Authors : Justine Adua Avogo

Volume/Issue : Volume 11 - 2026, Issue 1 - January

Google Scholar : https://tinyurl.com/32wr9jmn

Scribd : https://tinyurl.com/3zfxk34a

DOI : https://doi.org/10.38124/ijisrt/26jan402

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : Ghanaian construction SMEs continue to experience high occupational health and safety (OHS) risks due to weak enforcement, fragmented safety practices, and limited organisational learning. This conceptual paper aims to develop an integrated safety management framework that addresses these systemic challenges. Specifically, the paper conceptually examines how behavioural reinforcement, organisational culture, and strategic performance measurement can be aligned to improve safety outcomes in resource-constrained construction SMEs. Drawing on Behaviour-Based Safety, Workplace Culture Change, and Balanced Scorecard theory, the paper proposes the Behaviour–Culture–Balanced Scorecard Safety Framework (BC–BSC–SF). The framework demonstrates how leading behavioural and cultural indicators can be embedded within strategic management systems to enable proactive safety governance. The paper recommends strengthening internal controls through strategic scorecards and behavioural monitoring, complemented by enhanced external regulatory oversight. Conceptually, the BC–BSC–SF provides a scalable and policy-relevant model for improving construction safety in Ghana and comparable developing economies.

Keywords : Behaviour-Based Safety, Organisational Culture, Balanced Scorecard, Construction SMEs, Ghana, Safety Performance.

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