersgivendueattentiontorisk
assessmentandotherstandards,heretheUKsafetyadvisorwasnotwillingtoevenconsideran
unfamiliarconstructionsystemsuggestedbythenon-UKcompany.Thisisyetanothermanifestation
ofDekker’s(2014)bureaucratisationofsafety,inwhichinnovationisfrequentlystifledandnew
approachessafeworkingareimmediatelyrejected,beforetheadvantagesanddisadvantagesof
alternativeapproachesarecloselyconsidered.Inthiscase,theresistancefromtheprincipal
contractordidnotmanifestfromsafetyconcerns,butinsteadfromtheirlegalresponsibilityto
monitortheworks,andtheirconcernsofdoingsoinasystemthatwasunknowntothemWhilst
thiscannottrulybeassociatedwithcompliancetoUKregulations,thefrustrationsborneofa
continuedneedtoenforceregulationsatthesitelevelwhichshouldarguablyhavebeendealtwith
duringthetenderstagesoftheproject,andtheconsequentialemergenceofabureaucratic
approachtosafetycanperhapsbemorereadilyunderstood.Thatcompanieswereunwillingor
unabletomeetUKrequirementsdespiteworkingonaUKprojectiscertainlycauseforconcern,yet
inturnthisalsodidnotfacilitatethedevelopmentofasupportivesafetyapproachfromthesite
safetyteam.Indeed,themagnitudeofthefrustrationsinhavingtodealwithsuchproblemsatthe
sitelevelwasfrequentlyevident,onequeryregardingalackofwillingtocomplywiththesafety
ruleswasmetwiththefollowingresponsefromaUKsafetyadvisor:
Thentheycanpacktheirbagsandgetoutofhere-thisishowweworkhereandifyoudon't
likeit,thengoworksomewhereelse.
DifferentWorkingPractices
Afurtherphenomenoncloselyassociatedtothatofregulatorycompliancewasidentifiedasthe
safetymanagementchallengessurroundinggeneralworkingpractices.AsoneUKsafetyadvisor
noted:
Whatweabsolutelyneedisanacceptableagreementonwhatisunsafeoutthere.
Otherwiseitistorture.
Ideasofacceptableworkingpracticescanbecloselylinkedtothosearoundculture.Waysof
thinkingandactionsaredictatedbyhiddenandunconsciousvalues,includingforexampletheway
individualsapproachcarryingoutatask,theirattitudestowardsauthority,communicationpatterns,
concernforefficiencyandlearningstyles(Tirmizi2008,Johnsonetal.2009).Itmustbenotedthat
inthemajorityofcasesitisnotthatonecultureisrightandanotherwrong,butratherthereisa
sharedviewofwhatisconsideredrightorwrong,logicalandillogical,fairandunfair(Ochiengetal.
2013).Safetyisitselfonesuchsharedconcept,althoughcreatinganacceptedsharedviewofwhat
issafeandwhatisnotisoftenasignificantchallengeonconstructionprojectswhereenvironments
rapidlychangeandthereisthepotentialforthingstobecome‘justabitunsafe’(Sherratt2016:77).
Withinamulti-nationalworkforce,theroleofnationalculturesinevitablyhasbearingonhowshared
ideasofsafetyfitwithacceptedworkingpractices.Indeed,HelmreichandMerrit(1998)notedthe
relationshipbetweensafetyandnationalculture,whilstSeymenandBolat(2010)claimeditis
necessarytomanagetheinteractionbetweennationalcultureandorganisationalcultureefficiently
toformapositiveorganisationalsafetyculture.WorkcarriedoutbyHallowellandYugar-Arias
(2016)intheUSAfoundthatHispanicmigrantworkersonconstructionsitesbroughtwiththem
severalnationalcharacteristicsthatinfluencedtheirapproachtosafetyincludinganinternal
pressuretoworkquickly,afearofchallengingauthority,areadinesstoacceptunfairwork
assignmentswithoutcomplaint,toignorecriticism,tomakecarelessdecisionsanddefysafetyrules.
