Managing production pressures through dangerous informality: a case study

Abstract

Purpose

It is well-known that significant production pressures exist on many construction projects and previous studies have suggested that this pressure is a contributory factor in safety incidents on sites. While research has established that production pressures exist, less is understood about the construction practices that occur when projects are under such pressures and their repercussion for safety. The paper aims to discuss this issue.

Design/methodology/approach

Through an ethnographic approach on a large construction project in the UK, these practices were explored and unpacked. The lead researcher was a member of the Health and Safety department, and undertook participant observation as a main research tool for three years.

Findings

It was found that informal, covert and dangerous “piecework” strategies were adopted at the site level in direct response to scheduling demands. Construction workers were incentivised through extra finance and rest periods to finish the work quickly, which, in turn, prioritised production over safety. Unreasonable production pressures remain an unresolved problem in the construction industry and are, perhaps consequentially, being informally managed on-site.

Originality/value

This study improves our understanding of the complexities involved in the unresolved demands between production and safety on construction sites, which marks a step towards addressing this substantial challenge that is deeply ingrained within the industry.

Citation

Oswald, D., Sherratt, F. and Smith, S. (2019), "Managing production pressures through dangerous informality: a case study", Engineering, Construction and Architectural Management, Vol. 26 No. 11, pp. 2581-2596. https://doi.org/10.1108/ECAM-11-2018-0475