Framework Linking Safety Compliance with Productivity and Workforce Well-Being

References

[1] Agenda, I., 2016, May. Shaping the future of construction a breakthrough in mindset and technology. In World Economic Forum (pp. 11-16).

[2] Ajonbadi, H.A., Lawal, A.A., Badmus, D.A. and Otokiti, B.O., 2014. Financial control and organisational performance of the Nigerian small and medium enterprises (SMEs): A catalyst for economic growth. American Journal of Business, Economics and Management, 2(2), pp.135-143.

[3] Akinbola, O.A. and Otokiti, B.O., 2012. Effects of lease options as a source of finance on profitability performance of small and medium enterprises (SMEs) in Lagos State, Nigeria. International Journal of Economic Development Research and Investment, 3(3), pp.70-76.

[4] Ammendolia, C., Côté, P., Cancelliere, C., Cassidy, J.D., Hartvigsen, J., Boyle, E., Soklaridis, S., Stern, P. and Amick III, B., 2016. Healthy and productive workers: using intervention mapping to design a workplace health promotion and wellness program to improve presenteeism. BMC public health, 16(1), p.1190.

[5] Amos, A.O., Adeniyi, A.O. and Oluwatosin, O.B., 2014. Market based capabilities and results: inference for telecommunication service businesses in Nigeria. European Scientific Journal, 10(7).

[6] Azmi, R., Tibben, W. and Win, K.T., 2018. Review of cybersecurity frameworks: context and shared concepts. Journal of cyber policy, 3(2), pp.258-283.

[7] Barakey, M., 2018. Critical Decision Making: Point-to-Point Leadership in Fire & Emergency Services. Fire Engineering Books.

[8] Berkes, F., 2017. Environmental governance for the anthropocene? Social-ecological systems, resilience, and collaborative learning. Sustainability, 9(7), p.1232.

[9] Bernal, G., Colombo, S., Al Ai Baky, M. and Casalegno, F., 2017, June. Safety++ designing IoT and wearable systems for industrial safety through a user centered design approach. In Proceedings of the 10th international conference on pervasive technologies related to assistive environments (pp. 163-170).

[10] Bolton, R.N., McColl-Kennedy, J.R., Cheung, L., Gallan, A., Orsingher, C., Witell, L. and Zaki, M., 2018. Customer experience challenges: bringing together digital, physical and social realms. Journal of service management, 29(5), pp.776-808.

[11] Casey, T., Griffin, M.A., Flatau Harrison, H. and Neal, A., 2017. Safety climate and culture: Integrating psychological and systems perspectives. Journal of occupational health psychology, 22(3), p.341.

[12] Chaudhary, R. and Panda, C., 2018. Authentic leadership and creativity: The intervening role of psychological meaningfulness, safety and work engagement. International Journal of Productivity and Performance Management, 67(9), pp.2071-2088.

[13] Chidester, T., 2016. Creating a culture of safety. Quality and Safety in Anesthesia and Perioperative Care.

[14] Clarke, T. and Gholamshahi, S., 2017. Developing human capital for knowledge based economies. In Innovation in the Asia Pacific: From manufacturing to the knowledge economy (pp. 247-270). Singapore: Springer Singapore.

[15] Clune, W.H. and Zehnder, A.J., 2018. The three pillars of sustainability framework: approaches for laws and governance. Journal of Environmental Protection, 9(3), pp.211-240.

[16] Coaffee, J. and Lee, P., 2016. Urban resilience: Planning for risk, crisis and uncertainty. Macmillan International Higher Education.

[17] Dupepe, L.M., Donaho, J.C. and Roble, G., 2017. Emergency response and management. Management of Animal Care and Use Programs in Research, Education, and Testing, pp.355-373.

[18] Echeverri, P., 2018. Co-creating sociality: organizational identity and marketing in voluntary organizations. The Service Industries Journal, 38(5-6), pp.282-302.

[19] Gurriet, T., Singletary, A., Reher, J., Ciarletta, L., Feron, E. and Ames, A., 2018, April. Towards a framework for realizable safety critical control through active set invariance. In 2018 ACM/IEEE 9th International Conference on Cyber-Physical Systems (ICCPS) (pp. 98-106). IEEE.

[20] Hashmi, M., Governatori, G. and Wynn, M.T., 2016. Normative requirements for regulatory compliance: An abstract formal framework. Information Systems Frontiers, 18(3), pp.429-455.

[21] Henderson, B., Stuckey, R. and Keegel, T., 2018. Current and ceased users of sit stand workstations: a qualitative evaluation of ergonomics, safety and health factors within a workplace setting. BMC Public Health, 18(1), p.1374.

[22] Iatridis, K. and Schroeder, D., 2016. Responsible research and innovation in industry.

[23] Irwin, W.J., Robinson, S.D. and Belt, S.M., 2017. Visualization of large-scale narrative data describing human error. Human factors, 59(4), pp.520-534.

