Copyright © 2026 Authors retain the copyright of this article. This article is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

@article{187801,
        author = {M. O. O. Ifesemen and Dr Dulari A Rajput},
        title = {Reducing Workplace Incidents / Poor Performance by Holding Organisations and Leaders Accountable},
        journal = {International Journal of Innovative Research in Technology},
        year = {2025},
        volume = {12},
        number = {7},
        pages = {6924-6929},
        issn = {2349-6002},
        url = {https://ijirt.org/article?manuscript=187801},
        abstract = {This study investigates the intricate link between workplace operational incidents and administrative errors, emphasizing the critical role of organizational and leadership accountability in mitigating error-enforcing conditions that precipitate incidents and degrade performance. Employing a robust qualitative approach, the research integrates a mixed-methods design encompassing naturalistic observation—both participant and non-participant—and unstructured interviews conducted with over 300 personnel within a Nigerian-based transnational organization. Data were meticulously analyzed using descriptive and deductive reasoning frameworks to elucidate the impact of leadership decisions and organizational practices on the prevalence of workplace errors and related incidents.
The findings reveal a compelling pattern: more than 80% of workplace incidents, encompassing both physical injuries and psychological harm, originate from administrative errors linked to leadership styles and organizational culture. Key error-enforcing conditions identified include pervasive blame culture, inadequate fatigue management, favouritism, bullying, flawed performance appraisal systems, and a pronounced lack of employee empowerment. Notably, psychological injuries arising from these administrative errors—such as diminished self-esteem, depression, and chronic stress—were found to be more detrimental than physical injuries, exerting profound negative effects on employee motivation, productivity, and overall organisational performance. The study further underscores the frequent misinterpretation of incident causality and highlights the paramount importance of objective evaluation and leadership accountability as mechanisms to reduce incident recurrence effectively.
In conclusion, the research advocates cultivating accountability at all organisational levels, enhancing leadership competencies, and promoting a culture grounded in empathy and objectivity within performance appraisal and incident management processes. Implementation of these measures is projected to foster safer, more productive work environments, thereby driving improved organisational outcomes. The study also calls for integrating accountability principles into corporate governance frameworks. It emphasises the need for transformational learning through causal reasoning to address the root causes of workplace errors and incidents, ultimately contributing to sustainable organisational excellence.},
        keywords = {},
        month = {December},
        }