Abstracts

INTRODUCTION

Risk, whether physical, psychological, or financial, is inherent in any human activity. Risks are relentlessly involved in any business activity.¹1 Ledic J No, Lu HY, Silva DA, Moro ARP, Ensslin SR. Occupational health and safety management systems: opportunities and challenges: sistemas de gestão de saúde e segurança no trabalho: oportunidades e desafios. Stud Eng Exact Sci. 2023;4(1):13-34. http://dx.doi.org/10.54021/sesv4n1-002.
http://dx.doi.org/10.54021/sesv4n1-002... A zero-risk situation, or absolute and unconditional safety, does not exist.²2 Li YL, Guldenmund FW. Safety management systems: a broad overview of the literature. Saf Sci. 2018;103:94-123. http://dx.doi.org/10.1016/j.ssci.2017.11.016.
http://dx.doi.org/10.1016/j.ssci.2017.11... To address the constant presence of this threat, occupational health and safety management systems (OHSMSs) are necessary. Safety management systems (SMSs) are integrated mechanisms in organizations designed to control risks that can affect workers’ health and safety, and at the same time ensure the firm can easily comply with the relevant legislation.³3 Fernandez-Muniz B, Montes-Peon JM, Vazquez-Ordas CJ. Relation between occupational safety management and firm performance. Saf Sci. 2009;47(7):980-91. http://dx.doi.org/10.1016/j.ssci.2008.10.022.
http://dx.doi.org/10.1016/j.ssci.2008.10...

Occupational health and safety (OHS) is a pivotal field where performance evaluation can contribute significantly, given the absence of consensus on aspects such as definition, indicators, goals, measurement methods, evaluation, and correlation to efficiency. There is no commonly accepted OHS performance measurement method that can be simply used.⁴4 Korkusuz AY, Inan UH, Ozdemir Y, Basligil H. Evaluation of occupational health and safety key performance indicators using in healthcare sector. Sigma J Eng Nat Sci. 2018;36(3):705-15. Such absence has an impact on workers' health due to the lack of instruments to support the management of the theme in the organization according to İnan, Gül.⁵5 İnan UH, Gül S, Yılmaz H. A multiple attribute decision model to compare the firms’ occupational health and safety management perspectives. Saf Sci. 2017;91:221-31. http://dx.doi.org/10.1016/j.ssci.2016.08.018.
http://dx.doi.org/10.1016/j.ssci.2016.08...

Information provided via performance indicators can be used to facilitate strategic health and safety management decision-making and the implementation of appropriate risk management actions on behalf of the organization.⁶6 Haas EJ, Yorio P. Exploring the state of health and safety management system performance measurement in mining organizations. Saf Sci. 2016;83:48-58. http://dx.doi.org/10.1016/j.ssci.2015.11.009. PMid:26823642.
http://dx.doi.org/10.1016/j.ssci.2015.11... A business that is attempting to improve its performance must not only put these elements in place but ensure that the measures are effective and efficient and provide adequate means of monitoring OHS.⁷7 Tremblay A, Badri A. Assessment of occupational health and safety performance evaluation tools: state of the art and challenges for small and medium-sized enterprises. Saf Sci. 2018;101:260-7. http://dx.doi.org/10.1016/j.ssci.2017.09.016.
http://dx.doi.org/10.1016/j.ssci.2017.09...