Thatmulti-nationalworkforceshavethepotentialtobringwiththemsuchdifferentnational
characteristicsisdulynoted,andwhilstthisstudywasnotintendedtoexplorenationalcultures
individuallywithspecificreferencetosafety,theconsequencesofsuchinfluencesincreating
challengesforthesafetymanagementteamwerereadilyapparent.
Forexample,workingpracticesthatweredeemedunsafeforUKculturewereoftenidentifiedonthe
project,eitherduringsafetyteamwalk-aroundsorreportedthroughthesitesafetyobservation
reportingsystem.Risktakingandotherbehaviouralconcernswerefrequentlynoted,andovertime
thesebecameassociatedbythesafetyteamwiththedifferentnon-UKworkersonthesite,for
exampleafterwitnessingaworkerwalkalongasteelbeamwithoutafall-preventionharness,one
UKsafetyadvisornoted:
Typical[Country]steelworker,hethinkshecanfloatinmid-air.
Awarenessofsuchpoorworkingpracticeswerealsodulyacknowledgedbythenon-UKworkers
themselves,asonenon-UKsupervisorwhowasmakingeffortstoensurehisteamwerefollowing
acceptedUKpracticesnoted:
Ifweturnedablindeyetheywouldfinishthisprojectveryquickly,theywillmonkeyaround
scaffolds,andthatisanacceptedmethodofworkthere,butpeopleonthisjobwouldhavea
heartattack.
However,whilesuchworkingpracticesnotonlycreatedproblemsforthesafetyteambecauseofthe
potentialriskstotheworkers’ownsafety,theywerealsoeasilywitnessedbyotherworkersonthe
projectthusleadingtowiderproblemsaroundtheconsistencyofdisciplineandpunishmentfor
breakingsafetyrules.Theneedforajustcultureisacknowledgedasessentialforthedevelopment
ofapositivesafetyculture(Dekker2007),wherethereissharedagreementofwhatconstitutes
unacceptablebehaviourandtherecognisedneedforpunishmentwhereappropriate(Remawi
2011),yetonthissitethesafetyteamstruggledtoensuresuchconsistencyinpractice.Asone
safetyadvisornoted:
TheguywascaughtjumpingfromMEWP*toMEWP.Everyoneknowswhathedidbutthe
foremanwouldn'tdismisshimbecausetheworkisnearlydoneandtheyareleavingsoon
anyway.Itstillsendsoutthewrongmessagethough.
*MobileElevatedWorkingPlatform
Thestrugglebetweenproductivityandsafetyiswell-documented(Sherratt2016)andsoits
manifestationonthissiteisperhapsunsurprising.However,theusualchallengesthisbringsfor
safetymanagementwerefurtherexacerbatedbythedifferencesinworkingpracticesofthenon-UK
workforce,andtheinabilityofthesafetyteamtoensureconsistencyinenforcement.The‘politics’
oftheproject,particularlywithrelationtothenon-UKcompaniesinvolvedandthedifferencesin
theirmanagementoftheirnativeworkforcescreatedmanyproblemsforthesafetyteam,mainly
because,asonenon-UKmanagernoted:
Peopledon'twanttodisciplineorremovetheirownmen.
Theestablishmentofsuch‘protectionist’stancesbetweenthenon-UKcompanieswasafurther
challengetosafetymanagementseekingtoresolveandbringinlinedifferentworkingpractices,as
wellasanegativeinfluenceonthesitesafetycultureasawhole.
Attimestheneedtochallengesuchbehaviourswasinevitable,andagaincreatedconflictaround
safetyonthesite.Thisevenledtobreakdownsintherelationshipsbetweenthesafetyteamand
differentnon-UKcompaniesandtheirworkgroups.Asonesafetyadvisornoted:
Ihadtostopthework…theworksmanagerwentmentalforstoppingtheworks.Hewas
shoutingandswearingsayingthatthisishowtheyhavealwaysdonethis.Isaidjustcause
thisisthewayyouhavealwaysdonedoesnotmeanitistherightwaytodoit.Formonths
therewastensioneverytimeIsawhim,butI’vefoundafewcommoninterestswithhim
sinceandourrelationshiphasimproved.
