Perceived Management Commitment Research Articles

The role of trust in occupational safety: research results

This article presents the concept and results of a study on the effects of organizational trust on the safety level in an enterprise. The research results presented provide valid and reliable statistical evidence that employees’ trust in management is an important factor that significantly affects safety in a company. In particular, the research findings prove that employees’ trust in management affects safety outcomes indirectly (full mediation), due to the improvement in their engagement in safety citizenship behaviour (SCB); but also that better engagement in SCB should directly or indirectly contribute to the reduction of accident event occurrence through improvement in employees’ health and safety (H&S) regulation compliance (partial mediation). Moreover, the research findings prove that improvement in perceived management commitment in H&S will additionally strengthen positive relationships between trust in management and SCB engagement (interaction effect).

Examining the Mediating Role of Psychological Capital between Perceived Management Commitment and Safety Compliance/Participation of Graduate Students in Research Laboratories

Examining the Mediating Role of Psychological Capital between Perceived Management Commitment and Safety Compliance/Participation of Graduate Students in Research Laboratories

The relationship between perceived management commitment to safety, psychological empowerment, and safety performance among emergency nurses in Jordan

PurposeNurses are susceptible to unfavorable effects of workplace accidents and injuries, therefore, perceived management commitment to safety and psychological empowerment can help nurses to participate in safety measures and adhere to safety performance. Thus, this study aimed to examine the relationship between perceived management commitment to safety, psychological empowerment, and safety performance among emergency nurses in Jordan. MethodsA cross-sectional, descriptive correlational design was used and 306 registered nurses working in the emergency department in Jordanian governmental hospitals were recruited. A self-structured questionnaire consisting of the perceived management commitment to safety scale, psychological empowerment scale, and safety performance scale was used to collect data during the period from July 2022 to August 2022. ResultsThe findings demonstrated that the levels of study variables revealed as follows: the perceived management commitment to safety mean was 3.1 (SD = 0.66) out of 5, which indicated an acceptable level, the mean score of psychological empowerment was 5.37 (SD = 0.94) out of 7, which reflected that the nurses perceived the work environment to be psychologically empowered, and the mean score for safety performance was 4.02 (SD = 0.56) out of 5, which indicated an acceptable level of safety performance among the participants, and the mean for subscales (safety compliance and participation) was 4.07 (SD = 0.57) and 3.93 (SD = 0.69) out of 5, respectively. Also, there was a positive correlation between safety performance and perceived management commitment to safety (r = 0.334, p < 0.001), and psychological empowerment (r = 0.592, p < 0.001). ConclusionIt is necessary to implement continuous interventions centered on empowering emergency nurses psychologically, which has a positive effect on safety performance. Given management’s commitment to safety as a priority topic of discussion at group meetings creating a work environment that encourages nurses' safety performance should be encouraged.

Returning the Favor? Feeling Obliged and Reported Participation in Discretionary Safety Activities.

Recent research has shown that the reported participation of employees in voluntary safety activities is related to the prevention of accidents and injuries. Encouraging such participation, then, is beneficial to organizations. A key question, therefore, is why employees should choose to report that they engage in such activities: what is their motivation given such activities are not compulsory? We used social exchange theory (SET) and organizational support theory (OST) to develop a model linking perceived organizational support to reports of safety participation. SET postulates that the benefits given (by an organization) are reciprocated with potential benefits to the giver as a result. OST emphasizes that feeling obliged is a key part of why people reciprocate the perceived support they get from their organization. Voluntary safety activities have the potential to benefit an organization, so for the first time, we test whether there is a link between perceived organizational support and the reported participation of employees in such activities, and whether the relationship is mediated by felt obligation. We also test whether another key SET motivation to reciprocate, the anticipated reward, is involved in mediating the relationship. A structural equation model with a sample of 536 workers from a Belgian public company, involved in the production and distribution of safe drinking water and in waste water treatment, supported the hypotheses of the authors. The model showed that felt obligation mediated the relationship between perceived organizational support and safety participation reports, and that the anticipatory reward, in the form of perceptions that management was committed to safety, also mediated the relationship between perceived organizational support and safety participation reports. These processes were shown to be separable from employee job engagement and employee perspectives on whether or not voluntary safety activities were part of their job. The findings add to the understanding of why employees choose reported participation in voluntary safety behaviors and also, add to the literature on OST by demonstrating for the first time the involvement of felt obligation and perceived management commitment to safety as mediators between outcomes and perceived organizational support.

How and when organization identification promotes safety voice among healthcare professionals.

