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El. knyga: Human Safety and Risk Management: A Psychological Perspective, Third Edition 3rd edition [Taylor & Francis e-book]

(School of Applied Psychology, Griffith University, Southport, Queensland, Australia), (UMIST, Manchester, UK)
  • Formatas: 474 pages, 23 Tables, black and white; 13 Illustrations, black and white
  • Išleidimo metai: 26-Jul-2017
  • Leidėjas: CRC Press
  • ISBN-13: 9781351228503
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  • Taylor & Francis e-book
  • Kaina: 240,04 €*
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Human Safety and Risk Management: A Psychological Perspective, Third Edition 3rd editionDidesnis paveikslėlis
  • Formatas: 474 pages, 23 Tables, black and white; 13 Illustrations, black and white
  • Išleidimo metai: 26-Jul-2017
  • Leidėjas: CRC Press
  • ISBN-13: 9781351228503
Kitos knygos pagal šią temą:
Taylor & Francis e-booksMore info about Taylor & Francis e-books
Partnerių interneto svetainė: https://www.taylorfrancis.com/books/9781351228503
The third edition of a bestseller, Human Safety and Risk Management: A Psychological Perspective incorporates a decade of new research and development to provide you with a comprehensive and contemporary guide to the psychology of risk and workplace safety. A major enhancement is reflected in the new subtitle for the book, A Psychological Perspective, which highlights both the expertise of the authors and also confirms the predominantly psychological orientation of the revised text.New in the Third Edition:State-of-the-art theory reviews, research findings, and practical applicationsNew chapter on impact that sensor technologies have on approaches to safety and risk in contemporary societyEnhanced chapters on key issues around sensing danger, risk perception, error detection, safety culture, risk management, leadership, teams, and stress managementThis book discusses how people perceive and manage risks and how to make the workplace a safer place. It examines the influence of individual factors on safety, as well as team and organizational factors at work, from a psychological perspective. It also highlights changes in safety due to the changing workplace, globalization, and managing employees’ safety and health beyond the workplace — a challenge that many organizations have yet to address. Reflecting current scientific research across a range of disciplines as it applies to human safety and risk management, this book helps you meet the challenges posed by the rapidly evolving workplace.
Acknowledgments xi
Authors xiii
Chapter 1 Introduction 1(6)
Chapter 2 Sensing danger 7(50)
2.1 Operation of the senses
7(2)
2.2 Chemical senses
9(5)
2.2.1 Olfaction (smell)
9(3)
2.2.2 Trigeminal sense (irritants)
12(1)
2.2.3 Gustation (taste)
13(1)
2.3 Somatosensory senses
14(4)
2.3.1 Hunger, thirst, and satiety
15(2)
2.3.2 Stretch
17(1)
2.3.3 Visceral, vascular, and distributed components
17(1)
2.4 Proprioception (kinesthetic sense)
18(2)
2.4.1 Equilibrioception (balance)
19(1)
2.4.2 Vibration
20(1)
2.4.3 g-Force
20(1)
2.5 Tactile senses
20(4)
2.5.1 Touch and pressure
21(1)
2.5.2 Nociception (pain)
21(2)
2.5.3 Thermoception (heat, cold)
23(1)
2.5.4 Puriception (itch)
24(1)
2.6 Audioception and vestibular senses
24(2)
2.6.1 Audition
24(1)
2.6.2 Volume, pitch, rhythm (duration), and timbre
25(1)
2.6.3 Echolocation
26(1)
2.7 Vision
26(4)
2.7.1 Color
30(1)
2.8 Sensory synthesis and integration
30(13)
2.8.1 Time
32(1)
2.8.2 Cross-modal plasticity
33(2)
2.8.3 Developmental aspects
35(2)
2.8.4 Sensory substitution
37(1)
2.8.5 Cross-modal interactions create a multimodal or supramodal system
38(1)
2.8.6 Sense of direction
39(1)
2.8.7 Reflexes
39(4)
2.9 Integrative function of social-cognitive system components
43(7)
2.9.1 Consciousness
44(1)
2.9.2 Attention
44(4)
2.9.3 Memory
48(1)
2.9.4 The self and self-awareness
49(1)
2.9.5 Empathy
49(1)
2.10 Sensing danger
50(4)
2.10.1 Current threats to human health and safety
50(4)
2.11 Summary points
54(3)
Chapter 3 Sensor technology 57(34)
3.1 Introduction
57(2)
3.2 Sensor technology
59(14)
3.2.1 Examples of sensor technology
62(1)
3.2.2 Extending the tactile sense as a sensory substitution
62(9)
3.2.3 Further enhancements of sensor technology
71(2)
3.3 Detection to prevent or minimize harm
73(2)
3.4 Likely future directions in sensor-based technology
75(16)
Chapter 4 Perceiving risk 91(52)
