Relation between senior managers’ safety leadership and safety behavior in the Chinese petrochemical industry

Senior managers in organizations are authorized and obliged to maintain organizational safety. However, to date, little research has considered the relation of senior managers' safety leadership to safety behavior. This study addresses this gap by using path analysis to confirm the validity of a hypothetical model that relates six dimensions of senior managers' safety leadership to two safety behaviors through the safety climate in the petrochemical industry. A questionnaire survey was sent randomly to workers (other than senior managers) in two petrochemical companies in China, and data from 155 usable responses were compiled for the path analysis. Results indicate that in the petrochemical industry, senior managers' safety leadership has a positive impact on safety behavior, and the safety climate plays an intermediary role between them. From the perspective of the dimensions of senior managers' safety leadership and safety behavior, safety concern has the greatest positive effect on safety compliance. Moreover, safety vision has the greatest positive impact on safety participation, whereas safety inspiration and safety awards and punishment have negative effects on safety compliance. Personal character does not directly influence any dimension of safety behavior but indirectly does so by influencing the safety climate. On the basis of these results, measures of improving senior managers' safety leadership in the petrochemical industry are presented to help improve the overall safety performance of the industry. A new view is provided for the petrochemical industry in China to suggest that senior managers’ safety leadership can be treated earnestly.     

Abusive according to whom? Manager and subordinate perceptions of abusive supervision and supervisors' performance

Recognizing that supervisor–subordinate dyads exist within a broader organizational hierarchy, we examine how the individual's role within the organizational hierarchy influences perceptions of abusive supervision. Specifically, we examine how supervisors' abusive behaviors are perceived by abusive supervisors' managers as well as abusive supervisors' subordinates. Drawing on role theory, we propose that these perceptions will differ. Further, we suggest that these differences will be reflected in different relationships between manager-rated abusive supervision and subordinate-rated abusive supervision and managers' evaluations of supervisor performance. Results from manager–supervisor–subordinate triads indicate differences between managers' and subordinates' view of abusive supervision. Further, managers' perceptions of abuse were related to supervisors' in-role performance, whereas subordinates' perceptions of abuse were related to workgroup performance. In Study 2, we replicate these findings and expand our investigation to an examination of supervisors' contextual performance. Additionally, we examine another contextual characteristic—aggressive climate—and demonstrate it influences how abusive supervision relates to managerial evaluations of supervisor performance. Future research and managerial implications are discussed.     

The case of the disappearing firms: empirical evidence and implications

Organizational survival represents a vital objective for firms, managers, and owners. Most organizational theories regard survival as the ‘correct’ outcome for firms whose managers successfully navigate across a hostile competitive landscape. On the other hand, when a firm ‘disappears,’ scholars, managers, and owners ask, What went wrong?' Failure, exit, bankruptcy, liquidation, hostile takeovers, are largely viewed as results of managerial ‘bungling.’ Many theories about performance, competitive advantage, legitimacy, and leadership rest upon a core assumption that firms, at least some of them, have long, perhaps limitless, life‐spans. Long‐term survival is not seen as merely a random outcome or an unattainable goal. This paper surveys a broad set of empirical findings about firms' life‐spans. It is consistently revealed in the empirical literature that the VAST majority of firms, even large firms, survive relatively short periods. Some themes and their implications are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

Age grading: The implicit organizational timetable

The age distribution within an organization forms an implicit career timetable, and there is evidence that people use their perceptions of this timetable to determine whether their careers are on or off schedule. Questionnaire data were collected from managers (N = 488, 47 per cent) within a large electric utility. The results indicate that managers who see themselves as ‘behind time’ in their careers have more negative attitudes towards work than other managers, even when their perceptions of being ‘behind time’ are inaccurate. However, although these managers continue to have the most negative attitudes, differences between the on and off schedule managers are smaller when their position on the actual career timetable is controlled. Thus, work attitudes are influenced by both individual and demographic factors. Finally, the longer managers remain in the same job, the more likely they are to define themselves as ‘behind time’. This supports other research suggesting that lateral moves within organizations may be an important device for managing the normal -limitations of upward movement in managerial careers.     

