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On shield tunnel construction (STC) site, human error is widely recognized as essential to accident. It is necessary to explain which factors lead to human error and how these factors can influence human performance. Human reliability analysis supports such necessity through modeling the performance shaping factors (PSFs). The purpose of this paper is to establish and validate a PSF taxonomy for the STC context.

The approach taken in this study mainly consists of three steps. First, a description of the STC context is proposed through the analysis of the STC context. Second, the literature which stretch across the PSF methodologies, cognitive psychology and human factors of STC and other construction industries are reviewed to develop an initial set of PSFs. Finally, a final PSF set is modified and validated based on STC task analysis and STC accidents cases.

The PSF taxonomy constituted by 4 main components, 4 hierarchies and 85 PSFs is established for human behavior modeling and simulation under the STC context. Furthermore, by comparing and evaluating the performance of STC PSF and existing PSF studies, the proposed PSF taxonomy meets the requirement for qualitative and quantitative analysis.

The PSF taxonomy can provide a basis and support for human behavior modeling and simulation under the STC context. Integrating PSFs into a behavior simulation model provides a more realistic and integrated assessment of human error by manifesting the influence of each PSFs on the cognitive processes. The simulation results can suggest concrete points for the improvement of STC safety management.

This paper develops a taxonomy of PSFs that addresses the various unique influences of the STC context on human behaviors. The harsh underground working conditions and diverse resources of system information are identified as key characteristics of the STC context. Furthermore, the PSF taxonomy can be integrated into a human cognitive behavior model to predict the worker’s behavior on STC site in future work.

This paper will examine the unsafe work practices that are plaguing the construction industry. Statistics show that four out of five of all workplace accidents are attributed to unsafe behaviour. Research studies have sought to understand worker self-protection. For example, it is difficult to make predictions of conditions that influenced worker’s behaviour to act unsafely or safely in a given work situation. It is evident there is a gap in the literature in this area of research, most notably failing to understand the underlying “why” factors. The aim of the study is to identify and examine the proximate set of contributing factors most likely to have an influence on workers’ decisions about participation in unsafe behaviour.

To perform the study, questionnaires were adopted, and 225 construction workers from 9 construction companies participated in the study.

Results showed that both underlying organisational factors and individual factors could affect the risk aversion among construction workers. The paper also highlights measures to create a safe work environment to minimise unsafe behaviour among construction workers. Results from the study are important to help organisation to systematically plan for a good working environment.

As the results were based only from the questionnaires, a deeper understanding behind the workers’ responses was not probed.

Construction companies should work at several organisational levels at the same time. It is necessary to include levels such as individual, group, workplace and management levels, thus taking a system perspective on risk behaviour and safety.

Learning as the way in which labor acquire new knowledge and skills has important strategic implications for the competitive advantage of an organization. The purpose of this paper is to present an agent-based modeling (ABM) approach to investigate the learning behavior of workers. The effect of interactions among different workers as well as the factors affecting the workers’ learning behavior is assessed using the proposed ABM approach.

For this purpose, the processes through which the competency value of worker is changed are understood and the workers’ learning behavior is modeled, taking account of various influencing factors such as knowledge flow, social ability to teach and forgetting factor.

The proposed model is implemented on a real steel structure project to evaluate its applicability and performance. The variation in the competency value of different workers involved in the project is simulated over time taking account of all the influencing factors using the proposed ABM approach.

In order to assess the effect of interactions among welders as well as the welders’ characteristics on their learning behavior, the competence value of different welders is evaluated.

This research presents an ABM approach to investigate the workers’ learning behavior. To evaluate the performance of the proposed ABM approach, it was implemented on a real steel structure project. The learning behavior of different welders (agents) was simulated taking account of their interactions as well as the factors affecting the welders’ learning behavior. The project involved the welding of a 240-ton steel structure. The initial project duration was estimated as 100 days. In this project, it has been planned to execute the welding process using three different welders namely welder A, B and C.

Container terminal operation is one of the most risky industries. Many of the accidents that occurred were found to be caused by human errors. However, it seems relatively little research has been conducted to examine the influence of leader-member exchange (LMX) relationship on employee safety behavior. Therefore, the purpose of this study is to examine the effects of leader-member exchange and safety climate on employees’ safety organizational citizenship behaviors (SOCB) in the container terminal context based on the social exchange theory.

A structural equation modeling was used with confirmatory factor analysis, and survey data are collected from 265 employees in major container terminals in Taiwan.