4.1 Risk perception or threat appraisal?
91(5)
4.2 Danger perception
96(3)
4.3 Risk and emotion
99(1)
4.4 Fear and risk perception
100(8)
4.5 Functionality of biased perception for action in response to threat
108(1)
4.6 Individual differences
108(1)
4.7 Role of emotions and framing in risk-related decision making
109(2)
4.8 Neural correlates of fear, danger processing, and risk perception
111(11)
4.9 Developmental aspects
122(1)
4.10 Perceiving dangers that cannot be sensed
123(3)
4.11 Difficult to identify risks
126(2)
4.11.1 Sedentary behavior
126(1)
4.11.2 Generic health threats
127(1)
4.12 Role of consciousness and cognition
128(1)
4.13 Risk and decision making
129(2)
4.14 Risk preferences
131(1)
4.15 Cognitive (attributional) biases
132(7)
4.15.1 Reframing cognitive biases
133(6)
4.16 Driving and risk behaviors
139(2)
4.17 Wider considerations: Global and group levels
141(2)
Chapter 5 Reframing error 143(32)
5.1 Introduction
143(2)
5.2 Neural correlates of error performance
145(5)
5.3 Cognitive features of error
150(8)
5.3.1 Attention and attentional lapses
150(3)
5.3.2 Change blindness
153(2)
5.3.3 Memory lapses
155(1)
5.3.4 Cognitive biases and error management theory
155(3)
5.3.5 Threat detection errors
158(1)
5.4 From cognition to behavior
158(9)
5.4.1 Situation awareness
158(7)
5.4.2 Beyond immediate safety considerations
165(2)
5.5 Errors as a crucial learning mechanism
167(1)
5.6 Some error-reducing strategies
167(5)
5.6.1 Increasing system automation
167(2)
5.6.2 Intersector knowledge transfers
169(1)
5.6.3 Other approaches
170(2)
5.7 Conclusions
172(3)
Chapter 6 Surviving stress 175(32)
6.1 Nature and effects of stress
176(3)
6.2 Models of occupational stress
179(4)
6.2.1 Transactional model
181(1)
6.2.2 Job demands-resources model
182(1)
6.2.3 Conservation of resources model
182(1)
6.2.4 Challenge-hindrance model
183(1)
6.3 Workplace stressors, safety behavior, and injuries
183(7)
6.3.1 Workload and work pace
184(2)
6.3.2 Work schedules and shiftwork
186(1)
6.3.3 Role-related stressors
187(1)
6.3.4 Work relationships
187(2)
6.3.5 Job insecurity
189(1)
6.3.6 Work-home interface
189(1)
6.3.7 Challenge and hindrance stressors
190(1)
6.4 Direct mechanisms linking stress with workplace safety
190(4)
6.4.1 Effects of acute stressors
191(2)
6.4.2 Effects of chronic stressors
193(1)
6.5 Indirect mechanisms linking stress with workplace safety
194(2)
6.5.1 Work-related attitudes
194(1)
6.5.2 General health
195(1)
6.5.3 Burnout
196(1)
6.6 Moderating effects
196(3)
6.6.1 Job control
197(1)
6.6.2 Social support
197(1)
6.6.3 Coping strategies
198(1)
6.7 Stress interventions
199(5)
6.7.1 Stress interventions and work outcomes
199(5)
6.7.2 Stress interventions and workplace safety
204(1)
6.8 Conclusions
204(3)
Chapter 7 Personality impacts 207(28)
7.1 Accident proneness
209(2)
7.2 Individual differences in error liability
211(2)
7.3 Personality and accident involvement
213(12)
7.3.1 Extraversion
215(3)
7.3.2 Neuroticism
218(3)
7.3.3 Conscientiousness
221(1)
7.3.4 Agreeableness
222(3)
7.3.5 Openness
225(1)
7.4 Core self-evaluation and safety outcomes
225(2)
7.5 Behaviors linking personality with safety outcomes
227(2)
7.6 Individual differences and job stress
229(1)
7.7 Selection implications for personality at work
230(3)
7.8 Conclusions
233(2)
Chapter 8 Group climate 235(28)
8.1 Teams and safety performance
236(11)
8.1.1 Cohesion
239(1)
8.1.2 Group discussion and decision making
240(3)
8.1.3 Shared leadership and self-managing teams
243(3)
8.1.4 Intergroup relations
246(1)
8.2 Group norms and safety performance
247(6)
8.2.1 Group norms and expectations
247(4)
8.2.2 Theory of planned behavior
251(2)
8.3 Organizational safety climate
253(3)
8.3.1 Structure of safety climate
254(1)
8.3.2 Multilevel model of safety climate
255(1)
8.3.3 Safety climate as a leading indicator
255(1)
8.4 Group safety climate
256(4)
8.4.1 Group safety climate as a function of supervisory action
256(1)
8.4.2 Group safety climate as an emergent property of the team
257(2)
8.4.3 Group safety climate and trust
259(1)
8.5 Managing effective work teams
260(1)
8.6 Conclusions
261(2)
Chapter 9 Safety leadership 263(26)
9.1 Trait and behavioral leadership theories
264(3)
9.1.1 Trait theories
265(1)
9.1.2 Behavioral theories
265(2)
9.1.3 Integrating trait and behavioral leadership theories
267(1)
9.2 Charismatic leadership
267(1)
9.3 Transformational and transactional leadership
268(6)
9.3.1 Transformational leadership and safety
270(1)
9.3.2 Contingent reward
271(1)
9.3.3 Transactional leadership and safety
272(1)
9.3.4 Passive leadership and safety
273(1)
9.4 Other leadership models
274(2)