The impact of multiple source feedback on management development: findings from a longitudinal study

Despite the rapid uptake of multi‐source multi‐rater (MSMR) feedback systems by UK organizations, comparatively little research exists describing the actual impact on participant managers, in terms of changes in management competence. Ratings of 104 target managers (by self assessments, bosses‐, first‐ and second‐level subordinates) were investigated within the context of a developmental feedback programme in operation within an organization. The study compared ratings over two administrations (with two years between administrations) to determine: (1) changes in co‐workers' perceptions of their target manager's competence, (2) changes in target managers' development needs over time, (3) factors influencing a target manager's revised self‐assessment and co‐workers ratings, (4) changes in congruence between self and co‐workers ratings and (5) the relationship of feedback to the organization's formal performance appraisal process. Significant increases in managers' competence were perceived by the managers' themselves and by their subordinates, development needs were seen to reduce and self and co‐workers ratings were largely seen to become more congruent. However, polynomial regression analyses revealed co‐workers feedback at Time One was not predictive of targets' self‐assessments at Time Two. The implications of these findings with regard to the utility of MSMR feedback as a tool for management development are discussed. Copyright © 2002 John Wiley & Sons, Ltd.     

The effects of quality improvement practices on team effectiveness: a mediational model

Researchers have been challenged to specify the processes that quality improvement (QI) practices could be expected to generate and to explain how they might contribute to organizational effectiveness. This research article meets that challenge through a study of 97 teams in the health care field. The authors developed a ‘Quality Improvement Practices Index’ and showed that QI practices could be differentiated from traditional team‐level variables, and that such practices affect both directly and indirectly (through team‐level variables) team effectiveness. Two models were tested using structural equation modelling. It was found that the perceptions of the impact of QI practices on team effectiveness varied depending on who was assessing the team's performance—members of the team or managers who were external to the team but responsible for the team's performance. The authors discuss the implications of these results both for researchers and practitioners. Copyright © 2002 John Wiley & Sons, Ltd.     

Transition to self‐directed work teams: implications of transition time and self‐monitoring for managers' use of influence tactics

In the face of heightened competitive pressures, elevated quality expectations, and calls for worker empowerment, more and more organizations have turned to self‐directed work teams (SDWTs). A review of the literature devoted to SDWTs suggests that managers often struggle with the transition to SDWTs because of the required shift in control to SDWT members. To promote the development of work teams, managers must modify their use of influence tactics in direct response to the control shift. In this study, we explore changes in managers' usage of influence tactics during the transition to SDWTs within a large aluminum manufacturing plant. Analyses of longitudinal data show that despite the new team environment, managers' use of influence tactics was focused at the individual level. We also found that transition time accounts for variance in managers' choices of influence tactics. Finally, an exploratory analysis suggests that high as opposed to low self‐monitoring managers may be more prone to increase their usage of soft influence tactics and decrease their usage of hard influence tactics over the course of the transition; the influence behavior of low self‐monitoring managers remained unchanged. Implications for future research are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

Person- and context-oriented perceptual age measures: additional evidence of distinctiveness and usefulness

Cleveland and Shore (1992) suggested that four perceptual age measures could be grouped into person-oriented and context-oriented factors. This study examined longitudinal data from their same sample, and tested three propositions related to the distinctiveness and usefulness of the age measures. Confirmatory factor analyses showed that the factor structure proposed by Cleveland and Shore was invariant over time, and that new multi-item scales measuring two types of age loaded on appropriate factors. As hypothesized, context-oriented measures showed less temporal stability than person-oriented measures, and the temporal relationships among person-oriented measures were more easily explained in terms of a strict simplex structure than was the case for context-oriented measures. Perceptual age measures accounted for variance in self-ratings and managers' ratings of employee health, self-ratings of retirement intentions, and managers' ratings of promotability not accounted for by chronological age. © 1997 John Wiley & Sons, Ltd.     

