The Relationship Between The Occupational Health And Safety Management System And Safety Behaviors In The Workplace Among Operational-Level Employees In The Production Department Of A Granite Product Manufacturing Company In Tak Province

Abstract

This study investigates the relationship between the occupational health and safety management system (OHSMS) and safety behaviors among operational-level employees in the production department of a granite product manufacturing company located in Tak Province, Thailand. The research aimed to examine how personal factors age, education, and work experience and ten OHSMS dimensions influence employees’ safety behavior in the workplace. A quantitative, cross-sectional survey design was employed, using a structured questionnaire developed from relevant theories and empirical literature. The population consisted of 363 employees aged 21–55 years, and a sample of 190 respondents was determined using Taro Yamane’s formula. Data were analyzed using descriptive statistics, t-tests, one-way ANOVA, and multiple regression analysis. The results revealed that respondents exhibited a very high level of safety behavior (Mean = 4.778) and a high overall perception of OHSMS implementation (Mean = 4.182). The ANOVA results indicated that work experience significantly affected safety behavior (p < .05), while age did not. The multiple regression model was statistically significant (F = 3.410, p < .001; R² = .160), identifying four OHSMS dimensions policy, planning, communication, and operational control/documentation as significant predictors of safety behavior. Among these, policy, communication, and control/documentation had positive relationships with safety behavior, whereas planning demonstrated a negative association. The findings highlight that effective OHSMS implementation enhances workplace safety behaviors, particularly when policies are clearly communicated, procedures are well-documented, and safety planning is participative and flexible. The study underscores the importance of continuous communication, practical training, and supportive leadership in sustaining a proactive safety culture. Recommendations include reinforcing safety communication strategies, revising planning processes to reduce procedural rigidity, and providing targeted mentoring for less experienced employees.