Accidents cost a lot of money not only in damage to the plant and claims for injury, but also in the loss of the company’s reputation, workers’ satisfaction, and productivity.⁸8 Asadzadeh SM, Azadeh A, Negahban A, Sotoudeh A. Assessment and improvement of integrated HSE and macroergonomics factors by fuzzy cognitive maps: the case of a large gas refinery. J Loss Prev Process Ind. 2013;26(6):1015-26. http://dx.doi.org/10.1016/j.jlp.2013.03.007.
http://dx.doi.org/10.1016/j.jlp.2013.03.... Investments in OHS have potential value for business and should be crucial to future competitiveness.⁹9 Köper B, Möller K, Zwetsloot G. The occupational safety and health scorecard: a business case example for strategic management. Scand J Work Environ Health. 2009;35(6):413-20. http://dx.doi.org/10.5271/sjweh.1361. PMid:19806280.
http://dx.doi.org/10.5271/sjweh.1361... Thus, the implementation of OHSMSs has become a priority for many organizations¹⁰10 Azadeh A, Farmand AH, Sharahi ZJ. Performance assessment and optimization of HSE management systems with human error and ambiguity by an integrated fuzzy multivariate approach in a large conventional power plant manufacturer. J Loss Prev Process Ind. 2012;25(3):594-603. http://dx.doi.org/10.1016/j.jlp.2012.01.003.
http://dx.doi.org/10.1016/j.jlp.2012.01.... and has been implemented in numerous enterprises since the mid-1980s.¹¹11 Podgorski D. Measuring operational performance of OSH management system: a demonstration of AHP-based selection of leading key performance indicators. Saf Sci. 2015;73:146-66. http://dx.doi.org/10.1016/j.ssci.2014.11.018.
http://dx.doi.org/10.1016/j.ssci.2014.11...

Notably, ergonomics has been integrated into OHSMSs. Health, Safety, Environmental, and ergonomics (HSEE) are essential concepts in today's industries for managers, as they contribute to providing a safe and healthful working environment for all workers and the public.¹²12 Azadeh A, Rouzbahman M, Saberi M, Valianpour F. An adaptive algorithm for assessment of operators with job security and HSEE indicators. J Loss Prev Process Ind. 2014;31:26-40. http://dx.doi.org/10.1016/j.jlp.2014.05.004.
http://dx.doi.org/10.1016/j.jlp.2014.05.... ,¹³13 Azadeh A, Saberi M, Rouzbahman M, Valianpour F. A neuro-fuzzy algorithm for assessment of health, safety, environment and ergonomics in a large petrochemical plant. J Loss Prev Process Ind. 2015;34:100-14. http://dx.doi.org/10.1016/j.jlp.2015.01.008.
http://dx.doi.org/10.1016/j.jlp.2015.01....

OHSMSs also play a vital role in promoting workers' health programs. Understanding OHS key performance indicators enables decision-makers to devise more tailored and, consequently, more effective health promotion programs. Encouragingly, the number of employers investing in workers' health promotion programs is increasing because the companies’ balance sheets demonstrate that healthy employees produce more and cost less.¹⁴14 Martins CO, Michels G. Programas de promoção da saúde do trabalhador: exemplos de sucesso. Rev Bras Cineantropom Desempenho Hum. 2003;5(1):85-90.

Given the significance of OHSMSs, it is crucial to understand what researchers have uncovered through scientific literature and how they interpret their findings. This knowledge is essential for identifying research gaps and fostering advancements in this field. Hence, this study poses the following research question: How are OHSMSs represented in the scientific literature?

The objective of this study is to systemically analyze the scientific literature on this subject. This will support researchers in reflective analysis and assist in identifying unexplored topics and opportunities for future research.

METHOD

This study was conducted utilizing bibliographic procedures and action research in accordance with Creswell¹⁵15 Creswell JW. Qualitative, quantitative and mixed methods approaches. 4th ed. London: SAGE Publications; 2014. guidelines. The methodological procedures are categorized into three sections: the first outlines the intervention instrument, the second details the process of selecting the bibliographic portfolio (both theoretical and empirical), and the third elucidates the methods employed for data analysis.

