Abstract
Purpose. The purposes of this study were to identify (a) specific reasons public works safety committee members have to influence their fellow committee members, (b) influence strategies public works safety committee members use more often in the performance of their roles, and (c) the degree to which "hard" or "soft" influence strategies are used by public works safety committee members to influence their committee peers. Methodology. Fifty-nine safety committee members from municipal and local government agency public works safety committees in Southern California comprised the sample for this descriptive study. Surveys and interviews were used to gather data. Survey data were analyzed using descriptive statistics. Interviews from the surveys were analyzed using qualitative methods. The questionnaire response rate was 98%; interview response rate was 60%. Findings. Safety committee chairpersons, management representatives, employee members, and safety advisors (a) identified the primary reason they attempt to influence their peers is to achieve task completion, (b) reported that influencing safe behaviors and gaining acceptance of their ideas are important reasons to influence other safety committee members, (c) demonstrated more frequent use of "soft" influence strategies, such as rational reasoning, consultation, and inspirational appeals; (d) identified situations before, during, and after safety committee meetings in which they used "hard" influence strategies, such as legitimating, assertiveness, and coalition building; and (e) demonstrated use of multiple influence strategies. Conclusions. Safety committee members (a) seek to influence change across their organizations to increase safe behavior; (b) are a supportive group for the development of ideas and suggestions as demonstrated by members' use of "soft" influence strategies; and (c) find "hard" influence strategies, such as assertiveness, to be acceptable when used to prevent accidents. Employee members use expertise and legitimating influence strategies to balance the positional power of the committee chairperson, management representative, and safety advisor. Recommendations for future research. (a) Replicate this study in the private sector using public works contractors, private utilities, or pipeline related businesses. (b) Conduct a study to determine the use of influence strategies to intervene in unsafe work practices by coworkers.