Abstract
This study explores the multiple organizational relationships between frontline miners, managers, and supervisors to reveal the human organizational risks of coal mine safety and health management. Data were collected from six high-risk rock burst underground mining companies operating in western, central, north-eastern, and south-eastern regions of China. A total of 1105 respondents from the three core groups were investigated. Descriptive statistics and paired test methods were used to empirically analyze the deteriorated and dislocated relationships between multiple roles. The specific conclusions are as follows: (1) Miners’ perception of relationship quality is the lowest, and the managers’ perception of relationship quality is the highest. (2) “Closeness” relationship is expressed among peer colleagues for all multiple roles. (3) The deteriorated relation rate of miners averagely reached 19.67%, and that of supervisors averagely reached 17.63%, thereby mostly reaching 27.8% for miners with regard to supervisors. (4) The workers in high positions easily have a phenomenon of “overestimated confidence” in the perception of dislocated relationships, and the “miners-supervisors” and “supervisors-manager” dual-core contradiction have obviously been emerging. (5) The valuable, harmonious, and extent degree are relatively lowest in all relationship items.
Highlights
Mine health and safety constitute an integral part of every mining operation and one of the most important aspects of sustainable mining [1]
Rock burst prone coal mines with the inevitably increasing mining depth and intensity are hazardous workplaces requiring serious attention to mine safety [2]. Physical factors such as ground fracturing, principal stresses measurements, microelectromechanical systems, and other risk factors have been extensively studied for rock burst prone coal mines [3,4,5], while human factors have mostly been ignored in this area
Literature reveals that the relational quality and priority among various functional roles such as managers, supervisors, and employees are related to safety activities [6, 8]. e harmonious and high quality of the organizational relationship is the basic requirement for developing a safe and healthy enterprise [9], which is true for the particular field of the coal industry. e butterfly effect of human factors becomes a dangerous threat for accidents in mines
Summary
Mine health and safety constitute an integral part of every mining operation and one of the most important aspects of sustainable mining [1]. Rock burst prone coal mines with the inevitably increasing mining depth and intensity are hazardous workplaces requiring serious attention to mine safety [2]. There is a certain slow lag for multiple organizational relationship research in coal mine safety management. The exchange of leadership members in the field of organizational relationship research is a hot topic, which provides new thoughts for traditional coal mine multiple role studies. The employee-organization relationship (EOR) and team-member exchange (TMX) both provide interactive views for multiple roles studies. Erefore, this study examines the relationship between multiple organizational members (frontline miners, managers, and supervisors) to reveal whether there is a good organizational environment and a misalignment in the quality of the relationship between members with different responsibilities and identities in the rock burst prone coal mine system. The studies on the multiple roles’ interactive relationship with each other in the coal mine system are still missing. erefore, this study examines the relationship between multiple organizational members (frontline miners, managers, and supervisors) to reveal whether there is a good organizational environment and a misalignment in the quality of the relationship between members with different responsibilities and identities in the rock burst prone coal mine system. is study will provide new research ideas for mine safety and health research
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