Intervention instrument

ProKnow-C is a structured process that aims to develop knowledge in the researchers and transmit it through its analyses and contributions.¹⁶16 Dutra A, Ripoll-Feliu VM, Fillol AG, Ensslin SR, Ensslin L. The construction of knowledge from the scientific literature about the theme seaport performance evaluation. Int J Prod Perform Manag. 2015;64(2):243-69. http://dx.doi.org/10.1108/IJPPM-01-2014-0015.
http://dx.doi.org/10.1108/IJPPM-01-2014-... This knowledge enables a greater understanding of the topic which leads to critical analysis of the literature and identification of possible research gaps.¹⁷17 Rodrigues K, Matos LDS, Ensslin SR, Ensslin L, Dutra A, Mussi CC. Evaluation of public sector innovation: systematic review. Public Administration Issue. 2023;5(S1):165-88. http://dx.doi.org/10.17323/1999-5431-2023-0-5-165-188.
http://dx.doi.org/10.17323/1999-5431-202... The instrument is continually updated and currently comprises (i) selection of the bibliographic portfolio (BP), (ii) bibliometric analysis, (iii) literature map, (iv) systemic analysis, and (v) formulation of research suggestions (Figure 1). For this study, the processes undertaken were (i) selection of the bibliographic portfolio (BP), (iv) systemic analysis, and (v) formulation of research suggestions.

Figure 1
ProKnow-C macro-process¹⁸18 Welter LM, Ensslin SR. How do the unintended consequences of performance evaluation systems manifest themselves? J Acc Organ Chang. 2022;18(4):509-28. http://dx.doi.org/10.1108/JAOC-07-2020-0087.
http://dx.doi.org/10.1108/JAOC-07-2020-0... .

Data collection procedures

The data collection was structured into four stages: (i) selection of the gross article database; (ii) application of redundancy, title, and scientific recognition filter; (iii) review of abstracts and application of potential scientific recognition filters; and (iv) thorough review of the remaining articles (Figure 2).

Figure 2
Data Collection Procedure.

To select the gross article database, the authors defined the research axes, performance evaluation, and occupational health and safety, and identified corresponding keywords. These combinations were searched in the Scopus and Web of Science databases on 21 October 2021, without temporal delimitation, focusing on title, abstract, and keywords. This yielded 3,984 articles for the preliminary gross article database, 1,069 from Web of Science, and 2,915 from Scopus. To ensure the selected keywords accurately represented the research topic, an adherence test was conducted. Five articles with relevant titles were selected and their keywords were analyzed for any potential additions. Any differing keywords encountered were context-specific to individual articles. Therefore, no new keywords were incorporated.

Subsequently, the redundancy, title, and scientific recognition filter process was performed. For data management purposes, all article data were imported into the Endnote X9 bibliographic manager, including details like titles, authors, abstracts, journal and institution names, and keywords. Duplicates, book publications, chapters, series, and conference papers were excluded, leaving 3,130 articles in the unrepeated gross articles database. Any articles with titles that did not align with the research focus were removed, reducing the count to 309 articles.

To assess the scientific significance of these articles, citation counts were extracted from Google Scholar. Each article's citation percentage was calculated relative to the entire set. The desired representation rate (R) was set at 26 or more citations. Out of the 309, 114 articles met or exceeded this criterion, accounting for 88% of all citations, and were cataloged in repository K. The remaining 195 articles were grouped into repository P named unrepeated articles with titles aligned and with the potential to have scientific recognition.

Abstracts of the 114 articles from repository K were reviewed, and 47 were considered aligned. These unrepeated articles, with aligned titles and abstracts and confirmed scientific relevance compose repository A. This repository had contributions from 158 distinct authors, leading to the creation of an authors’ database.

Repository P was bifurcated based on publication date: 54 were recent (published within the last two years) and 141 were older. Of the older articles, six had authors listed in the authors' database. The abstracts of these six, along with the 54 recent ones, were reviewed, resulting in 24 articles considered aligned and cataloged in repository B to be reanalyzed.

Repository C combined the articles from A and B, gathering 71 unique articles with relevant titles, abstracts, and confirmed scientific significance. Of these, 63 were freely accessible in full. After a comprehensive reading, 30 articles that aligned with the study's objectives were chosen to establish the final bibliographic portfolio for this research (Table 1).