The aim of this study is to examine the effect of organizational identification on safety voice behaviour, focusing on the mediating role of safety motivation and the moderating role of management commitment to safety and psychological safety. The study used a cross-sectional questionnaire and a convenience sampling method. Data were collected online during November 2019 from 165 staff members from a disability healthcare organization in Australia that employs over 800 staff. Nearly 80% of the study sample were healthcare workers without supervisory responsibilities, and the remainder were senior staff with some operational duties. Measures of organizational identification, safety motivation, perceived management commitment to safety, psychological safety and safety voice were collected. Data were analysed using a moderated mediation model available with the SPSS PROCESS macro. Findings show that organizational identification interacted with management commitment to safety to predict safety motivation, such that only healthcare employees who identified with their organization and perceived that their management cares about safety would feel that safety was personally important to them. In turn, safety motivation predicted safety voice. However, the effect of safety motivation on safety voice was only significant when psychological safety was low. These findings offer initial evidence for the important role of organizational identification in prompting safety voice, how the relationship is contingent on management commitment to safety and psychological safety. Healthcare professionals' discretionary sharing of ideas and suggestions are crucial to organizational performance and both staff and patient safety. However, safety voice involves inherent social risks because speaking up might not always be perceived positively by co-workers and leaders. We recommend that managers implement specific strategies to cultivate employee identification with the organization and demonstrate a genuine and visible commitment to safety so that employees will be motivated to raise safety concerns.

The mediating role of psychological capital between perceived management commitment and safety behavior

Introduction: Among attempts that address high incidences of fatalities and injuries in coal mines, increasing attention has been paid to management commitment to complement the traditional focus on technological advances in safety management. However, more research is needed to explain the influence of perceived management commitment, with extant research drawing commonly on Griffin and Neal (2000) to focus on safety knowledge, skills, and motivation. This study draws on social cognitive theory (Bandura, 1986) to investigate psychological capital as a link between thought process and safety behavior. Method: This study uses survey data from 400 frontline workers in China’s coal mines to test hypotheses. Result: Results suggest that perceived management commitment to safety correlates positively with workers’ safety compliance and participation, and four constituents of psychological capital—self-efficacy, hope, optimism, and resilience—explain the influence of perceived management commitment on safety compliance and participation. Practical Applications: Findings offer both researchers and practitioners an explanation of how perceived management commitment influences safety behaviors, and clarify the roles psychological capital constituents play in explaining the influence of perceived management commitment on safety compliance and safety participation.

Perceived management commitment and psychological empowerment: A study of intensive care unit nurses’ safety

BackgroundOccupational accidents are substantial, particularly among hospitals’ healthcare providers such as nurses who deliver healthcare services directly to patients. Thus, improving safety performance via safety compliance and participation is required. PurposesThis study investigates the relationship between psychological empowerment as a non-safety antecedent with safety compliance as well as safety participation. Likewise, the study explores the role of nurses’ perceptions toward management commitment to safety as a mediator in these relationships. MethodsA personally distributed survey was employed, and the respondents comprised 285 intensive care unit nurses at eight Jordanian hospitals who were randomly selected by cluster sampling, with a 52% response rate. Partial Least Squares (PLS) was employed to establish the validity and reliability of the study model and to examine the study hypotheses. ResultsThe results confirmed that psychological empowerment has a significant and positive influence on both dimensions of safety performance among nurses. Moreover, perceived management commitment to safety mediates these relationships. ConclusionThe psychological empowerment of nurses can enhance their compliance and participation in safety measures. This paper adds to the current safety literature and nursing practices by demonstrating the effect of psychological empowerment on safety performance. Perceived management commitment to safety as a mediator provides insights for leaders. Practically speaking, health policy makers and safety managers (i.e., infection control officers) should keep their nurses empowered psychologically and be aware of their real commitment to safety to enhance workplace safety of nurses.

Jobs and safety: A social exchange perspective in explaining safety citizenship behaviors and safety violations

In this paper we extend the Job Demands Resources model of situational and routine safety violations proposed by Hansez and Chmiel (2010) to incorporate contextual variables (participation in voluntary safety activities and the perspective employees take on whether such activities are part of their job or not). We draw on a Social Exchange Theory (SET) perspective of job resources (JR) to test important new relationships between safety specific and non-safety specific processes. We build on prior observations that safety participation (SP) predicts lower safety violations, and that employee perspectives on such discretionary activities predicts their discretionary safety behavior (Neal and Griffin, 2006; Chmiel et al., 2017). We adopt a SET perspective for two reasons. First, because SP is discretionary, it can be reciprocated by employees, and reciprocation is central to SET perspectives (Blau, 1964; Eisenberger et al, 1986). Second, because Hansez & Chmiel showed that a safety-specific variable, Perceived Management Commitment to Safety (PMCS), explained additional variance in safety violations over the JDR model. PMCS can be regarded as reflecting anticipated rewards for behaving safely, another key psychological process connected to SET (Blau, 1964; Emerson, 1976). Structural analyses used a sample of 1922 workers from a Belgium steel company. Results add to the understanding of processes predicting safety violations, suggesting that JR promote, not just engagement and anticipatory rewards for acting safely, but important additional reciprocation processes deserving further exploration.

