Cognitive and motivational effects of participation: A mediator study

Previous experimental studies of participation have typically examined its motivational (especially commitment) benefits. These studies showed that these benefits are neither large nor consistent. The present study focused on the cognitive benefits of participation in decision making (pdm) and on the role of a different motivational mediator, self-efficacy. Unlike previous research which claimed to study the cognitive (informational) effects of participation, the present experiment: (a) allowed the information concerning task strategies to emerge from group discussion rather than being manipulated by the experimenter; (b) measured the actual strategies that were developed and used by subjects in the pdm condition; and (c) measured self-efficacy which was associated with the discovery and use of these strategies. It was found that the strategies developed by the subjects and their self-efficacy completely mediated the effect of participation on performance. Further, participation in setting goals, consistent with previous studies, did not affect performance but did affect self-efficacy.     

The determinants of employee participation in occupational health and safety management

This article focuses on employee direct participation in occupational health and safety (OHS) management. The article explains what determines employee opportunities to participate in OHS management. The explanatory framework focuses on safety culture and safety management at workplaces. The framework is empirically tested using Estonian cross-sectional, multilevel data of organizations and their employees. The analysis indicates that differences in employee participation in OHS management in the Estonian case could be explained by differences in OHS management practices rather than differences in safety culture. This indicates that throughout the institutional change and shift to the European model of employment relations system, change in management practices has preceded changes in safety culture which according to theoretical argument is supposed to follow culture change.     

Weighing the pig never made it heavier: Auditing OHS,social auditing as verification of process in Australia

South Australian organizations assess their OHSMS through audits as evidence of risk control and to help make workplaces healthy and safe. Auditing is an evaluative process regarded as an important step in the cycle of continuous improvement in OHS. Auditing began with financial audits conducted for reasons of corporate governance: for accountability, to inform management decisions and to provide market confidence. Society expects audits to be a tool of regulation, governance and accountability, but celebrated failures of audits to warn of impending financial collapse in organizations in recent years appears to have led to an increased fervour for auditing, rather than a decline. Social audits, including auditing of OHSMS, are intended to determine that an organization is meeting its corporate social responsibilities; but what is audited is often contested and requires subjective analysis. Financial and social audits are subject to failure: unintentional errors, deliberate fraud, financial interests causing undue influence, and undue influence from personal relationships between the auditor and client. We identify five further categories of failure: lack of worker participation; paperwork for the sake of the audit; goal displacement of audit scoring; confusion of audit criteria; and lack of auditor independence and skill. There has been a shift in focus: the current demand and preparation for auditing distracts organizations from the primary goal of making the workplace healthy and safe. We argue that auditing OHSMS has become a ritual rather than a means of improving workplace health and safety and should at least be treated with caution.     

Business strategy,work processes and human resource training: are they congruent?

This study examines the extent to which human resource (HR) training (content and context) is contingent on business strategy (i.e. classified according to Miles and Snow (1984) typology—‘Designing strategic human resource systems’, Organizational Dynamics, 13 , 36–52) as well as the characteristics of the work process. Sixty‐five Spanish organizations (i.e. 65 senior executives and 65 senior HR officers) participated in the study. Using primarily factorial and cluster analyses, support was found to the assertion that companies adopting a particular type of training strategy/policy have a high degree of internal consistency amongst the training objectives sought. In terms of work processes and training, results indicate that under work processes where the content of work provides for enrichment and for long‐term results, companies tend to adopt training strategies where emphasis is on enhancement of individual specialized skills aimed at improving direct productivity. By contrast, firms who use work processes that are characterized by repetitive and routine tasks, de‐emphasize this type of training content. Results also indicae that limited level of contingencies exist between training policies and business strategy, especially when time dimension is also accounted for. While the theory suggests that organizations that have their HR training fit (contingent) on their business strategy are more effective, the empirical results portrayed in this study shows a more complex picture. Copyright © 2000 John Wiley & Sons, Ltd.     