Systemic analysis procedure

Systemic analysis provides support, coherence, and reasoning for model construction decisions in social contexts and has been carried out in multiple ways.¹⁹19 Ensslin L, Gonçalves A, Ensslin SR, Dutra A. Bibliometric and systemic review of the state of the art of occupational risk management in the construction industry. Int J Occup Saf Ergon. 2023;29(3):1107-20. http://dx.doi.org/10.1080/10803548.2022.2111893. PMid:35946093.
http://dx.doi.org/10.1080/10803548.2022.... It is a scientific process aiming to enrich the literature via a critical review of the selected BP, based on a theoretical affiliation, in order to identify gaps and research gaps and opportunities. Adopting a theoretical affiliation is essential to determine how the context will be observed and which intrinsic attributes will be assessed.

Analysis falls on the investigation of the presence of these characteristics, and how they are presented, according to Marafon, Ensslin.²⁰20 Marafon AD, Ensslin L, de Oliveira Lacerda RT, Ensslin SR. The effectiveness of multi-criteria decision aid methodology. Eur J Innov Manage. 2015;18(1):86-109. http://dx.doi.org/10.1108/EJIM-10-2013-0106.
http://dx.doi.org/10.1108/EJIM-10-2013-0... As highlighted by Ensslin, Giffhorn,²¹21 Ensslin L, Giffhorn E, Ensslin SR, Petri SM, Vianna WB. Performance evaluation of third party companies using the methodology of multicriteria decision support-constructivist. Pesqui Oper. 2010;30(1):125-52. http://dx.doi.org/10.1590/S0101-74382010000100007.
http://dx.doi.org/10.1590/S0101-74382010... performance evaluation is the process of building knowledge in the decision-maker, (1) about a specific context (2) proposed for evaluation, discerned by their perception (3) through activities that identify, organize, (4) measure, and (5) integrate the facets for its management, (6) to visualize the repercussions of interventions and their management (added numbering to denote the origin of the lenses). These six lenses specifically: 1. approach; 2. singularity; 3. process of objective identification; 4. measurement; 5. indicator integration; 6. learning and improvement as delineated by Valmorbida, Ensslin,²²22 Valmorbida SMI, Ensslin SR, Ensslin L. Performance measurement and management accounting: an integrative review of the literature to overcome the difficulties of practical application of performance evaluation in organizational management. Rev Contabilidade Gestão Governança. 2018;21(3):339-60. http://dx.doi.org/10.21714/1984-3925_2018v21n3a3.
http://dx.doi.org/10.21714/1984-3925_201... guided the perspective for the articles' critical evaluation.

Regarding the initial lens, models can be classified as (i) normative, (ii) descriptive, (iii) prescriptive, or (iv) constructive. The origins and interpretations of these terms are elaborated in Roy²³23 Roy B. Decision science or decision-aid science? Eur J Oper Res. 1993;66(2):184-203. http://dx.doi.org/10.1016/0377-2217(93)90312-B.
http://dx.doi.org/10.1016/0377-2217(93)9... and Dias and Tsoukiàs.²⁴24 Dias LC, Tsoukiàs A, editors. On the constructive and other approaches in decision aiding. In: 57th Meeting of the EURO MCDA Working Group; 2003; Viterbo, Italy. Proceedings. Leeds: EURO; 2003. Concerning model utilization, the analysis evaluates if the model is generic or specific. For harmony between the methodology to create the model and its application, models guided by normative and descriptive strategies should be applied to a generic context, whereas those underpinned by the prescriptive or constructive strategies should pertain to specific settings.

The subsequent lens examines the model's singularity, focusing on the decision-makers' role and the physical environment. The third lens identifies if the objectives incorporated in the PE models acknowledge the need for the decision maker's knowledge. The fourth lens analyzes if the model aptly measures the objectives, allowing the identification of each indicator's benchmark levels. The fifth lens investigates the synergy between objectives and indicators, based on the decision-maker's preferences and whether they permit a holistic and systemic evaluation of organizational performance. Ultimately, the sixth lens evaluates if the articles use the information elicited by the models to manage tasks and enhance the context.

