Corporate Incentives for Promoting Safety Belt Use: Rationale, Guidelines, and Examples

Geller, E. Scott, 1942- · 1982 · ROSA P / United States. Department of Transportation. National Highway Traffic Safety Administration

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Summary

This 1982 report by E. Scott Geller, commissioned by the National Highway Traffic Safety Administration, addresses the problem of low voluntary safety belt usage among employees in corporate settings. The research is motivated by the need for cost-effective strategies to motivate behavior change, specifically focusing on how to direct and motivate employees to buckle up. The paper argues that while educational components provide direction, motivation is the critical factor for increasing usage rates. It posits that behavioral science principles, particularly behavior modification, offer a robust framework for designing these programs. The methodology involves synthesizing behavioral research with practical guidelines for corporate executives. The report emphasizes the use of incentives (rewards) over disincentives (punishments), citing advantages such as greater acceptability, longer-lasting effects, and positive attitude formation. It outlines three primary application procedures based on the corporate milieu: direct and immediate rewards (e.g., stopping vehicles to give prizes), direct and delayed rewards (e.g., observing license plates for raffles), and indirect rewards (e.g., rewarding the signing of safety belt pledges). The text also details strategies for leveraging peer pressure through group-based rewards and maximizing cost-effectiveness through donations and contests. The findings are supported by twelve case studies of industry-based programs, including those at General Motors, DuPont, and Exxon. These examples demonstrate that applying behavior modification principles can result in remarkable increases in safety belt use. For instance, a program at Berg Electronics (DuPont) achieved a consistent 90% off-the-job usage rate through annual rewards, while a Virginia plant saw usage triple from 5% to 15% after an awareness session, and reach 45% during the subsequent incentive phase. The case studies provide specific data on intervention types, evaluation procedures, expenses, and outcomes, confirming that reward strategies are more feasible and effective than punishment strategies in most corporate environments. The significance of this work lies in its provision of a practical manual for implementing and evaluating safety belt programs. It concludes that appropriate application of behavior modification can yield immeasurable benefits for individuals and industry. Key recommendations include involving employees in program planning to increase acceptance, using public feedback charts to foster peer pressure, and gradually phasing out rewards to maintain high usage levels after the program ends. The report asserts that periodic, cost-effective reward programs are superior to one-time educational campaigns for sustaining long-term behavioral change.

Key finding

Applying behavior modification principles through corporate incentive programs can produce remarkable increases in safety belt use.

Methodology

review

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Topics

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• seat belt use

Information type

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• Empirical Findings: observational prevalence