The Relationship of Occupational Safety Management Practices with Employee Performance: The Mediating Role of Organisational Justice

Abstract

Purpose: The high accident rate in the oil and gas business makes it risky. Workplace safety practices reduce accidents and boost employee performance (EP). Previous studies examined workplaces in developed countries' industrial, educational, and small and medium enterprises. Organizational justice (OJ) should also have been addressed in identifying its direct and mediating role in workplace safety management practices and EP. This study examines how OJ and occupational safety management practices (OSMP) related EP. Theoretical framework: The theoretical framework is based on social exchange theory and OJ theory, this study proposes that OJ (OJ) mediates the relationship between OSMP and EP in the Iraqi oil and gas sector. Design/Methodology/Approach: The methodology of this study is quantitative. A purposive sampling was deployed to collect 409 responses from employees working in Oil and Gas industry in Iraq. Smart Partial Least Square (Smart PLS) version 4 was used for data analysis. Findings: The findings showed that OSMP and OJ positively related EP. Safety investment, management commitment, and safety rewards positively related EP. OJ partially mediated the relationship between OSMP and EP. Research, practical and social Implication: The practical implications for Iraqi oil and gas companies, findings of this study can improve EP by increasing OSMP. Management should encourage and reward safety behavior and increase the level of OJ. Originality/Value: This study is original because it address the issue of occupational safety in a highly risk industry such as oil and gas in developing countries.