Results indicated that LMX is positively associated with safety climate, whereas safety climate positively influences employees’ safety citizenship behavior. Specifically, results indicated that safety climate mediates the effect of LMX on employees’ SOCB.

This study was limited to LMX dimensions adapted from the studies of Li and Liao (2014) and Vidyarthiv et al. (2014). Future research could examine the linkages between LMX, ethical climate, safety performance and supervisor leadership influence. Furthermore, this research focused specifically on employees from the container terminal operators in Taiwan. It would be valuable to collect data from employees from other countries to obtain a balanced view of the relationship between LMX, team-member exchange (TMX), safety climate and employee SOCB in container terminal operations.

This research provides a useful implication for container terminal operators to enhance LMX qualities and employee safety behavior through organizational participation, employee-helping behaviors and informing workers to obey safety rule and regulation.

Given the prevalence of accidents and unsafe behavior in container terminal operations, this research sought to examine the relationships among LMX, safety climate and employee SOCB in the container terminal context. Theoretically, this study highlights the importance of LMX and safety climate in explaining the SOCB of employees.

The purpose of this study was to develop an easy-to-use, theoretically well-founded and psychometrically sound assessment tool of the concept co-workership.

Firstly, inductively generated examples of favourable and unfavourable co-worker behaviours were collected, clustered and then expressed as frequency-based Likert-type scale items. Data were obtained from 825 Swedish white collar workers and military personnel. A factor analysis (principal axis factoring with oblique rotation) resulted in a seven-factor solution built up by 30 items and forming the instrument Co-Worker Questionnaire (Co-Worker Q).

The factors have a strong resemblance to the content of dominating models of leadership, followership, organizational citizenship behaviour and leader–member exchange. The factor scales had relatively high reliability (high Cronbach’s alpha coefficients and low standard errors of measurement). Regarding discriminability, women scored more favourably on five of the factors, men on one factor and age differences were noted on two factors.

Shortcomings include the lack of data on possibly related aspects including person factors, such as personality and socio-economic status, and contextual factors such as more detailed data on the type of work environment and organizational culture.

The instrument has an easy-to-use format and can be used in organization development interventions with a co-workership focus and in individualized coaching or mentoring programmes.

The co-workership concept has so far mainly been used in the Nordic countries. The development of the Co-Worker Q opens up for broader applications.

User-oriented care, defined as individualized assisting behaviors, is the dominant approach within elderly care today. Yet, there is little known about its conceptual structure. This paper proposes that user-oriented care has a bi-partite structure which may be decomposed into the two dimensions of task and relation.

Care workers were “shadowed” (i.e. observed) at their work (n=391 rated interactions). User-oriented care was assessed along ten process quality indicators targeting the acts of caregiving (i.e. task focus, relation focus, involvement, time-use, body language, autonomy, respect, warmth, encouragement, and information) in two elderly care settings, i.e. home care and nursing home. Observations added up to 45 hours.

Principal component analyses confirmed the proposed two-factor structure of user-oriented care. Specifically, the user-oriented care indicators loaded on two distinct factors, i.e. task and relation. The underlying structure of user-oriented care revealed to be invariant across the two settings. However, the results revealed interesting structural differences in terms of explained variance and the magnitude of factor loadings in the home care and nursing home settings. Differences also emerged specifically pertaining to the indicators of autonomy and time-use. These findings suggest that user-oriented behavior may to some extent denote different acts of caregiving and what may be called task- and relation-orientation may be loaded with different meanings in these two care settings.

This is the first study investigating user-oriented behavior in the context of elderly care using a quantitative observational approach. The authors propose that the observed differences between the two care settings are primarily not due to better elderly care work in home care, but due to some inherent differences between these two contexts of care (e.g. better health and living at home).

The purpose of this paper is to investigate whether organizational support for innovation and informational extrinsic rewards moderate the relationship between intrinsic motivation and innovative work behavior.

Multiple and hierarchical regression analyses based on data from 150 knowledge workers tested the hypotheses for a South African sample.

The results confirmed a positive relationship between intrinsic motivation and innovative work behavior, and found positive relationships between both organizational support for innovation and informational extrinsic rewards and innovative work behavior. While organizational support positively moderated the relationship between intrinsic motivation and innovative work behavior, acting in synergy with intrinsic motivation, informational extrinsic rewards had a negative moderating effect.

When organizations want to encourage knowledge workers to generate, promote and realize innovative ideas, they should create an environment that encourages autonomy, competence and relatedness, with support for creativity and differences of ideas.

The study provides new indications of the interactions of synergistic extrinsic rewards and intrinsic motivation to affect innovative work behavior.