From individual incentives to an organization-wide gainsharing plan: Effects on teamwork and product quality

Despite the widespread use of incentive systems in manufacturing organizations, few studies have used a standard, quasi-experimental research design to directly compare the effects of different plans on employee perceptions and work outcomes. In this study, multiple methods were used to assess changes at a company which ended an individually-oriented piecework plan and subsequently began a high-involvement gainsharing plan. This piecework-to-gainsharing transition involved (a) terminating individual incentives, (b) paying plant-wide bonuses for performance improvements, and (c) developing a highly structured ‘idea’ system which allowed employees limited participation in work decisions. Survey responses obtained two months before the transition and again 15 months later revealed improvements in perceptions of teamwork and concern for performance. Interrupted time series analysis of over four years of objective data showed a significant decrease in grievances and a significant increase in product quality occurring at the time of the intervention. Concerning the latter, defective products per 1000 shipped decreased from 20.93 under piecework to 2.31 under gainsharing. The results are discussed within the framework of Deutsch's (1949a) theory of cooperation and competition.     

The effects of attitude,subjective norm and self-efficacy on intention to benchmark: a comparison between managers with experience and no experience in benchmarking

Competitive benchmarking is a management technique used to compare company performance. The practices and processes of one's own organization are compared with the best performance of other organizations to set targets and learn ways to make improvements. Drawing on Ajzen's (1985) theory of planned behaviour, we examined the effects of attitude, subjective norm and self-efficacy on managers' intentions to undertake benchmarking in their organization. A sample of 49 managers with benchmarking experience was compared with 46 managers with no experience of the practice. Consistent with the theory of planned behaviour, attitude and subjective norm were significant predictors of intention to benchmark. However, contrary to the theory, self-efficacy was not a significant predictor. For managers with benchmarking experience, attitudinal beliefs toward the technique was the strongest predictor of benchmarking intention. For managers with no benchmarking experience, normative beliefs about the views of key groups such as senior management and employees, was the strongest predictor of intention to benchmark. These findings support the possibilities of refinement of the theory of planned behaviour to postulate the primacy of subjective norms in introduction of group behaviour and attitude primacy in continuation of group behaviour. The findings are also discussed in relation to beliefs about benchmarking and for preparing managers who are about to introduce or continue a benchmarking programme.     

Detecting fatigue in car drivers and aircraft pilots by using non-invasive measures: The value of differentiation of sleepiness and mental fatigue

Introduction: Fatigue is one of the most crucial factors that contribute to a decrease of the operating performance of aircraft pilots and car drivers and, as such, plays a dangerous role in transport safety. To reduce fatigue-related tragedies and to increase the quality of a healthy life, many studies have focused on exploring effective methods and psychophysiological indicators for detecting and monitoring fatigue. However, those fatigue indicators rose many discrepancies among simulator and field studies, due to the vague conceptualism of fatigue, per se, which hinders the development of fatigue monitoring devices. Method: This paper aims to give psychological insight of the existing non-invasive measures for driver and pilot fatigue by differentiating sleepiness and mental fatigue. Such a study helps to improve research results for a wide range of researchers whose interests lie in the development of in-vehicle fatigue detection devices. First, the nature of fatigue for drivers/pilots is elucidated regarding fatigue types and fatigue responses, which reshapes our understanding of the fatigue issue in the transport industry. Secondly, the widely used objective neurophysiological methods, including electroencephalography (EEG), electrooculography (EOG), and electrocardiography (ECG), physical movement-based methods, vehicle-based methods, fitness-for-duty test as well as subjective methods (self-rating scales) are introduced. On the one hand, considering the difference between mental fatigue and sleepiness effects, the links between the objective and subjective indicators and fatigue are thoroughly investigated and reviewed. On the other hand, to better determine fatigue occurrence, a new combination of measures is recommended, as a single measure is not sufficient to yield a convincing benchmark of fatigue. Finally, since video-based techniques of measuring eye metrics offer a promising and practical method for monitoring operator fatigue, the relationship between fatigue and these eye metrics, that include blink-based, pupil-based, and saccade-based features, are also discussed. To realize a pragmatic fatigue detector for operators in the future, this paper concludes with a discussion on the future directions in terms of methodology of conducting operator fatigue research and fatigue analysis by using eye-related parameters.     

