Abstract:
PURPOSE : In heavy industries like mining, where safety is paramount, organisations need a
well-functioning system of accountability. Yet to whom employees perceive they are
accountable differs at varying hierarchical levels. This article reports on the findings from a
study that investigated sources of accountability at different organisational levels in a certain
mining operation and the mechanisms used to manage such accountability.
DESIGN/METHODOLOGY/APPROACH : An exploratory, qualitative research methodology was used
in the study, underpinned by in-depth interviews with participants from three organisational
levels: blue-collar workers, supervisors and managers. The data collected were analysed using
thematic content analysis.
FINDINGS/RESULTS : Blue-collar workers and supervisors considered self-accountability and
accountability to line managers to be the primary sources of accountability. However,
managers stressed the importance of accountability to regulatory bodies and the legal
implications of non-adherence to prescribed standards. All participants perceived their
reputations to be heavily dependent on their accountability relationships. Mechanisms used in
the organisation to promote accountability included clarifying roles and responsibilities,
building open and honest interpersonal relationships, implementing standardised policies
and procedures, and offering financial incentives.
PRACTICAL IMPLICATIONS : The findings from the study informed the development of a conceptual
accountability model, which should help mining executives in other organisations to manage the
accountability process and promote responsible and safe behaviour at all organisational levels.
ORIGINALITY/VALUE : There is limited empirical research on sources of accountability in
organisations. This study provides useful insights that help to fill this gap.