[24] Iyabode, L.C., 2015. Career development and talent management in banking sector. Texila International Journal.

[25] Jain, A., Leka, S. and Zwetsloot, G.I., 2018. Managing health, safety and well-being. Netherlands: Springer.[Google Scholar].

[26] Jinnett, K., Schwatka, N., Tenney, L., Brockbank, C.V.S. and Newman, L.S., 2017. Chronic conditions, workplace safety, and job demands contribute to absenteeism and job performance. Health Affairs, 36(2), pp.237-244.

[27] Johnson, S., Robertson, I. and Cooper, C.L., 2017. Well-being: Productivity and happiness at work. Springer.

[28] Khan, Y., O’Sullivan, T., Brown, A., Tracey, S., Gibson, J., Généreux, M., Henry, B. and Schwartz, B., 2018. Public health emergency preparedness: a framework to promote resilience. BMC public health, 18(1), p.1344.

[29] Kossek, E.E. and Perrigino, M.B., 2016. Resilience: A review using a grounded integrated occupational approach. Academy of Management Annals, 10(1), pp.00-00.

[30] Langevoort, D.C., 2017. Cultures of compliance. Am. Crim. L. Rev., 54, p.933.

[31] Lawal, A.A., Ajonbadi, H.A. and Otokiti, B.O., 2014. Leadership and organisational performance in the Nigeria small and medium enterprises (SMEs). American Journal of Business, Economics and Management, 2(5), p.121.

[32] Lawal, A.A., Ajonbadi, H.A. and Otokiti, B.O., 2014. Strategic importance of the Nigerian small and medium enterprises (SMES): Myth or reality. American Journal of Business, Economics and Management, 2(4), pp.94-104.

[33] Lawal, C.I. and Afolabi, A.A., 2015. Perception and practice of HR managers toward talent philosophies and its effect on the recruitment process in both private and public sectors in two major cities in Nigeria. Perception, 10(2).

[34] Lawal, C.I., 2015. Knowledge and awareness on the utilization of talent philosophy by banks among staff on contract appointment in commercial banks in Ibadan, Oyo State. Texila International Journal of Management, 3.

[35] Lubchenco, J., Cerny-Chipman, E.B., Reimer, J.N. and Levin, S.A., 2016. The right incentives enable ocean sustainability successes and provide hope for the future. Proceedings of the National Academy of Sciences, 113(51), pp.14507-14514.

[36] Lv, W.D., Tian, D., Wei, Y. and Xi, R.X., 2018. Innovation resilience: A new approach for managing uncertainties concerned with sustainable innovation. Sustainability, 10(10), p.3641.

[37] McDermott, V., Zhang, R.P., Hopkins, A. and Hayes, J., 2018. Constructing safety: investigating senior executive long-term incentive plans and safety objectives in the construction sector. Construction management and economics, 36(5), pp.276-290.

[38] Muller, H., 2018. The CEO of Technology: Lead, Reimagine, and Reinvent to Drive Growth and Create Value in Unprecedented Times. John Wiley & Sons.

[39] Nwokediegwu, Z. S., Bankole, A. O., & Okiye, S. E. (2019). Advancing interior and exterior construction design through large-scale 3D printing: A comprehensive review. IRE Journals, 3(1), 422-449. ISSN: 2456-8880

[40] Ogbonnaya, C., Daniels, K., Connolly, S. and van Veldhoven, M., 2017. Integrated and isolated impact of high-performance work practices on employee health and well-being: A comparative study. Journal of occupational health psychology, 22(1), p.98.

[41] Otenyo, E.E. and Smith, E.A., 2017. An overview of employee wellness programs (EWPs) in large US cities: Does geography matter?. Public Personnel Management, 46(1), pp.3-24.

[42] Otokiti, B.O. and Akorede, A.F., 2018. Advancing sustainability through change and innovation: A co-evolutionary perspective. Innovation: Taking creativity to the market. Book of Readings in Honour of Professor SO Otokiti, 1(1), pp.161-167.

[43] Otokiti, B.O., 2012. Mode of entry of multinational corporation and their performance in the Nigeria market (Doctoral dissertation, Covenant University).

[44] Otokiti, B.O., 2017. A study of management practices and organisational performance of selected MNCs in emerging market-A Case of Nigeria. International Journal of Business and Management Invention, 6(6), pp.1-7.

[45] Otokiti, B.O., 2018. Business regulation and control in Nigeria. Book of readings in honour of Professor SO Otokiti, 1(2), pp.201-215.

[46] Pilbeam, C., Doherty, N., Davidson, R. and Denyer, D., 2016. Safety leadership practices for organizational safety compliance: Developing a research agenda from a review of the literature. Safety science, 86, pp.110-121.

[47] Podgorski, D., Majchrzycka, K., Dąbrowska, A., Gralewicz, G. and Okrasa, M., 2017. Towards a conceptual framework of OSH risk management in smart working environments based on smart PPE, ambient intelligence and the Internet of Things technologies. International Journal of Occupational Safety and Ergonomics, 23(1), pp.1-20.