Effects of organizational safety practices and perceived safety climate on PPE usage, engineering controls, and adverse events involving liquid antineoplastic drugs among nurses

ABSTRACTAntineoplastic drugs pose risks to the healthcare workers who handle them. This fact notwithstanding, adherence to safe handling guidelines remains inconsistent and often poor. This study examined the effects of pertinent organizational safety practices and perceived safety climate on the use of personal protective equipment, engineering controls, and adverse events (spill/leak or skin contact) involving liquid antineoplastic drugs.Data for this study came from the 2011 National Institute for Occupational Safety and Health (NIOSH) Health and Safety Practices Survey of Healthcare Workers which included a sample of approximately 1,800 nurses who had administered liquid antineoplastic drugs during the past seven days. Regression modeling was used to examine predictors of personal protective equipment use, engineering controls, and adverse events involving antineoplastic drugs.Approximately 14% of nurses reported experiencing an adverse event while administering antineoplastic drugs during the previous week. Usage of recommended engineering controls and personal protective equipment was quite variable. Usage of both was better in non-profit and government settings, when workers were more familiar with safe handling guidelines, and when perceived management commitment to safety was higher. Usage was poorer in the absence of specific safety handling procedures. The odds of adverse events increased with number of antineoplastic drugs treatments and when antineoplastic drugs were administered more days of the week. The odds of such events were significantly lower when the use of engineering controls and personal protective equipment was greater and when more precautionary measures were in place. Greater levels of management commitment to safety and perceived risk were also related to lower odds of adverse events.These results point to the value of implementing a comprehensive health and safety program that utilizes available hazard controls and effectively communicates and demonstrates the importance of safe handling practices. Such actions also contribute to creating a positive safety climate.

Enhancing Safety Performance by Recognizing the Role of Perceived Management Commitment to Safety in the Jordanian Healthcare Industry: Conceptual Framework

&lt;p&gt;Nowadays, workplace safety is a clear concern for both individuals and organizations, particularly in developing countries such as Jordan. This is evidenced by the expanding body of safety-related literature published on this regard. This paper develops a conceptual framework of safety management based on perceived organizational support theory. The main aim of this framework is to disclose the causal links between a physiological empowerment, respect, perceived management commitment to safety and safety performance based on previous studies. Such framework could have impact on practical issues in healthcare industry, as well as enhancing the body of related literature on perceived management commitment to safety. Consequently, this framework presents a new trend concerning perceived management commitment to safety through investigating each dimension of safety climate individually. &lt;/p&gt;&lt;p&gt; &lt;/p&gt;

Employee perspectives on safety citizenship behaviors and safety violations

Two studies investigate whether employees viewing discretionary safety activities as part of their job role (termed safety citizenship role definitions, SCRDs) plays an important part in predicting two types of safety violation: routine violations conceptualized as related to an individual’s available cognitive energy or ‘effort’; and situational violations, which are those provoked by the organization (Reason, 1990). Study 1 showed SCRDs predicted situational violations only, and partially mediated the relationships between Perceived Management Commitment to Safety (PMCS) and work engagement with situational violations. These findings add to those by Hansez and Chmiel (2010), showing that routine and situational violations have predictors that differ. Study 1 findings also extend research reported by Turner et al. (2005), by showing that the effect of Job Control on SCRDs was mediated by both PMCS and work engagement. In study 2, participation in discretionary safety activities (safety participation) mediated the relationship between SCRDs and situational violations. Similar to study 1 The link between SCRDs and routine violations was non-significant and, strikingly, so was the link between safety participation and routine violations. These results support the view that processes involving SCRDs and safety participation are not cognitive-energetical in nature. In addition, study 2 findings extend previous work by Neal and Griffin (2006) by showing that SCRDs and safety knowledge partially mediated relationships between safety motivation and safety participation, whereas the direct effect of safety motivation on safety participation was non-significant. The results from both studies support the view that SCRDs are important in predicting situational violations.In study 2 SCRDs were shown to partially mediate the relationship between safety motivation and self-reported participation in discretionary safety activities (Safety Participation) which, in turn, related to situational violations. Interestingly there was no significant direct link between SCRDs and situational violations. These findings support the view that the effect of SCRDs on situational violations is fully mediated by participation in discretionary safety activities.