Againthesafetyteamhadtonegotiatebetweensafetyandproductivity,anddrawonpeople
managementskillstoensurethejobprogressedwithintherequiredacceptableUKsafeworking
parameters.Thisinsightsuggeststhattheroleofthesafetyadvisorsonthismulti-nationalsite
developedbeyondthatofsimpleenforcerstopositionsthatshouldbedulyrecognisedascritical
mediatorsbetweensafetyandproductivity,enablingthechallengesofdifferentworkingpracticesto
beovercome.
DifferentManagementPractices
Alongsidedifferencesinworkingpractices,thesitesafetyteamalsofacedchallengesindealingwith
thenon-UKcompanymanagement,andspecificallyhowtheymanagedthesafetyoftheirown
workforcesonthesite.IntheUK,safetyleadershipandworkerengagementareconsideredcritical
tothedevelopmentofapositivesafetyculture(Wamuziri2011),yetdifferencesinhow
managementandworkersinteracthavebeenidentifiedatthenationallevel.Inhisseminalwork,
Hofstede(1980)identifiedfourdifferentdimensionsrelatingtoculture:powerdistance,uncertainty
avoidance,individualism/collectivismandmasculinity/femininity.Althoughtherehavebeen
debatesandcriticsonHofstede'sculturaldimensions,hisworkhasremainedinfluential(Mearnsand
Yule2009)andfoundtobeapplicabletopractice(HallowellandYugar-Arias2016).Withregardto
safetymanagement,thedimensionofpowerdistancehasbeenfoundtobehighlyinfluentialasthe
largerpowerdistancebetweenworkersandmanagement,thelowertheworkers'awarenessand
beliefsregardingsafety(Mohamedetal.2009).Onthecase-studyproject,thisdimensionemerged
fromthedataasasafetymanagementchallenge.WithoutawarenessofHofstedehimself,itwasall
tooapparenttothesafetyteam,asonenon-UKadvisornoted:
Itdoesn’tsitwiththemculturally.Youcanseethatdividebetweenmanagementand
workersismuchbiggerthanyouwouldexpectfromaUKworkforcebutthisnormal,itisa
culturething.Themanagersmaketherulesandpoliciestokeepthemsafe,andtheworkers
acceptthem.Itisnotatwo-wayconversation.
Thisadvisorwastalkingaboutacompanywithahighpowerdistancedimension(Hofstede1980),
wheresuperiorsareexpectedtoexercisepowerandsubordinatesareexpectedtobepassive,
includingdecisionsmadearoundsafety(GyekyeandSalminen2006).Indeed,thefactthatworkers
werereluctanttospeakoutaboutpoorworkingpractices,unsafetyorputforwardanycriticismof
theirmanagerswasasignificantmanagementchallengeforthesafetyteamandtheyconsequently
struggledtodevelopacultureofworkerengagementwithsafetyamongstthenon-UKworkforce.
Theteamalsofacedproblemsinengagingnon-UKseniormanagementwithsafety,asonenon-UK
safetyadvisornoted:
Frederichasneverbeenonasafetywalk-around.Ihavetriedtodraghimandotherofhis
managementstafftocomeonsite,butitisnothappening.
Thisledtofurtherfrustrationsforthesafetyteam.FromtheUKperspective,acountrywithlow
powerdistance,workerengagementiscommonplace,anditiswellrecognisedthatsenior
managementinvolvementinworker’ssafetywelfare,madevisiblethroughsuchsitewalk-arounds,
isvitalinimprovingacompanyorconstructionsite’ssafetycultureoverall(Mohamed2002).
Indeed,Reason(1997),arguesthatinalowPDcountryan‘efficient’safetyculturecanberealised
througheagerandactiveparticipationfromemployees,whichmakesalowPDcultureamore
convenientstructureforthedevelopmentofapositivesafetyculture.Thisinsighttherefore
providesfurtherempiricalsupportoftheinfluencethetheoreticalpowerdistancedimensionhas
withregardtoconstructionsitesafety,frombothworkerandmanagementperspectives.Yet
althoughthesafetyteamwereabletorecognisesuchdifferencesbetweenthemanagement
practicesofthenon-UKcompaniesworkingonthesite,thisawarenessdidnot,initself,enablethem
toovercomethechallengestheycreatedinpractice.
