Fatigue risk management: Organizational factors at the regulatory and industry/company level |
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Authors: | Gander Philippa Hartley Laurence Powell David Cabon Philippe Hitchcock Edward Mills Ann Popkin Stephen |
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Affiliation: | aSleep/Wake Research Centre, Massey University, Private Box 756, Wellington, New Zealand;bDepartment of Psychology, Murdoch University, South St., Murdoch, Western Australia 6150, Australia;cAviation Medical Unit, Air New Zealand and Aviation and Occupational Medicine Unit, University of Otago, New Zealand;dLAA-EA 4070-Université Paris Descartes, France;eU.S. Department of Health and Human Services, Centers for Disease Control and Prevention, National Institute for Occupational Safety and Health, Division of Applied Research and Technology, 4676 Columbia Parkway, MS C-24, Cincinnati, OH 45226-1998, USA;fRail Safety and Standards Board, Evergreen House, 160 Euston Road, London NW1 2DX, UK;gUS Department of Transportation, John A. Volpe National Transportation Systems Center, Cambridge, MA, USA |
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Abstract: | This paper focuses on the development of fatigue risk management systems (FRMS) in the transport sector. The evolution of regulatory frameworks is traced, from uni-dimensional hours of service regulations through to frameworks that enable multi-dimensional FRMS. These regulatory changes reflect advances in understanding of human error in the aetiology of accidents, and in fatigue and safety science. Implementation of FRMS shifts the locus of responsibility for safety away from the regulator towards companies and individuals, and requires changes in traditional roles. Organizational, ethnic, and national culture need to be considered. Recent trends in the work environment have potential to adversely affect FRMS, including precarious employment and shortages of skilled labour. Essential components of an FRMS, and examples of FRMS in different transport modes, are described. It is vital that regulators, employer, and employees have an understanding of the causes and consequences of fatigue that is sufficient for them to meet their responsibilities in relation to FRMS. While there is a strong evidence base supporting the principles of FRMS, experience with implementation is more limited. The evidence base for effective implementation will expand, since FRMS is data-driven, and ongoing evaluation is integral. We strongly advocate that experience be shared wherever possible. |
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Keywords: | Hours of service regulations Regulation for fatigue risk management Locus of responsibility for safety Cultural factors in fatigue risk management Essential components in a fatigue risk management system Implementation challenges |
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