Relationship of safety climate perceptions and job satisfaction among employees in the construction industry: the moderating role of age

This study examines the degree to which construction sector employees perceive that safety is important in their organizations/sites and how job satisfaction affects these perceptions when age is introduced as a moderator variable. Two-way analysis of variance demonstrated that job satisfaction has a strong effect on perceived management commitment to work safety and that this relationship was moderated by respondents’ age. Job satisfaction was associated with perceived accident rate and safety inspection frequency, but the proposed role of age in this linkage was not confirmed. Consequently, the findings indicated that by increasing the level of job satisfaction, perceptions of these safety climate aspects proved to be more positive. The conclusion is that these relationships could further lead to a lower percentage of accidents and injuries in the workplace and better health among employees. A significant relationship between job satisfaction, age and perceived co-workers’ commitment to work safety was not found.

Management commitment to the ecological environment and employees: Implications for employee attitudes and citizenship behaviors

In this article, we examine the implications of perceived management commitment to the ecological environment for employee attitudes and behaviors. Following deontic justice theory, which suggests that individuals are capable of feeling and expressing moral outrage when others are treated poorly, even if such treatment has no direct implications for themselves, we expected that employee attitudes and behaviors would be related to perceived organizational treatment of the environment. At the same time, we expected that these reactions would be moderated by how employees themselves were treated by the organization, in the form of perceived organizational support. In a study of employees and supervisors in a textile firm in Turkey, the results indicate that perceived organizational support moderated the effects of management commitment to the environment on organizational justice, organizational commitment and organizational citizenship behaviors targeting the environment.

Management commitment to safety vs. employee perceived safety training and association with future injury

ObjectivesThe purpose of this study is to explore and examine, specific to the restaurant industry, two important constructs emerging from the safety climate literature: employee perceptions of safety training and management commitment to safety. Are these two separate constructs? Are there both individual- and shared group-level safety perceptions for these two constructs? What are the relationships between these two constructs and future injury outcomes? MethodsA total of 419 employees from 34 limited-service restaurants participated in a prospective cohort study. Employees’ perceptions of management commitment to safety and safety training and demographic variables were collected at the baseline. The survey questions were made available in three languages: English, Spanish, and Portuguese. For the following 12 weeks, participants reported their injury experience and weekly work hours. A multivariate negative binomial generalized estimating equation model with compound symmetry covariance structure was used to assess the association between the rate of self-reported injuries and measures of safety perceptions. ResultsEven though results showed that the correlation between employees’perceived safety training and management commitment to safety was high, confirmatory factor analysis of measurement models showed that two separate factors fit the model better than as two dimensions of a single factor. Homogeneity tests showed that there was a shared perception of the factor of management commitment to safety for the restaurant workers but there was no consistent perception among them for the factor of perceived safety training. Both individual employees’perceived management commitment to safety and perceptions of safety training can predict employees’ subsequent injuries above and beyond demographic variables. However, there was no significant relationship between future injury and employees’ shared perception of management commitment to safety. Further, our results suggest that the variable of employees’perceived safety training could be a proximal predictor of future injury outcome which mediated the relationship between employees’perceived management commitment to safety (a distal predictor) and injury outcome. We propose that when employees perceive their management as having a high level of commitment to safety, they will also perceive that the safety training of the organization is good, which will then further predict future injury experience of the employees.

Safety climate and injuries: An examination of theoretical and empirical relationships.

Our purpose in this study was to meta-analytically address several theoretical and empirical issues regarding the relationships between safety climate and injuries. First, we distinguished between extant safety climate-->injury and injury-->safety climate relationships for both organizational and psychological safety climates. Second, we examined several potential moderators of these relationships. Meta-analyses revealed that injuries were more predictive of organizational safety climate than safety climate was predictive of injuries. Additionally, the injury-->safety climate relationship was stronger for organizational climate than for psychological climate. Moderator analyses revealed that the degree of content contamination in safety climate measures inflated effects, whereas measurement deficiency attenuated effects. Additionally, moderator analyses showed that as the time period over which injuries were assessed lengthened, the safety climate-->injury relationship was attenuated. Supplemental meta-analyses of specific safety climate dimensions also revealed that perceived management commitment to safety is the most robust predictor of occupational injuries. Contrary to expectations, the operationalization of injuries did not meaningfully moderate safety climate-injury relationships. Implications and recommendations for future research and practice are discussed.