WorkerWelfare
Thewelfareofmigrantworkerswithintheconstructionindustryhaslongbeenrecognisedascause
forconcern.Forexample,Holmes(2006)concludedthatstructuralracismandanti-immigrant
practicesdeterminethepoorworkingconditions,livingconditions,andhealthofmigrantworkersin
theUSA,whilsttherecentprojectfortheFIFAWorldCupinQatarhasalsohighlightedserious
concernsaroundthewelfareofthemigrantworkersonthestadiumsites(AmnestyInternational
2016).Poorworkerwelfare,includingaccommodationandwageprovision,hasbeenlinkedtopoor
safetyperformanceinpractice(Loosemoreetal.2010),andcanthereforebringchallengestosafety
management.ForaconstructionprojectintheUK,wheretheindustrypridesitselfonhighlevelsof
CorporateSocialResponsibility(RawlinsonandFarrell2010),itwouldperhapsbeassumedthatthe
welfareofallworkersonthissitewasamanagementpriority,yetthiswasnotfoundtobethecase.
ItbecameapparentthatdespiteworkingonaUKconstructionsite,manyofthenon-UKworkers
werenotabletosecureequalitywiththeUKworkers,asoneUKsafetyrepnoted:
Theyareoncoppers…
SuggestingtheywereearninglessthantheirUKcounterparts.Itiswelldocumentedthatmigrant
workersareoftenpreparedtotakeonworkatwagesandconditionsthatmanyUKworkerswould
notconsider(Anderson2010),simplytosecuresomeformofemployment.Indeed,manyofthe
non-UKworkersonthesitehadtravelledfromcountrieswithveryhighunemploymentrates
(Eurostat2014)andsowereperhapsevenlesslikelytocomplain.Yetonthisprojectlongevityof
workwasnotassured;whenthenon-UKworkersarrivedonthesitetheywereinitiallyplacedin
temporaryaccommodation,suchaslocalhotelsandhostels,accommodationswhichareoften
themselvescrampedandunsuitable.Itbecameapparenttothesafetyteamthanthenon-UK
companieswereemployinga‘probationaryprocess’fortheworkers,asthisnon-UKworker
explained:
Wehavebeentoldthattheywillbehereforaminimumof3months,andiftheyaregood
theywillstay,andifnottheywillbesenthome.
However,highratesofnon-UKworkerturnovermayalsobeassociatedwithotherpotentialfactors.
Aspreviouslydiscussed,culturalconstraintsaroundchallengingseniorityforsomeofthenon-UK
workerswithreferencetoworkpractices,worktypeorevensafety(HallowellandYugar-Arias2016),
mayhaveresultedinworkerspreferringtoleavethejobandreturnhome,asidentifiedinworkby
Roelofsetal.(2011)intheirstudyofHispanicworkersintheUS.Inaddition,morepersonalfactors
shouldalsobeconsidered,asonenon-UKworkernoted:
Itismuchmoreexpensive[here]thanhomeaswell,someoftheguysarefindingithard
beingawayfromwivesandgirlfriends,andareconsideringbringingthemover,butitishard
tofindsuitableaccommodation.
Suchfundamental‘humanfactors’havealsobeenacknowledgedinpreviousresearchofmigrant
workers,andindeedonthisprojectitwassuggestedthattemporaryaccommodationwasinitially
providedforexactlythesereasons.
Theseissuesaroundworkerwelfareresultedinseveraldifferentchallengesforthesafetyteam,as
theytriedtobuildrelationshipsandrapportwiththeworkersinordertosupportsafeworkingon
thesite.Whenthenon-UKworkersfirstarrivedonthesite,theywerekeentodemonstratetheir
worthtotheirmanagersinordertopassthroughprobationandretaintheirplaceontheproject.
