Introduction to Fire Safety Management

4.3.5 Complaints
The level of complaints in a workplace can be indica-
tive of a dissatisfi ed workforce. Dissatisfi ed workers 
are not motivated to comply with any management sys-
tems. Again it is a fairly good indicator of the state of 
Figure 4.1
Downward trend of accidents at work

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Safety culture
63
the culture because if there is dissatisfaction within the 
workplace it is likely that it is as a result of the actions or 
omissions of management.
However, a complete absence of complaints from 
the workforce may indicate a atmosphere of fear or 
uncertainty. A workforce that is competent and confi dent 
of management’s ability to respond positively to issues 
raised will result from a positive culture.
Managers need to analyse the levels and nature of 
complaints with some caution in order to get a feel as to 
whether they are a positive or negative indicator.
4.3.6 Output 
quality
In organisations that produce either goods or services, 
quality of the output is fundamental to business success. 
Poor output quality can be indicative of a poor safety 
quality. If poor output quality demonstrates low levels of 
management control, and if quality control management 
is poor, it is likely that management is poor across the 
organisation thus having a direct bearing upon safety. 
Poor management will adversely affect employees’ 
motivation. Employees that are not motivated are likely 
to take less care of the outputs from their work and so 
the cycle continues.
4.3.7 Staff 
involvement
The degree to which staff are willing to become involved 
in non-core or social aspects of the work may pro-
vide management with a useful insight into the state of 
workplace culture. Among the activities for which quan-
titative data can be made available are:
➤
Suggestion 
schemes
➤
Work 
committees
➤
Social 
activities
➤
Response to attitude surveys.