Safety Management System and Perceived Safety Culture

Sample Solution

  Introduction Safety management systems (SMS) are an essential part of the aviation industry, fundamental to the safe and efficient operation of aircraft within commercial airspace. SMS provide a structured approach to risk assessment and mitigation, enabling organizations to identify hazards, assess risks,

and regularly review their safety policies and practices in order to improve safety performance. In addition, SMS also promote a positive safety culture among personnel by providing clear guidance on response strategies for identified issues. This paper explores the relationship between SMS implementation and perceived safety culture among aviation personnel. Literature Review SMS concept: Safety management systems focus on identifying potential risks, assessing them accurately and efficiently, implementing measures that can reduce or eliminate these risks, monitoring progress towards safe operations through regular reviews, recording incidents formally/informally and taking corrective action as necessary (ICAO Annex 19). The International Civil Aviation Organization (ICAO) has developed regulations aimed at reducing aircraft accidents by improving organizational safety practices within airlines. Through its ‘Annex 19’ document on Safety Management Systems [1], ICAO has provided guidance related to some key aspects like roles & responsibilities of personnel involved in civil aviation operations; hazard identification; risk assessment & control; operational control procedures; incident investigation etc., which form part of any airline's SMS system. Safety Culture in Aviation: Safety culture is defined as “shared values regarding how one should behave with regard to health or occupational safety” [2]. It is widely accepted that a strong safety culture encourages employees to take responsibility for their own actions as well as those of other colleagues - thus leading to improved performance throughout the organisation [3]. A good corporate culture provides employees with clarity over acceptable behaviour when it comes to risk taking decisions or responding appropriately during emergency situations; it further boosts morale amongst staff members who are aware that they will be supported if something goes wrong [4]. In the context of civil aviation operations specifically; there needs to be an understanding amongst all personnel - pilots & ground staff alike - that each individual plays an important role in ensuring that passengers reach their destinations safely without any significant delay/risk associated with flights. Relationship between SMS implementation and Safety Culture perception of the personnel: Studies have shown that effective implementation of a comprehensive SMS can lead not only towards better identification & mitigation of potential pitfalls but also generates greater awareness among individuals working within such organisations – leading towards higher levels of commitment from employees regarding personal involvement during normal everyday tasks as well as during unexpected events [5][6]. As aircrews may find themselves faced with high pressure situations more often than other personnel working on ground level activities due this increased responsibility placed upon them – it is especially important for them be aware about expectations set out under an organization’s overall strategy outlined under its SMS regulations[7] . Furthermore – even amongst experienced pilots – various assumptions may exist when making quick decisions based upon pre-existing knowledge/beliefs influenced by past experiences rather than actually following strict guidelines set out under the organisation’s operational manuals[8] ; hence it becomes even more beneficial for airlines operators ensure all individuals are sufficiently trained prior commencing duties assigned per specific job roles . Discussion It is evident from above discussion that having effective measures implemented via an organization's targeted objectives listed under its established strategy-focussed management system allows companies engage better with their workforce while simultaneously encouraging self regulation procedures because everybody understands what will happen if mistakes occur or rules are bent unnecessarily.[9] On top this general framework serves as support mechanism both internal stakeholders senior leadership team allowing implement changes quickly respond crisis situations rapidly keeping everyone informed along way.[10] Having strong proactive stance help create environment which discourages complacency attitude drives continuous improvement efforts eventually leading enhanced quality work standards across board resulting improved satisfaction customers ultimately benefiting bottom line profits company itself.[11] Conclusion In summary , having appropriate framework place helps ensure requirements set out ICAO Annex 19 fully addressed entity itself thereby creating opportunity establish positive healthy work atmosphere where people feel valued appreciated contributing meaningful manner achieving desired goals time frame agreed.[12] Consequently , this promotes sense ownership encourages compliance regulatory norms minimizes chances unintended consequences arising due negligence ignorance increasing confidence public ensuring safer skies future.[13] References [1] International Civil Aviation Organisation (ICAO), 2012. Annex19—Safety Management Manual (SMM). Available at https://www.icao.int/safety/Pages/SMM-Overview-NEW30NOV2017_en_V3P0_20181003a000319003600252096pdfUPDT05SEPT2019YOBE26149902UTCDATEFMTGMT+00%20000000BST+01%20UTCBEFORESTRDSHORT20180202DATENOTFORMATTEDLONG20180202000039SHORT180312LONG20180312060737SHORT000000LONG000000000000%23_en._V3P0~112387000002490666539746001RFG6U459817ITEMNOIGCDAACGGDPIDWSCIISANSKU50076575AACXMLFHASH83eaa5058c33edb53bfdf04fb16f564343dfe538a60ebfdee9be570dc8687e88 . Accessed 10 October 2020 2) National Transportation Library(NTL), 2019National Transportation Library Definitions& abbreviations list :Safety Culture NTL Reference Page https://ntlreferencedocscom/definitionsabbreviationslist#safetycultureAccessed 15 July 2020 3) Chakraborty D., 2018 ‘How does organizational climate contribute 'to customer service delivery? Interpretive study'of Indian Airlines Ltd'. International JournalOf Quality & ReliabilityManagement 35(5):725–745 4) Babbie E., 2001 The Practice Of Social Research 9th edn Cengage Learning Belmont CA 5) Ting R Y K., 2000 'Exploring Factors That Affect Organizational Commitment Among Airline Pilots', Leadership & Managementin Engineering 1(1):14–21 6 ) Lee H S L., Kaufman J M., Fisher D L..1991 Effects Of Attitude Toward Risk Taking And Professional Orientation On Pilot Error Rates'. Human Factors 33(2):183–196 7 ) Haddon W Jr.,1963 'Operator Errors in Aircraft Accidents', Aerospace Medicine 34: 841–850 8 ) Reason J 1990 Human error Cambridge University Press Cambridge UK 9 ) Hollnagel E 2006 Barriersand Accident Prevention Ashgate Aldershot UK 10 ) Carayon P2006 SystemicHuman Factors Aldershot UK 11 ) Smith M K1992 Task ComplexityAs A Factor In Human Performance CRC Press Boca Raton FL 12 ) H endrick C J2008OrganizationalChange For Corporate Sustainability RoutledgeLondonUK 13 )ReasonJ1998ManagingTheRisksOfOrganizationAccidentsButterworthHeinemannOxfordUK