Yettheexploitationofeconomicdisadvantageisoftenassociatedwiththedisparityinmigrant
workerinjuryrates(e.g.Pranskyetal.2002)andastriveforindividualproductivitylinkedtopoor
safetypracticessuchasrisktaking,over-exertionandfatigue,whichthesafetyteamsubsequently
hadtomanage.AsoneUKworkersuggested:
Theonesthatstayarehard-working.Ithinktheyfearfortheirjobs.
Thehighlevelsofturnoverwithinthenon-UKworkforceontheproject,eitherasaresultofworkers
leavingvoluntarilyorotherwise,alsocreatedfrustrationforthesafetyteam,astheytriedtodevelop
acoherentsafetycultureontheproject.Arelativelystableworkforcehasbeenlinkedtolow
accidentrates(GherardiandNicolini2002),yetforthisprojectthiswasnevertrulyrealisedamongst
thenon-UKworkforce.
Onefurtheraspectofinterestthatemergedwithrelationtoworkerwelfarewasthat,asonesafety
advisornoted:
Someofthemigrantworkershavebeentoldthatiftheyhaveanaccidenttheywillbegone,
sotheyarebeingverycautious.
Safetyherewasbeingusedasa‘threat’,yetanotherconsiderationfortheworkerstomanagein
ordertoensuretheiremploymentontheproject.However,whenthisisconsideredalongsidethe
otheraspectsdiscussedwithinthispaper,suchasthelackofcompanycompliancetoUKsafety
regulationsandstandards,thedifferencesinnormalworkingpracticesandthelackofmanagement
engagementwithsafety,andtheinevitableneedtobalancesafetyandproductivity,sucha
‘promotion’ofsafetyseemsratherhollowinpractice.
Conclusions
Anethnographicapproachwasusedtoexplorethechallengesfacedbythosetaskedwiththesafety
managementofamulti-nationalworkforceonalargeconstructionproject.Thefindingspresented
herehavedeliberatelyignoredtheobvioussafetymanagementchallengesthataroseasa
consequenceoflanguageandcommunicationandinsteadsoughttogobeyondthiswell-
documentedfactorforconsiderationwhenseekingtomanagethesafetyofmulti-national
workforces.Thekeyfindingsfromthisworkarefoundbelow,withadditionalrecommendations
whereappropriate,andsummarisehowthisapproachmadeavalidempiricalcontributiontothe
bodyofknowledgeinthisspecificcontext.
Issueswiththerulesandregulationsofsafetywerefoundtobeasignificantsafetymanagement
challengeonthecasestudyproject.AlthoughalackofawarenessofUKsafetylegislationhas
previouslybeennotedasproblematicamongstmulti-nationalworkforces,thisstudywasableto
revealthatlegislativeunawarenesswasalsoaproblemfornon-UKcompanies,asaresultofeither
ignoranceornegligence,andsubsequentlyinfluencedtheirmanagementapproachtosafeworking.
Theconsequencesofthisforsafetymanagementwereconsiderable;thesafetyteamfound
themselvesintheroleofenforcersratherthanfacilitators,frequentlyhavingtostopworkand
punishingworkersfortheirlackofcompliance,evenwhenitwasnotnecessarilytheirfault,creating
conflictanddamagetoworkingrelationshipsandstiflingthedevelopmentofanypositivesafety
cultureonthesite.Thatthecompaniesandsub-contractorsfromoutsideoftheUKfrequentlydid
notmeetevenbasiclegislativecompliancerequirementsiscertainlycauseforconcern,andcreated
asignificantfrustrationforthesitesafetymanagementteam.Afurtherconsequenceofthis
challengewastheemergenceofanover-bureaucratisationofsafetyontheprojectbythesafety
teamthemselves,perhapsunderstandablegiventheirfrustrations,butwhichwasagainnot
conducivetoopenandpro-activesafetydialogueandpracticesonthesite.Itisthereforesuggested
thathost-nationsafetystandardsshouldbeclearlyexplicatedwithincontractualdocumentationto
ensurebothawarenessandcompliancelongbeforeworkscommenceonanymulti-nationalproject
site.