Critical Success Factors for Behavior-Based Safety: A Study of Twenty Industry-wide Applications

One-on-one interviews and focus-group meetings were held at 20 organizations that had implemented a behavior-based safety (BBS) process in order to find reasons for program success/failures. A total of 31 focus groups gave 629 answers to six different questions. A content analysis of these responses uncovered critical information for understanding what employees are looking for in a BBS program. A perception survey administered to individual employees (n = 701) at these organizations measured a variety of variables identified in prior research to influence success in safety efforts. The survey data showed five variables to be significantly predictive of employee involvement in a BBS process: 1) perceptions that BBS training was effective; 2) trust in management abilities; 3) accountability for BBS through performance appraisals; 4) whether or not one had received education in BBS; and 5) tenure with the organization. Also, employees in organizations mandating employee participation in a BBS process (n=8 companies) reported significantly higher levels of: (a) involvement; (b) trust in management; (c) trust in coworkers; and (d) satisfaction with BBS training than did employees whose process was completely voluntary (n = 12 companies). In addition, employees in mandatory processes reported significantly greater frequency of giving and receiving positive behavior-based feedback.     

The mediating role of job characteristics in job redesign interventions: A serendipitous quasi‐experiment

The aim of this paper is to examine the mediating role played by five key job characteristics in the relationship between employee participation in a job redesign intervention and employee well‐being. In studies of job redesign interventions, it has been assumed that any effects of employee participation in job redesign on well‐being are a result of changes in job characteristics rather than participation in change per se. It is therefore important to statistically test for mediation in job redesign intervention studies to help establish that the change in job characteristics is the mechanism through which job redesign interventions work. However, this has rarely been tested directly, either because data to allow tests of mediation have not been collected (e.g. assessments of job characteristics) or because data have been collected but mediation has not been tested using accepted procedures. This makes it unclear whether changes in job characteristics explain the effects. Results from multilevel analyses of a longitudinal 9‐month long serendipitous quasi‐experimental participative job redesign intervention showed that changes in job control, participation, skill utilization and feedback, but not task obstacles, were sufficient to account for the relationship between the intervention and employee well‐being. Copyright © 2009 John Wiley & Sons, Ltd.     

Participatory ergonomics intervention in an industrially developing country--a case study

In industrially developing countries, a few ergonomists have directed great efforts towards developing ergonomics awareness among managers and workers in organizations. There is little research on the degree of their success, though. Furthermore, access of organizations to ergonomics knowledge is usually very difficult, especially in industrially developing countries. Thus, building ergonomics awareness is certainly the first phase of the process. Three companies from one industry (44 people: 14 females and 30 males) participated in a project aimed at improving their work system. At the beginning, we needed to create a common goal and ensure participation with appropriate ergonomics tools. The findings of this study were the key issue for the ergonomics intervention (i.e., a shared vision, awakened need of change and learning). Further, to build ergonomics awareness and develop a continuous learning process in the company, it was necessary to use more ergonomics tools through workers' participation in different workplaces.     

Relationships among employees' work and nonwork responses

This study was concerned with an examination of the relationships among employee responses to the work setting. Responses in the work and nonwork spheres were examined, and an attempt made to determine the stability of the relationships across organizations. Data were obtained from 651 employees of five midwestern organizations using four data sources—structured interviews, on-the-job observations, supervisory ratings, and personnel records. The analysis indicated that, in general, employee reactions in the work and nonwork spheres loaded on separate factors, and that the relationships among employee responses were relatively stable across organizations. Some directions for future research on this issue are suggested.     

Improving team effectiveness using tactical decision games

This paper addresses the development of training in team-level decision making to lead to improvements in safety and performance. A one-day Workshop was developed around tactical decision games (TDGs) for use by action teams, i.e. involving a team of multi-disciplinary experts, in the oil and gas drilling industry. Three TDGs were conducted to help team members to rehearse how they would respond to potential challenging situations, focusing in particular on team skills, such as decision making, situation awareness and communication. TDGs have previously been presented as a useful training technique to improve decision making and have been introduced in many high hazard industries [Crichton, M., Flin, R., Rattray, W.A., 2000. Training decision makers – tactical decision games. Journal of Contingencies and Crisis Management 8(4), 208–217]. Building on TDGs for individuals, in a team-based TDG, team members discuss the scenario and reach a team-based solution, allowing team members to recognise the potential differing perspectives brought to the solution by team members from different disciplines. Specific team skills aspects raised during the TDG scenario were then generalised to the wider project, and their impact on overall team performance, safety, and effectiveness. Members of a deepwater exploration wells team (n = 30) attended the Workshop and reported that the use of TDGs in the Workshop was valuable in defining and illustrating team skills and their influence on team performance, and helping to prepare better for their forthcoming operations.     

