The main objective of this study is to analyse the importance of behavioural approaches in safety management practices. Accordingly, the discussion section of this study has analysed objectives of this study with findings. According to that, the hypothesis has helped to evaluate the findings and objectives of the study.
5.3.1 Discussion of Hypothesis 1
The result of this study has represented the relationship between Behavioural Approaches and Safety Management Practices in the organization. As per the result of this study, practical Behavioural Approaches innovations have helped to improve the safety of the workers and the working environment. Based on that, the most
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significant Behavioural Approaches are Impact Use of Feedback, Maintenance and Sustainability, Movement and Trust, and Management Influence. According to that, the feedback innovation has helped the employees to share the safety issues freely among the operations teams and helped to resolve the problem quickly. Effective maintenance and sustainability have helped to build trust among the and enhance employee's behavioural approaches. Moreover, management influence has helped to enhance the organization’s long-term changes. Effective communication has helped to build strong relationships among the workers that helped to improve employees' attitudes. Good safety behaviour of the workers has helped improve organizational safety management practices effectively. Thus, it can be concluded that there is positive commitment to behavioural approaches and safety management practices within the oil and gas workers of the study organisation.
5.3.2 Discussion of Hypothesis 2
The present study focused on the behavioural approaches dimension of the workers towards the safety management practices among the oil and gas workers. Particular kinds of approaches are needed to manage the safety of the workers. The present study segmented the fundamental objectives of the investigation into small parts, which helps in the extensive understanding of the current research problem. Numerous statistical analyses were done based on the collected primary data. The four dimensions measured, namely Impact & Use of Feedback, Maintenance &
Sustainability, Movement & Trust and Management Influence with Safety Knowledge.
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These findings found that 2 of 4 dimensions, Impact & Use of Feedback and Management Influence, contributed to Safety Knowledge. Thus, it can be concluded that there is a relationship between Impact & Use of Feedback and Management Influence on Safety Knowledge.
Based on the data analysis, it is suggested that organizations improve behavioural approaches at the workplace by focusing on 2 dimensions that did not contribute to Safety Knowledge: Maintenance & Sustainability and Movement and Trust. In order to improve the maintenance and sustainability of the organization, previous scholars mentioned that behavioural approaches among the United Kingdom reactor plants proved that the managers, unions, and workers created the behavioural approaches based on mutual trust and cooperation. A culture of transparency and trust was created by including essential stakeholders in the process' conception and implementation (Cox et al., 2004). The approach has been expanded to impact other domains, such as environmental management, leadership, and nuclear safety. The study has proved that management trust is one of the essential factors in behavioural approaches at work.
As a result, employees also implemented safety practices on environmental management, safety leadership and nuclear safety at work. Besides that, organizations need to improve the trust between employers and employees. In their study, Zohar and Luria (2005) argued that senior management is responsible for establishing the company's priorities and developing the processes. The correlation between the views of top management commitments to safety and safety behaviours was mediated by the perceptions of supervisors' commitment to safety. Supervisors can be helpful if they lead by example, put workers' safety before production, and encourage employees to report situations when they feel unsafe. Employees rank their supervisors as having the second-highest influence on safety, with the safety manager holding the top spot.
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Other quantitative studies conducted by researchers found that the frequency with which supervisors interacted with their staff demonstrates the importance of co- workers who care about one another's safety, display good safety behaviours, and support one another in the event of an occupational injury. In order to ensure behavioural safety initiatives are successful in the safety management system, trust between and within operational teams is a crucial element.
5.3.3 Discussion of Hypothesis 3
The third hypothesis of the study depicted the relationship of dimensions measured, namely Impact & Use of Feedback, Maintenance & Sustainability, Movement & Trust and Management Influence with Safety Compliance & Participation. These findings found that 2 of 4 dimensions, Movement & Trust and Maintenance & Sustainability, contributed to Safety Compliance & Participation. Thus, it can be concluded that there is a relationship between Movement & Trust and Maintenance & Sustainability with Safety Compliance & Participation among oil and gas workers. The survey also found that safety rules and regulations among the workers of the oil and gas company are reported in a higher proportion in the present study. Wearing personal protective equipment during work is also reported in a higher frequency, according to the present study (Yadav et al. 2022). Apart from that, the encouragement of the co-workers regarding the use of safety equipment is also reported in a higher frequency.
Based on the data analysis, it is suggested that organisations improve behavioural approaches at the workplace by focusing on 2 dimensions that were not contributed in the study Impact & Use of Feedback and Management Influence on Safety Compliance and Participation. In order to improve these, previous scholars mentioned that
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feedback and management influence in behavioural approaches are essential factors in improving employees' safety practices at the workplace. Jones et al. (2004) pointed out that workers must witness one another executing consistent jobs and provide information about safe and unsafe behaviours individually and across the entire site.
If there is a lack of confidence in management's abilities and intentions, or if employees think the approach is a mechanism for management to monitor their work and co-workers to "report" on one another, the process will fail. The effectiveness in this instance will be low (as cited in Vinodkumar and Bhasi, 2010 in DePasquale and Geller, 1999). Besides that, Cox et al. (2004) conducted interviews and site walks about observation within the plants and highlighted several safe behaviours implemented by the employees. Several employee-driven safety solutions were recorded, and instances where the behavioural approaches led to individual and organisational learning. Safety problems were resolved quickly after intervention by the employees. Vinodkumar and Bhasi (2010) suggested that organisation can improve their safety performance through effective safety management practices at work. To conclude, the factors of movement, trust and feedback from management are important in improving safety compliance and participation among employees.
5.4 Theoretical and Practical Implication