[48] Rezaee, Z., 2017. Corporate sustainability: Theoretical and integrated strategic imperative and pragmatic approach. The Journal of Business Inquiry, 16.

[49] Rowbottom, N. and Locke, J., 2016. The emergence of. Accounting and business Research, 46(1), pp.83-115.

[50] Schleicher, A., 2018. Educating learners for their future, not our past. ECNU Review of Education, 1(1), pp.58-75.

[51] Schoemaker, P.J., Heaton, S. and Teece, D., 2018. Innovation, dynamic capabilities, and leadership. California management review, 61(1), pp.15-42.

[52] SHARMA, A., ADEKUNLE, B.I., OGEAWUCHI, J.C., ABAYOMI, A.A. and ONIFADE, O., 2019. IoT-enabled Predictive Maintenance for Mechanical Systems: Innovations in Real-time Monitoring and Operational Excellence.

[53] Sharma, S. and Dutta, N., 2017. Development of Attractive Protection through Cyberattack Moderation and Traffic Impact Analysis for Connected Automated Vehicles. Development, 4(2).

[54] Shen, X. and Marks, E., 2016. Near-miss information visualization tool in BIM for construction safety. Journal of construction engineering and management, 142(4), p.04015100.

[55] Sorge, A. and Streeck, W., 2018. Diversified quality production revisited: Its contribution to German socio-economic performance over time. Socio-Economic Review, 16(3), pp.587-612.

[56] Stock, S.R., Nicolakakis, N., Vezina, N., Vezina, M., Gilbert, L., Turcot, A., Sultan-Taieb, H., Sinden, K., Kin, R., Denis, M.A. and Delga, C., 2018. Are work organization interventions effective in preventing or reducing work-related musculoskeletal disorders? A systematic review of the literature. Scandinavian journal of work, environment & health, pp.113-133.

[57] Whiteoak, J.W. and Mohamed, S., 2016. Employee engagement, boredom and frontline construction workers feeling safe in their workplace. Accident Analysis & Prevention, 93, pp.291-298.

[58] Whittemore, S.T., 2018. Transversal competencies essential for future proofing the workforce. Civitanova Marche: Skillalibrary.

[59] Wicker, L.S., 2016. Learning from neighbors: reimagining mission and pastoral vocation.

[60] Wu, X., Ramesh, M. and Howlett, M., 2017. Policy capacity: Conceptual framework and essential components. In Policy capacity and governance: Assessing governmental competences and capabilities in theory and practice (pp. 1-25). Cham: Springer International Publishing.

@article{1710506,
      author = {Joshua Oluwaseun Lawoyin, Zamathula Sikhakhane Nwokediegwu, Ebimor Yinka Gbabo},
      title = {Framework Linking Safety Compliance with Productivity and Workforce Well-Being},
      journal = {Iconic Research And Engineering Journals},
      year = {2019},
      volume = {2},
      number = {9},
      pages = {297-308},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1710506.pdf},
      abstract = {Ensuring organizational sustainability requires a holistic framework that effectively integrates safety compliance with productivity and workforce well-being. Traditional approaches often isolate occupational health and safety (OHS) initiatives from productivity goals, overlooking the fact that safe working environments and employee well-being are foundational drivers of operational efficiency. This framework proposes a systems-based model that links regulatory compliance, proactive risk management, and workforce-centered strategies to improved organizational outcomes. Safety compliance, guided by standards such as ISO 45001 and OSHA regulations, provides a structured basis for risk assessment, hazard mitigation, and continuous monitoring. Beyond compliance, embedding a culture of safety nurtures trust, reduces workplace accidents, and minimizes operational disruptions, thereby ensuring continuity and cost efficiency. Simultaneously, workforce well-being extends the framework?s scope by incorporating physical, psychological, and social dimensions of health. Ergonomic workplace design, mental health support, and wellness initiatives not only safeguard employees but also enhance engagement, motivation, and retention. Empirical evidence suggests that employees who feel protected and valued demonstrate higher performance, lower absenteeism, and stronger commitment to organizational goals. This interplay generates a reinforcing cycle, where safety and well-being create a resilient workforce capable of sustaining high productivity levels even in dynamic and uncertain environments. By integrating safety compliance and workforce well-being into a unified framework, organizations can achieve enhanced operational resilience, stakeholder confidence, and alignment with sustainability imperatives. The model underscores the transition from reactive problem-solving to proactive risk management and resilience-building. In doing so, it highlights that productivity is not achieved at the expense of workforce health but rather through its protection and promotion. This framework offers a strategic foundation for future research and practice in advancing sustainable, people-centered, and performance-driven workplaces.},
      keywords = {Safety Compliance, Productivity, Workforce Well-Being, Occupational Health, Risk Management, Employee Engagement, Workplace Safety, Performance Optimization},
      month = {March},
  }