Safety behavior: Job demands, job resources, and perceived management commitment to safety.

The job demands-resources model posits that job demands and resources influence outcomes through job strain and work engagement processes. We test whether the model can be extended to effort-related "routine" safety violations and "situational" safety violations provoked by the organization. In addition we test more directly the involvement of job strain than previous studies which have used burnout measures. Structural equation modeling provided, for the first time, evidence of predicted relationships between job strain and "routine" violations and work engagement with "routine" and "situational" violations, thereby supporting the extension of the job demands-resources model to safety behaviors. In addition our results showed that a key safety-specific construct 'perceived management commitment to safety' added to the explanatory power of the job demands-resources model. A predicted path from job resources to perceived management commitment to safety was highly significant, supporting the view that job resources can influence safety behavior through both general motivational involvement in work (work engagement) and through safety-specific processes.

Are career centers worthwhile?

PurposeThis study seeks to examine the extent to which the use of career center services results in the significant incremental prediction of career outcomes beyond its established predictors.Design/methodology/approachThe authors survey the clients of a public agency's career center and use hierarchical multiple regressions in order to examine the extent to which it achieved its goals.FindingsCareer center usage predicted career resilience and action as well as perceived management commitment to employee development beyond established predictors for these variables. Employees' belief that they were personally responsible for their careers was the prime predictor of career center usage.Research limitations/implicationsThe primary limitations of this research are the cross‐sectional research design, the self‐selected sample, and the single source of survey data.Practical implicationsMaking a career center available to employees can help them adjust to the new protean career model and an environment of considerable downsizing. Using the career center leads to positive results with respect to the perceptions of management.Originality/valueAlthough the cultural barrier to career center usage is likely to be resolvable only over time, supervisors could be encouraged to offer more support and coaching to employees. Also, employees' jobs can be developed by increasing the extent to which supervisors provide feedback to employees, allow employees to work autonomously, and require the use of multiple skills.

The role of national culture in determining safety performance: Challenges for the global oil and gas industry

This paper addresses the issue of occupational safety and how the process of globalisation can potentially influence the attitudes, beliefs and behaviour of disparate ‘national’ workforces working across the globe for the same multi-national company. The paper reviews published literature on cross-cultural differences in attitudes, perceptions and beliefs regarding safety and presents details of a study examining the relationship between Hofstede’s [Hofstede, G., 1984. Culture’s Consequences; International Differences in Work-Related Values, Abridged edition. Sage Publications, London, Hofstede, G., 1991. Culture and Organisations; Software of the Mind. McGraw Hill, Maidenhead] cultural values dimensions (i.e., Power Distance, Individualism/Collectivism, Masculinity/Femininity); safety climate (perceived management commitment to safety) and risk-taking behaviour in workforce members of a multi-national engineering organisation operating in six countries. The results suggest that more proximal influences such as perceived management commitment to safety and the efficacy of safety measures exert more impact on workforce behaviour and subsequent accident rates than fundamental national values.

The prevention of occupational injuries in two industrial plants using an incident reporting scheme

Introduction The aim of this study was to examine whether the introduction of an incident reporting scheme with feedback in two industrial plants had an effect on the number of major incidents. Method An intervention design with measurements before the implementation of the incident reporting scheme and two years later was used to examine the relationship between incident rates, safety climate, the willingness to report incidents and perceived management commitment to safety. Results The results showed that a successful implementation of an incident reporting scheme was followed by a decline in the incidence of major incidents at a Danish metal plant. A key factor in implementing the scheme was top management commitment, which was lacking at another plant, where the implementation of a similar scheme failed. Conclusion Although the study shows some encouraging results concerning the use of incident reporting schemes to prevent occupational accidents, the possibility to draw causal conclusions is limited in the present study, and further studies are needed before the effectiveness of such schemes can be evaluated with certainty.

Benchmarking safety climate in hazardous environments: a longitudinal, interorganizational approach.

Safety climate is an important element of organizational reliability. This study applied benchmarking strategies for monitoring safety climate across nine North Sea oil and gas installations that were surveyed in consecutive years. Examination of absolute changes in safety climate complemented the benchmarking approach. Discriminant function analyses (DFA) identified the elements of safety climate predictive of self-reported accidents; correlational analyses were applied to the scale scores and accident proportions across the year period. Absolute improvements were substantial, with safety climate profiles converging in the second year. Large relative improvements were also observed. DFA highlighted perceived management commitment to safety and willingness to report accidents as significant predictors of personal accident involvement. Changes in perceived management commitment to safety were closely associated with changes in safety behavior.