Leadership self‐efficacy and managers' motivation for leading change

This study develops and tests a leadership model that focuses on managers' motivation for attempting the leadership of change. The construct of leadership self‐efficacy (LSE) is defined, and a measure comprising three dimensions (direction‐setting, gaining followers' commitment, and overcoming obstacles to change) is developed. Based on Bandura's (1986) social cognitive theory, the primary hypothesis is that high LSE managers will be seen by direct reports as engaging in more leadership attempts. Relationships are also proposed between LSE and several factors that are expected to influence this confidence judgment. Managers' organizational commitment and crisis perceptions are modelled as potential moderators of the relationship between LSE and leadership attempts. The model was tested through surveys distributed to managers (n = 150) and their direct reports (n = 415) in a real estate management company and an industrial chemicals firm. Positive relationships (p < 0.05) were found between the first two dimensions of LSE and managers' leadership attempts. An interaction effect involving organizational commitment was discovered for the LSE/overcoming obstacles dimension (p < 0.05). Several positive relationships were found between LSE dimensions and proposed antecedents, including self‐esteem (p < 0.05), subordinates' performance abilities (p < 0.05), and managers' job autonomy (p < 0.05). Copyright © 2002 John Wiley & Sons, Ltd.     

The social construction of fairness: social influence and sense making in organizations

This paper explores how the social relationships employees have with peers and managers are associated with perceptions of organizational justice. These relationships are theoretically modelled as the conduits for social comparison, social cues, and social identification, which are sources of sense making about fairness ‘in the eyes of the beholder.’ It is argued that perceptions of procedural and interactional justice are affected by this type of social information processing because: (1) uncertainty exists about organizational procedures; (2) norms of interpersonal treatment vary between organizational cultures; and (3) interpersonal relationships symbolize membership in the organization. A structural equations model of data from workers in a telecommunications company showed that an employee's perceptions of both procedural and interactional fairness were significantly associated with the interactional fairness perceptions of a peer. In addition, employees' social capital, conceived as the number of relationships with managers, was positively associated with perceptions of interactional fairness. In the structural model, both procedural and interactional justice were themselves significant predictors of satisfaction with managerial maintenance of the employment relationship. The discussion highlights the key role which the fairness of interpersonal treatment appears to play in the formation of justice judgements. Copyright © 2001 John Wiley & Sons, Ltd.     

How perceptions of experience-based analysis influence explanations of work accidents

IntroductionThis article looks into how perceptions of experience-based analysis (EBA) influence causal explanations of accidents given by managers and workers in the chemical industry (n = 409) and in the nuclear industry (n = 222).MethodThe approach is based on the model of naive explanations of accidents (Kouabenan, 1999, 2006, 2009), which recommends taking into account explanations of accidents spontaneously given by individuals, including laypersons, not only to better understand why accidents occur but also to design and implement the most appropriate prevention measures. The study reported here describes the impact of perceptions about EBA (perceived effectiveness, personal commitment, and the feeling of being involved in EBA practices) on managers' and workers' explanations of accidents likely to occur at the workplace.ResultsThe results indicated that both managers and workers made more internal explanations than external ones when they perceived EBA positively. Moreover, the more the participants felt involved in EBA, were committed to it, and judged it effective, the more they explained accidents in terms of factors internal to the workers. Practical Applications: Recommendations are proposed for reducing defensive reactions, increasing personal commitment to EBA, and improving EBA effectiveness.     

Charismatic leadership viewed from above: the impact of proactive personality

We tested hypotheses regarding the relationship between proactive personality and perceptions of charismatic leadership. A sample of 156 managers completed measures of proactive personality along with measures of the five‐factor model of personality and other individual differences. The managers' immediate supervisors rated their charismatic leadership and in‐role behavior. Results suggest that self‐reported proactive personality is positively associated with supervisors' independent ratings of charismatic leadership. Hierarchical regression analyses revealed that proactive personality accounts for variance in a manager's charismatic leadership above and beyond that accounted for by an array of control variables (the Big Five personality factors, in‐role behavior, and social desirability). Copyright © 2000 John Wiley & Sons, Ltd.     

