Iain Cameron
Current Organizations / Institutes
The organizations/institutes from the scholar's latest article
Research Subjects
Research Interests
Iain Cameron has a total of 1 co-authors. Here are the top co-authors by number of shared publications:
Roy Duff
Dr A Roy Duff Ltd , 4 The Milling Field , Holmes Chapel , UK
1 shared publication
Latest Publications
- 14 August 2007
- Published by Taylor & Francis in Construction Management and Economics
- Vol. 25 (8) , 869-881
Use of performance measurement and goal setting to improve construction managers' focus on health and safety
Previous attempts to use goal setting and feedback to improve safety behaviour on construction sites have focused on operatives, but recognized management commitment as essential for success. This research addressed two problems: validly and reliably measuring the safety performance of construction managers; and motivating managers to improve their safety performance. A measure of management safety performance was developed, covering seven items: induction training; toolbox talk training; safety committees; subcontractor safety; maintenance of safety records; safety manager actions and safety consideration (interaction, communication and worker engagement). This was used on a case study site to improve motivation of the management team. During an intervention, using monthly feedback and goal‐setting techniques, their performance improved from 49% to 82% of maximum expected performance. The results demonstrate that a valid and reliable measure of management safety performance is practicable and support the proposition that goal setting can improve management safety performance in the construction industry.
- 14 August 2007
- Published by Taylor & Francis in Construction Management and Economics
- Vol. 25 (8) , 869-881
Use of performance measurement and goal setting to improve construction managers' focus on health and safety
Previous attempts to use goal setting and feedback to improve safety behaviour on construction sites have focused on operatives, but recognized management commitment as essential for success. This research addressed two problems: validly and reliably measuring the safety performance of construction managers; and motivating managers to improve their safety performance. A measure of management safety performance was developed, covering seven items: induction training; toolbox talk training; safety committees; subcontractor safety; maintenance of safety records; safety manager actions and safety consideration (interaction, communication and worker engagement). This was used on a case study site to improve motivation of the management team. During an intervention, using monthly feedback and goal‐setting techniques, their performance improved from 49% to 82% of maximum expected performance. The results demonstrate that a valid and reliable measure of management safety performance is practicable and support the proposition that goal setting can improve management safety performance in the construction industry.