Careers as repositories of knowledge: A new perspective on boundaryless careers

This paper argues for a reconceptualization of careers as repositories of knowledge. Careers are visualized as accumulation of information and knowledge rather than simply progressions of work experiences. This definition is considered in light of theories which characterize organizations as knowledge creators. The paper then applies this perspective to the emerging phenomenon of boundaryless careers and concludes that a knowledge perspective provides significant insight into the implications of such careers for individuals and organizations.     

Restructured frame‐of‐reference training improves rating accuracy

The use of heuristic judgments is prevalent in organizations and negatively impacts accurate employee assessments. To minimize the negative impact of heuristic judgments (i.e., anchoring and adjustment), we aim to improve rating accuracy by restructuring frame‐of‐reference (FOR) training. We conducted five studies (N = 1,143) using different samples (three including participants with hiring experience), training environments (onsite and online), and rating contexts (evaluations of sales representatives, teachers, contract negotiation specialists, and retail store managers). Across the five studies, the average improvement in rating accuracy was at least twice as large for restructured FOR (vs. control) training as it was for typical FOR (vs. control) training; the difference in rating accuracy between restructured and typical FOR training was statistically significant. Furthermore, minimizing the anchoring effect rather than increasing opportunities for rating adjustments improved rating accuracy (Study 4). Finally, restructured FOR training achieved higher criterion validity (i.e., a higher strength of the association between ratings regarding a target and the target's objective performance) than did typical FOR training (Studies 3 and 5). We discuss implications for improving the effectiveness of diverse training programs and the accuracy of judgments in organizations.     

Managing OHS: A route to a new negotiating order in high-performance work organizations?

Contrary to a widely held view, rather than seeing the certification of Occupational Health and Safety (OHS) as a barrier to increasing employee participation, this article views new ways of structuring participation as a necessary step towards making improvements in OHS management systems. The article first considers how work organization has changed and then in a similar way traces how bargaining has shifted from being distributive to become integrative to create a fundamental change in the negotiation regime. Finally, by analyzing an OHS-certified firm in greater depth, the article shows how solutions for improvements in OHS management and notable bottom-up formulations of OHS benchmarks may help us discover how the organizational form of firms with high-performance work organization can be developed through new participatory structures.     

基于LCS的应急决策文本相似性比对分析模型

作为应急管理中的主要工作内容,应急决策在整个应急管理工作中具有战略意义,为了对危机情境下的应急决策主体进行聚类分析,定量计算不同决策主体之间相应决策文本的区别。借鉴最长公共子序列模型（LCS）的原理,从决策文本中提取主题词,根据决策文本的特点将其分为“目标”和“行动”2级,结合样本总体确定替换矩阵、空位罚分规则和目标函数,构建高层应急决策文本相似性比对分析模型;运用Needleman Wunsch算法对该模型进行求解;通过对得到的地震情景下的高层应急决策文本的分析,证明模型的有效性和可行性;为了避免序列长度差过大对聚类分析的结果影响,在此基础上提出相对相似性得分的概念,并通过与VSM算法得到的结果进行比较,证明该模型在应急决策文本相似性分析中的优越性。     

中小企业“4+1”安全管理与监管模式研究

在对全国中小企业安全生产状况调查的基础上,分析了中小企业的安全生产现状其数量多、绝大多数在乡镇街道、生产安全事故多发、职业病危害严重、从业人员素质低、生产力水平低;政府针对中小企业的安全监管人员数量少;乡镇街道的安全生产中介服务机构数量少,服务内容单一。因此,提出了中小企业安全生产监督管理“4+1”模式,其中“4”是指中小企业、政府安全监管部门、中介机构和社会监督部门的安全生产管理、监管、服务、监督体系,“1”是指提高监管效能的运行保障机制。该模式从宏观上为政府监管中小企业提出了一种新的思路,从微观上为中小企业、政府安全监管部门、中介服务机构、社会监督部门的安全生产工作提出了新的方法。     

An assessment of health and safety management within working groups in the UK manufacturing sector

Problem: In response to the demands of competitiveness, there has been a proliferation of management delayering in order to move responsibility to those people carrying out the operations and to focus on working as a team. Teams can be managed in different ways: using supervisors, team leaders, or self-managed. The management of health and safety and other business risks is dependent on the way in which the team is managed. Method: This study has assessed, through the use of semistructured interviews, how UK manufacturing companies have addressed a range of health and safety management issues (i.e., the setting, communication, and measurement of company objectives, employee participation and empowerment, and risk assessment) in relation to different styles of group working (i.e., supervised groups, groups with team leaders, and self-managed groups). Discussion: Although the differences are not always significant, it is noticeable that within organizations using supervised work environments, there is a lack of communication of specific health and safety information, little involvement and participation in safety activities, and a greater reliance on the safety function. However, in organizations using team leaders and self-managed groups, there is evidence of greater management involvement, more open communication, and greater employee involvement in health and safety, although empowerment in its true sense was still limited in these organizations. Impact on industry: The results obtained illustrate the impact of different working groups on the management of health and safety in the UK manufacturing sector.     

