the machineries proved to have the same impact. One respondent raised up the point that unsuitable and poor quality construction materials may contribute to accidents at site. The final sub-element is construction tasks. Through the interview, this is the less significant sub-element. Two respondents mentioned the needs to work at elevated level are creating risks of falling. One respondent stated that various works involving various people simultaneously lead to higher risks of accidents. iii.Management element Management element is the first underlying contributing factor that was tested in this study. Five respondents concluded that weakness of management in managing OSH at sites is crucial. It shows that influence from management level is important in creating a safer working condition. Three respondents stated that management influence towards occupational accidents is indirect. The first sub-element is the OSH policy. Through the interview, it should be considered as the less significant. One respondent raised up the issue of not having proper aims and objectives in managing OSH. It reflected that lack of awareness and poor perception of OSH at management level. The second sub-element is resource management that includes finance, time and personnel. 12 respondents gave their views on this sub-element. 10 respondents associated the influence of having insufficient budget in order to manage OSH at site. Although every organization do have the capabilities to prevent accidents, it will be difficult due to implication of the budget provided in actual scenario (Aminbakhsh, Gunduz & Sonmez, 2013). Nine respondents stated that inefficient management of personnel contributes to poor OSH management. Among the reasons are personnel recruitment and sub-contractor hiring do not prioritize OSH as well as lack of competent personnel. Three respondents mentioned that insufficient time given in completing construction tasks is also a contributing factor in this sub-element. The third sub-element is the component of safety management. Six respondents reacted regarding lack of monitoring on construction personnel in doing their tasks. Effective communication in monitoring activities is important in enhancing employees OSH performances in construction industry (Aminbakhsh, Gunduz & Sonmez, 2013). One of the respondents also mentioned the aspect of insufficient training given to personnel. The final sub-element is the management culture which also being deemed significant by the respondents for this management element. In this sub-element, the progress of a project (including duration of work) is being perceived as more important than OSH by six respondents is one of the contributors to occupational accidents. Five respondents considered that accentuation of financial factor including profit over OSH might increase the risks of occupational accidents. Three respondents mentioned that preference of quality of a project over OSH will also lead to occupational
29 December 2016, vol 13, No. 2 accidents in the industry. Interestingly, two respondents stated that management in smaller scale or low-rise projects
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