Thedifferencesinbothworkingandmanagementpracticesasaconsequenceofdifferencesin
nationalcultureswasalsorevealedbytheresearch.AlthoughHofstedearguablypaintswithavery
broadbrush,andpotentialvariationsincultureandtheirsubsequentmanifestationsaroundsafety
havebeenpreviouslyexploredinmuchmorefocuseddetail,herethefindingsarestillabletomakea
contributionwithregardstowidersafetymanagementpractices.Theneedtoestablish‘whatsafety
lookslike’wasessentialforthesitesafetyteam,andtheirroleherewasoneoffacilitators,seeking
toencouragebothnon-UKworkerandmanagementengagementwithsafetyinordertosupportthe
developmentofapositivesafetycultureonthesite.Althougharguablyunsuccessfulforthiscase
study,thesefindingsarestillabletoilluminatetheneedforabetterunderstandingoftheskills
requiredbyasafetyadvisoronsuchaproject,andthe‘softer’managementtoolsandknowledge
requiredtobridgetheconsequencesofpowerdistancedimensions(amongstothers)onmulti-
nationalprojects.Suchinsightsarealsoabletocontributetothedevelopmentofsafety
managementsystemsspecifictomulti-nationalprojects,wheredifferencesinnationalculture
shouldbedulyacknowledged.However,itiscertainlynotsuggestedthatworkerengagementas
foundintheUKisthe‘best’or‘right’wayforward,andinsteadafully-flexibleapproachshouldbe
developedthatisabletofitwiththedifferentculturalcharacteristicsofaspecificprojectteams,yet
abletoharmonisewiththehost-countrylegislativerequirements.
Finally,thestudyrevealedthatworkerwelfareshouldalwaysbeaparamountconcernonanymulti-
nationalproject,evenindevelopedcountriessuchastheUKwhichconsiderthemselves‘world-
leaders’incorporatesocialresponsibility.Poorworkerwelfare,intermsofwages,accommodation
andsecurityofemploymentwasfoundonthecasestudyproject,raisingfurthersafetymanagement
challengesasworkerstookrisksandover-exertedtoeithersecureorretaintheiremployment.The
needtoacknowledgethepotentialforhighturnover,bothasaconsequenceofsuchprobationary
practicesormorefundamentalmigrantworkerunhappiness,shouldalsoinformtheshapingofany
safetymanagementsystemformulti-nationalprojectstoseektoenhanceitseffectivenesswithin
suchaturbulentandchallengingworkforceconditions.
Itissuggestedthatthelongitudinal,ethnographically-informedapproachmadewithinthisresearch
hasbeenabletorevealandbetterilluminatemanyofthesafetymanagementchallengesthatare
uniquetomulti-nationalconstructionprojects.Theseempiricalfindings,whenconsideredalongside
relevanttheory,arelikelyabletofindfitwithinmanyothernationalandprojectcontexts.Their
strengthslieintheecologicalvalidityofthemethodasmobilised,andthepotentialfortransference
tootherprojects.Thatsaid,itshouldbenotedthattheextensionofthefindingsofthispaperto
othergeographicregions,projectcontextsandotherdomainsistheoreticalonly.Furtherresearchis
suggestedtoexploretheextenttowhichthefindingspresentedherearegeneralizableelsewhere.
Theresearchersmadeeveryefforttoremoveresearcherbias;however,itistosomeextent
inevitablewithinethnographicwork,andsolimitationsaroundinternalvalidityandconstruct
validitymayremain.Itisthereforerecommendedthatfurtherresearchbecarriedoutthatisableto
overcometheselimitationsbyadoptingother,complementarymethodsofenquiry.Itisalso
recommendedthatfurtherresearchofanethnographicnaturebemobilisedtocontinuethe
explorationofsuchcomplexandnuancedphenomenawithrelationtoconstructionsafety,inorder
tobetterinformandsupportthedevelopmentofsuitableandeffectivesafetymanagementsystems
formulti-nationalprojects.
Acknowledgements
ThisworkwassupportedbytheUKEngineeringandPhysicalSciencesResearchCouncil’sDoctoral
TrainingScheme.
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