社会组织参与下的职业健康治理模式分析与研究

针对现阶段政府监管主导下的职业健康治理模式存在的不足,从社会组织的角色定位、社会组织参与下的职业健康治理体系构成与运行机制等方面提出建议,并以目前多个地方现行的社会组织参与下的职业健康治理实践工作为例,对相关治理模式进行分析与总结,本文所提出的社会组织参与下的治理模式可以为各级政府和企业进一步提高相关职业健康治理水平提供参考和借鉴。     

Relationships of participative leadership with relational demography variables: a multi‐level perspective

Relationships of participative leadership with relational demography variables (age, tenure, education, and gender) were explored in an integrated model, combining the ALS (Average Leadership Style) and the LMX (Leader–Member Exchange) approaches to leadership. Data were collected from 561 staff members from 36 schools. The r_wg and the WABA (within‐ and between‐analysis) results indicated the prevalence of the LMX model and the individual‐differences approach in explaining the relationship of the leader's participative behaviors with relational demography variables. In addition, consistent with the study hypotheses, the negative relationship between demographic dissimilarity and PDM (participative decision‐making) was stronger in short‐term superior–subordinate relationships than in longer‐term relationships. These results should encourage researchers to theorize on, and then test for levels of analysis when studying participative leadership. Copyright © 2003 John Wiley & Sons, Ltd.     

A dimensional analysis of supervisor and subordinate attributions of success and failure

Supervisors in five organizations and subordinates in three organizations were asked how important four primary causes of behaviour—motivation, ability, luck and task difficulty—were as causes of subordinate performance. Consistent across all eight samples, organizational members perceived motivation and ability as more important causes of subordinate success than failure. Task difficulty was perceived as a more important determinant of failure than task ease was of success. Luck was the least important cause of both success and failure. Factor analysis revealed that supervisors and subordinates utilized the internal-external locus of causality dimension to explain subordinate success and failure. It was concluded that organizational members rely upon similar causal schemata to explain performance outcomes.     

The context and habits of accident investigation practices: A study of 108 Swedish investigators

The context and habits of accident investigation practices were explored by means of questionnaire data obtained from accident investigators in the healthcare, transportation, nuclear and rescue sectors in Sweden. Issues explored included; resources, training, time spent in different phases of an investigation, methods and procedures, beliefs about causes to accidents, communication issues, etc. Examples of findings were: differences in the extent to which the ‘human factor’ was perceived as a dominant cause to accidents; manning resources to support investigations were perceived as rather scarce; underutilization of data from safety related processes such as risk analysis and auditing data; the phase of suggesting remedial actions (recommendations) were comparatively brief and generally not well supported. A majority of the investigators thought that the investigations were free from pressures to follow a specific direction; the investigators also thought that performing an investigation in itself (regardless of the specific results) had positive influences on safety. A majority of the investigators thought that upper management had a relatively strong influence on safety in the organizations. The results are discussed in terms of suggestions for strategies to strengthen investigation practices – particularly those conducted as part-time work in organizations.     

Can public participation help managing risks from natural hazards?

Most of the mitigation measures against natural hazards can not be perfectly allocated via the common market mechanism, given their principle character of being a public good. Thus, different instruments need to be applied to retrieve their values. Economic valuation tools are one alternative to estimate preferences of individuals towards these goods. These methods are often difficult to operationalise and are not a feasible task for every single project. An alternative is offered by direct preference representation through involving affected interest groups actively in decisions. A critical question is whether the decision on protection measures can be left to public participation or should remain in the experts’ decision responsibility. It can be observed that the latter mode shows inefficiencies. In this paper, it is argued that participation could be one way to bring about the desired goal of increasing efficiency. The present work offers a discussion of the relevant political economic concepts in order to introduce the idea that participation can increase efficiency through achieving the Pareto criterion claimed in the realm of constitutional economics. Furthermore it will be shown that decision aiding tools, namely multi-criteria analysis, can integrate participation into actual decision making processes in a structured way.