The Impact of Organizational Roles on Hazard Reporting and Corrective Action Effectiveness in Project Management

Despite extensive hazard reporting systems being implemented across the construction industry, serious injuries and fatalities (SIF) continue to plague worksites, revealing a missing link between hazard identification and effective corrective action implementation. This study addresses this overlooked dimension by examining how organizational roles create systemic variations in hazard response quality, a factor rarely investigated in existing safety literature. Our analysis of 732 hazard reports from a multinational project management construction company demonstrates that safety personnel issued 78.4 % of strong corrective actions while frontline construction teams accounted for only 21.6 %. Statistical analysis revealed an association between organizational role and corrective action effectiveness (p < 0.001) with frontline teams showing substantially weaker follow through than safety personnel as evidenced by the complete absence of strongest category corrective actions from construction teams. The research underscores the urgent need for role specific hazard reporting protocols and integrated communication channels between safety personnel and construction teams to bridge this critical implementation gap. Future research should investigate how role based hazard reporting interventions affect accident reduction rates and near-miss reporting trends to establish causal relationships between organizational roles and safety outcomes.