9.4.1 Empowering leadership
274(1)
9.4.2 Ethical leadership
275(1)
9.4.3 Authentic leadership
275(1)
9.5 Contingency theories
276(1)
9.6 Psychological mechanisms linking leadership to safety outcomes
277(6)
9.6.1 Interpersonal trust and leader integrity
277(3)
9.6.2 Leader-member exchange theory
280(1)
9.6.3 Safety climate
281(2)
9.6.4 Empowerment
283(1)
9.7 Model of safety leadership
283(2)
9.8 Leadership development, training, and other interventions
285(2)
9.9 Conclusions
287(2)
Chapter 10 Safety culture 289(36)
10.1 Nature of safety culture
291(1)
10.1.1 Interpretive approach
291(1)
10.1.2 Functionalist approach
291(1)
10.2 Relationship between safety culture and safety climate
292(2)
10.3 Theoretical models of safety culture
294(7)
10.3.1 Organizational culture approach
294(1)
10.3.2 Total safety culture
295(2)
10.3.3 Safety culture: An informed culture
297(1)
10.3.4 Reciprocal safety culture model
298(1)
10.3.5 Sociotechnical model of safety culture
299(1)
10.3.6 Cultural maturity model
300(1)
10.4 Organizational safety and subcultures
301(4)
10.5 High-reliability organizations
305(2)
10.6 Measurement approaches
307(4)
10.6.1 Safety systems
307(1)
10.6.2 Safety attitudes
308(1)
10.6.3 Safety behavior
309(1)
10.6.4 Injuries
310(1)
10.6.5 Triangulation
310(1)
10.7 Changing toward a positive safety culture
311(4)
10.7.1 Indicators of a positive safety culture
311(2)
10.7.2 Safety culture interventions
313(2)
10.8 Safety culture and risk management
315(8)
10.8.1 Antecedents of a safety culture
316(1)
10.8.2 Safety culture as a form of risk control
316(3)
10.8.3 Risk management approach to safety
319(4)
10.9 Conclusions
323(2)
Chapter 11 Managing risk 325(40)
11.1 Introduction
325(6)
11.2 Economic risks
331(1)
11.3 Environmental risks
332(19)
11.3.1 Greater incidence of extreme weather events
332(1)
11.3.2 Greater incidence of natural catastrophes
332(3)
11.3.3 Greater incidence of human-induced catastrophes
335(9)
11.3.4 Emerging and emergent technology risks
344(2)
11.3.5 Major biodiversity loss and ecosystem collapse
346(3)
11.3.6 Water crises
349(1)
11.3.7 Climate change mitigation and adaptation failure
350(1)
11.4 Geopolitical
351(1)
11.5 Societal
352(6)
11.5.1 Food crises
352(2)
11.5.2 Pandemic outbreaks
354(2)
11.5.3 General health issues
356(2)
11.6 Technological
358(1)
11.7 Risk governance and risk management
359(2)
11.8 Conclusions
361(4)
References 365(90)
Glossary 455(8)
Index 463
Ian Glendon is in the School of Applied Psychology, Griffith University Gold Coast Campus, Queensland, Australia. His research interests include risk management, safety culture, occupational health and safety, personality and safe behavior, and driver behavior/driver stress. As well as co-authoring the previous two editions of Human safety and risk management, he has over 100 refereed publications and three other books, his work being extensively cited. He has supervised over two dozen research higher degree students and completed numerous research contracts. He has consulted for over 80 clients on topics including safety culture, accident/incident analysis, task analysis, human error/reliability analysis, and safety auditing. An elected Fellow of the International Association of Applied Psychology (IAAP), and of the Institution of Occupational Safety and Health, his other professional memberships include Chartered Occupational Psychologist (UK), and Chartered Ergonomist & Human Factors Specialist (UK). He is a former president of the IAAP Division of Traffic and Transportation Psychology.









Sharon Clarke is Professor of Organizational Psychology at Manchester Business School, University of Manchester, UK. She gained a First Class BA degree in Psychology (Manchester, 1990) and PhD in Organizational Psychology (Manchester, 1993), before becoming a lecturer in Applied Psychology at Aston University, and later joined UMIST (now the University of Manchester) in 1996. She has research interests in safety culture, safety climate, leadership, personality, occupational stress, well-being and health. Her work has been widely published in leading academic and practitioner journals, national and international conferences, and co-authored and edited books. She has held a number of funded research grants, including from the Institute of Occupational Safety and Health, UK government grants and industry funding. She is currently Associate Editor for the Journal of Occupational and Organizational Psychology and the Journal of Occupational Health Psychology, and is on the Editorial Board of the International Journal of Stress Management.
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