ABSTRACT
Shift-workers resist rules that dictate when they can work and when they must rest for two reasons: (1) because they perceive an inequitable trade of compensation and bulk personal time in exchange for organisational safety improvement and no personal benefit and (2) because they are missing the logical links between the rules and fatigue risk factors. Overcoming this resistance is one of the biggest challenges encountered by fatigue managers; but acceptance of work and rest rules can be improved by demonstrating that rules can lead to hidden personal benefits and by explaining how rules can reduce the impact of fatigue risk factors. Building awareness about sleep and fatigue and sharing information about personal benefits that can result from better sleep and fatigue management prior to implementing rules can also improve acceptance.
