| contributor author | Shigeomi Nishigaki | |
| contributor author | Jeannette Vavrin | |
| contributor author | Noriaki Kano | |
| contributor author | Toshiro Haga | |
| contributor author | John C. Kunz | |
| contributor author | Kincho Law | |
| date accessioned | 2017-05-08T22:12:42Z | |
| date available | 2017-05-08T22:12:42Z | |
| date copyright | June 1994 | |
| date issued | 1994 | |
| identifier other | %28asce%290733-9364%281994%29120%3A2%28421%29.pdf | |
| identifier uri | http://yetl.yabesh.ir/yetl/handle/yetl/73730 | |
| description abstract | For many years, the Japanese construction industry has practiced several accident‐prevention activities. In spite of these safety activities, occupational accidents recur. Why? This paper offers examples of accident‐prevention activities and it reports on a safety survey of construction workers in a Japanese construction company. These examples shows that “humanware” failure accounts for a much greater portion of the underlying causes of occupational accidents. “Humanware” is defined as a function of leadership, followership, and the reciprocal interaction between the two. The safety survey had 7,955 responses; 2,588 responses reported experiencing | |
| publisher | American Society of Civil Engineers | |
| title | Humanware, Human Error, and Hiyari‐Hat: A Template of Unsafe Symptoms | |
| type | Journal Paper | |
| journal volume | 120 | |
| journal issue | 2 | |
| journal title | Journal of Construction Engineering and Management | |
| identifier doi | 10.1061/(ASCE)0733-9364(1994)120:2(421) | |
| tree | Journal of Construction Engineering and Management:;1994:;Volume ( 120 ):;issue: 002 | |
| contenttype | Fulltext | |