RESULTS

Each empirical article underwent a systemic analysis to address the research question, with the findings summarized in Table 1. The analysis encompassed several lenses, including Harmony, Singularity, Legitimacy, Compliance with Measurement Theory, Integration Activity with Decision-Makers Perception, and Utility of the PE Model for Management and Improvement.

In terms of Harmony, most articles adhered to a descriptive approach, with the constructivist approach being the least utilized (10%). Regarding the context, the proportion of specific contexts (52%) slightly outnumbered generic ones (48%), resulting in 81% of articles displaying alignment between the model and the utilized context.

The analysis performed on singularity revealed that 48% of the studies did not identify the decision-makers; 33% did identify them but did not involve them in model development, and a mere 19% were collaboratively built with the decision-maker. Concerning the physical context, a majority of models (62%) were adapted for the organization, while the minority (38%) were built for the organization. Consequently, a significant portion of the articles (62%) did not exhibit singularity, while 19% did, and 19% presented partial singularity.

Legitimacy was determined based on two criteria: i) the incorporation of the decision-maker's knowledge throughout all stages, and ii) the identification of the objectives is fully based on the decision-maker's values. Half of the studies did not consider the decision-maker's knowledge; 42% did throughout the entire process, and 8% in at least one stage. In relation to identification and criteria, the majority (45%) did not acknowledge the values and preferences of the decision-maker; 27% were entirely aligned with the values and perceptions of the decision-maker; 19% were partially aligned, and 9% were externally defined but validated by the decision-maker. Considering these results, 33% of the studies were considered legitimate, while 67% were deemed illegitimate.

The fourth lens revealed that a significant majority of the articles successfully measured the objectives, employing 0% nominal, 28% ordinal, 61% interval, and 11% ratio scales. Remarkably, 89% of the articles complied with measurement theory.

Regarding the fifth lens, 62% of the articles permitted the integration of the indicators, while 33% did not. 5% were not applicable as they were not formulated with the decision-maker’s perception. Therefore, it was not possible to evaluate them. Among those subject to evaluation, in 67% of the studies integration was performed without the involvement of decision-makers to identify the reference levels that are essential to classify the necessary integration rates to move from the lower to the higher reference level. 77% provided a holistic view of performance and both partial and global results; 15% only presented global results; and 8% exclusively offered a holistic performance view. 67% of the articles were descriptive or graphical and did not use cardinal reference levels (benchmark); 25% were descriptive or graphical and used cardinal reference levels; 8% were solely descriptive; and none only used cardinal reference levels or were exclusively graphical.

The sixth lens indicated that half of the studies graphically or numerically presented diagnoses, explaining the strengths and weaknesses; 25% did it generically; 25% did not present any diagnosis, and none textually presented strengths and weaknesses together with graphical or numerical data. Among studies that diagnosed the current situation, 39% did not offer a process for improvement actions; 22% suggested performance improvement without a presented process; 22% identified and ranked actions within a presented process; and 17% identified and suggested actions within a process. Only 22% of the articles, a relatively low proportion, ranked the improvement actions (Table 2).

DISCUSSION

The findings reveal several critical insights into the current state of empirical studies in the field. A significant majority of studies under the Harmony lens employ a descriptive approach and are aligned with their contexts, but the use of a constructivist approach remains minimal. The higher incidence of specific context studies suggests a tendency towards more tailored research.

According to Ensslin, Dezem,²⁵25 Ensslin DV, Dezem V, Dutra A, Ensslin SR, Somensi K. Seaport-performance tools: an analysis of the international literature. Marit Econ Logist. 2018;20(4):587-602. http://dx.doi.org/10.1057/s41278-017-0083-7.
http://dx.doi.org/10.1057/s41278-017-008... to be considered singular, the study must be built with the participation of the decision-maker and aimed at reaching the organization’s goals. If one of the requirements is not met, the result will be a partial singularity. There will be no singularity when both aspects are absent. These requirements are partially or fully achieved in a majority of articles, although with a notable proportion not meeting the criteria for singularity. This highlights a potential gap in the involvement of decision-makers, a vital component for ensuring the study's relevance and applicability to organizational goals.

