In the construction industry, ensuring the safety performance of a project relies heavily on the effective allocation of safety resources. As the importance of mental health in the construction industry increases, evolutionary game theory can be used to analyze the interaction mechanism of various factors affecting safety performance during the construction phase. The objective of this paper is to construct an analytical model that combines evolutionary game theory with genetic algorithms from the perspective of Leader-Member Exchange Ambivalence. The model aims to quantify and compare the various factors that influence achieving the expected safety state and identify the specific necessary constraints. Initially, we analyzed the relationships among construction site employees, divided them into superiors and subordinates, and established a game model and payoff matrix based on the research background. Next, we introduced genetic algorithms into the model via the replicator dynamic equation for optimization. We adjusted the coefficients of safety risk level, psychological expected return, moral identity, and other factors to simulate various construction site scenarios. Simulation and optimization results indicate that genetic algorithms provide more accurate reference values for safety resource allocation compared to preset or manually assigned values.

Psychological hazards within organizational structures of construction sites are difficult to detect and can have significant negative impacts on safety performances when such hazards erupt. At present, most safety performance assessment models for construction sites ignore psychological factors. Therefore, in order to reveal psychological hazards within construction site organizations and to avoid damage caused by psychological hazards to safety performances, this paper evaluates the safety performances of construction sites by focusing on leader–member exchange ambivalence as the main trigger point. The evaluation system and evaluation criteria are established through three aspects: building scale, emotional orientation, and stability factors. The hierarchical analysis method, game theory, and extension cloud model are combined to make evaluation results more objective and credible. Moreover, a construction project with high technical requirements, high investment, and complex construction conditions (defined as a complex project) and an ordinary construction project with low technical difficulty and simple construction conditions (defined as a general project) were selected for analysis. The evaluation results indicate that both complex projects and general projects have safety hazards regarding psychological orientations. Finally, this paper makes some suggestions from three aspects: management system and corporate culture, building site intelligence, and social opinion to improve the safety performances of construction sites. The evaluation results are the same as actual operation results, which verify that models proposed in this paper can be used for safety performance evaluations of actual construction projects and provide help for managers to grasp overall safety levels.

The emotional perception of the new generation of Chinese construction workers is becoming stronger, and the traditional punishment-type management model is gradually failing. In order to address the safety hazards caused by the negative emotions generated after workers' conflict events, the motivation of workers to actively participate in the construction of safety climate is increased, and the safety performance of construction projects is enhanced. This paper introduces emotional event theory to assess workers' psychological perceptions and uses foreman as an intermediary for safety management to analyze the decision-making process between managers and work-groups in the safety management process. By establishing a tripartite evolutionary game model of manager, foreman, and worker, the evolutionary differences among the three parties when the manager is strict or appeasing are examined. The results of the study showed that managers who showed appeasement were more effective than those who showed stringency in accomplishing the safety goals of the project. As the workers' psychological perception index increased, workers were more inclined to adopt aggressive strategies, and their behavior was more influenced by their own moral identity as well as the foreman's attitude under the manager's appeasement attitude. This study can provide managers with suggestions on how to handle the situation after a conflict, which can help regulate the behavior of construction teams and eliminate safety risks.