The result of the third lens signals the model´s legitimacy, according to Landry and Banville.²⁶26 Landry M, Banville C, Oral M. Model legitimisation in operational research. Eur J Oper Res. 1996;92(3):443-57. http://dx.doi.org/10.1016/0377-2217(96)00003-3.
http://dx.doi.org/10.1016/0377-2217(96)0... The concept of legitimizing a model refers to the social code, in which the perspective of individuals is considered. The model is, thus, legitimate or illegitimate, according to the perception of these individuals. Signaling social identity focuses on an internal stakeholder group and claims that staff members or potential job applicants assess the attractiveness of an organization based on its human resource/OHS initiatives.⁸8 Asadzadeh SM, Azadeh A, Negahban A, Sotoudeh A. Assessment and improvement of integrated HSE and macroergonomics factors by fuzzy cognitive maps: the case of a large gas refinery. J Loss Prev Process Ind. 2013;26(6):1015-26. http://dx.doi.org/10.1016/j.jlp.2013.03.007.
http://dx.doi.org/10.1016/j.jlp.2013.03.... The fulfillment of these criteria results in the legitimacy of the studies according to Thiel, Ensslin.²⁷27 Thiel GG, Ensslin SR, Ensslin L. Street lighting management and performance evaluation: opportunities and challenges. Lex Localis. 2017;15(2):303-28. http://dx.doi.org/10.4335/15.2.303-328(2017).
http://dx.doi.org/10.4335/15.2.303-328(2... The legitimacy of the models, based on these criteria, shows that a significant number of studies are considered illegitimate.

Most of the studies do not have the full participation of the decision-makers, which may result in ineffective systems. This raises questions about the extent to which decision-maker's knowledge and values are incorporated, and the implications of this for the effectiveness of the systems developed. The decision-maker's contribution must start from the design of the system. As emphasized by Amir-Heidari,²⁸28 Amir-Heidari P, Maknoon R, Taheri B, Bazyari M. A new framework for HSE performance measurement and monitoring. Saf Sci. 2017;100:157-67. http://dx.doi.org/10.1016/j.ssci.2016.11.001.
http://dx.doi.org/10.1016/j.ssci.2016.11... the first step in the design of health, safety, and environmental (HSE) performance measurement systems is creating an expert team with deep knowledge and experience in the field of HSE and KPIs. The inadequate participation of decision-makers can result in ineffective systems, underscoring the importance of involving an expert team from the design phase.

The fourth lens assumes the indicators and scales comply with the measurement theory, in terms of mathematical operations and statistical analysis according to Stevens.²⁹29 Stevens SS. On the theory of scales of measurement. Science. 1946;103(2684):677-80. http://dx.doi.org/10.1126/science.103.2684.677.
http://dx.doi.org/10.1126/science.103.26... The compliance with measurement theory is generally high, indicating a sound basis for the majority of studies. However, the variety in the types of scales used and the integration of indicators suggests diversity in approaches to measuring objectives and presenting a holistic view of organizational performance. The differences in descriptive, graphical, and cardinal presentations also reflect varied methodologies in conveying results.

The fifth lens analyzes if the mathematical model contemplates the integration activity with the perception of the decision-makers. This way it allows a systemic and holistic vision of the organization's performance as a whole to support management. The resulting information signals the presence of decision-makers' support and the constructivist vision. The basis of a performance evaluation model is to create knowledge in decision-makers for them to identify, evaluate, and improve what is important in a specific context.

The analysis under the sixth lens brings attention to the utility of the information obtained by the PE model in managing activities and suggesting improvements. It was checked if and how the studies diagnose the current situation. The varied presentations of diagnoses and the low proportion of articles ranking improvement actions point to opportunities for enhancing the utility of these studies in practical settings. The emphasis on offering hierarchical improvement actions aligned with established objectives is crucial for providing actionable insights for decision-makers.

The findings from the analysis present a multifaceted view of the current research landscape, revealing both strengths and areas for improvement. The insights generated made it possible to present a research agenda, thus answering the research question and achieving the objectives of the present investigation.

The fact that most models analyzed in this study were not singular may influence their effectiveness. The inherent difficulty in making effectiveness determinations is that such determinations are unique to each organization.³⁰30 Redinger CF, Levine SP, Blotzer MJ, Majewski MP. Evaluation of an occupational health and safety management system performance measurement tool II: scoring methods and field study sites. AIHA J (Fairfax, Va). 2002;63(1):34-40. http://dx.doi.org/10.1080/15428110208984689. PMid:11843423.
http://dx.doi.org/10.1080/15428110208984... A system must be designed to measure tangible and intangible parameters in a specific context and sometimes even in distinct sites of the same organization. It seemed reasonable to monitor safety performance and disseminate examples of good practice at a site level rather than across the organization, where learning processes could perhaps become too generalized for site-specific problems.³¹31 Mearns K, Håvold JI. Occupational health and safety and the balanced scorecard. TQM Mag. 2003;15(6):408-23. http://dx.doi.org/10.1108/09544780310502741.
http://dx.doi.org/10.1108/09544780310502...

It was observed that there is not an established model of success for each type of company, although, the adoption of appropriate methodologies can contribute favorably to increasing the probability of developing an effective system. Therefore, after the systemic analysis based on six lenses, a research agenda (Figure 3) is suggested as an opportunity for the future development of OHS evaluation models.

Figure 3
Research agenda for the development of OHS Evaluation Models.

CONCLUSION

This meticulous study has provided a comprehensive consolidation of how Occupational Health and Safety Management Systems (OHSMSs) are portrayed in the current scientific literature. Through this study, researchers have gained insights into a fragment of the literature, enabling the formulation of a research agenda aiming to guide the development of customized OHSMS for each organization.

Research related to performance management in OHS is likely to expand knowledge in the field. However, this expansion should happen towards the evolutionary direction, meaning that contributions should be built upon what is considered the most advanced stage. The noticeable gap in decision-maker involvement and the inconsistency in model legitimacy highlight critical areas where the alignment of theoretical frameworks with practical necessities can be significantly enhanced. These insights contribute to a more profound understanding of the field, illuminating areas where further exploration and development are essential.

Management of OHS, like any other form of management, is an organizational practice. Studying organizations is part of social science and is not merely an extension of safety engineering. Social science must effectively work with 'soft' data. Consequently, there is not a one-size-fits-all effective model to guarantee the success of OHSMSs, as effectiveness varies from one company to another. While there are numerous ways to define organizational effectiveness, a universally accepted definition remains intangible. If the interpretation of effectiveness changes, it also changes the factors influencing it, and subsequently, what affects performance.

However, it should not be ignored that many countries impose legal obligations on how employers measure and manage OHS. Thus, the voluntarily developed singular systems must comply with legal OHS regulations. Both regulation-governments and market-based standards must be included and the system designs, along with their interaction, must be holistically tested.

Ultimately, by identifying areas of potential improvement and emphasizing the necessity of a tailored approach to OHSMS, this study contributes to the advancement of occupational health and safety practices. The research advocates for the design of singular systems, factoring in the organizational context and informed by decision-makers. They may have general guidelines but should be tailored in accordance with each organization's particularities. Singular systems, developed with the knowledge of decision-makers and specifically crafted for the organizational context, are crucial. In doing so, it emphasizes a holistic and more impactful approach to OHS, ensuring both compliance with legal regulations and commitment to enhancing worker safety and well-being.

REFERENCES

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