The effects of managerial and employee attributions for corporate social responsibility initiatives

Although corporate social responsibility (CSR) can affect employees, we know little about how it affects them. Employees' interpretation of CSR is important because of the paradoxical nature of CSR. When firms operate in ways that seem counter to their nature (i.e., pursuit of social good rather than profit), the causal attributions of affected employees are crucial to understanding their work‐related behavior, as is the role of contextual factors such as leadership processes in shaping these attributions. Drawing from attribution and social learning theories, we develop a multilevel social influence theory of how CSR affects employees. We integrate managers as second observers in the baseline actor (i.e., firm)—observer (i.e., employee) dyad, whereas most attribution theory research has focused on single actor–observer dyads. Multisource field data collected from 427 employees and 45 managers were analyzed using hierarchical linear modeling. Managers' genuine (self‐serving) CSR attributions are positively related to employees' genuine (self‐serving) CSR attributions; and the strength of the relationship between managers' and employees' genuine CSR attributions depends on managers' organizational tenure. Employees' genuine CSR attributions also are positively related to employee advocacy, whereas—interestingly—employees' self‐serving CSR attributions do not appear to harm employee advocacy. Copyright © 2017 John Wiley & Sons, Ltd.     

An experimental study of the interaction effects of incentive compensation,career ambition,and task attention on Chinese managers' strategic risk behaviors

Building on the person–pay interaction model, we developed and tested a model for the influence of managers' career ambition and task attention on their responses to incentive compensation under different conditions of firm performance. We argued that managers with greater career ambition and task attention will be more responsive to incentive compensation, thereby engaging in more strategic risk behaviors, such as strategic risk taking and strategic change. Results of our experiment using a managerial decision‐making game with a sample of Chinese managers partially supported this contingency perspective. Under the condition of performance decline, managers' career ambition only accentuated the positive relationship between incentive compensation and strategic change. By contrast, task attention strengthened the positive relationships between incentive compensation and both strategic risk taking and strategic change. However, under the condition of performance growth, neither managers' career ambition nor their task attention influenced their responses to incentive compensation. We discuss the implications for how organizational leaders can use incentive compensation to influence the strategic risk behaviors of managers. Copyright © 2015 John Wiley & Sons, Ltd.     

Site managers and safety leadership in the offshore oil and gas industry

Management commitment to safety is recognised as a fundamental component of an organisation's safety culture (Reason, 1997. Managing the Risks of Organisational Accidents. Ashgate, Aldershot, UK). However, the role and experiences of site managers in relation to safety have rarely been examined. A survey questionnaire was conducted of 200 Offshore Installation Managers (OIMs) from 157 offshore oil and gas installations belonging to 36 organisations operating on the United Kingdom Continental Shelf. The questionnaire gathered data relating to OIMs' level of experience and style of leadership as well as their knowledge and experience of safety and leadership within the industry. The aims of the study are twofold. The first aim is to investigate the relationship between managers' level of experience and style of leadership with their safety attitudes and behaviour. The second aim is to investigate managers' perceptions of best practice in safety leadership and their beliefs about the key outstanding safety issues. Findings suggest that experience is not the dominant factor in determining leadership style or attitudes to safety, however, the less experienced OIMs and those with more directive styles of leadership were found to overestimate their ability to influence and motivate the workforce. It seems that although managers are aware of best practice in safety leadership, they do not always act in ways consistent with this. They report having considerable difficulty in motivating and controlling some safety crucial aspects of workforce behaviour such as getting workers to accept ownership of safety and getting workers to report near misses. In terms of outstanding safety issues, it appears that improvements still need to be made in a number of areas such as the standardisation of safety culture; the harmonisation of safety practices and procedures across the industry; improved workforce competency and increased workforce involvement in safety activities and decision making.     

Perceptions of organizational safety: implications for the development of safety culture

Regulatory bodies in the U.K. have emphasized the importance of ‘a positive health and safety culture’ to the safety performance of companies. A key feature of a company's safety culture is shared perceptions amongst managers and staff concerning the importance of safety. This study recorded the perceptions of 312 British Rail train drivers, supervisors and senior managers concerning the relative importance of 25 railway factors. Each level also gave their estimates of the ratings of the other levels. The study found that whilst there was a shared perception of the importance of safety, intergroup perceptions were not realistic. It is argued that accurate intergroup perceptions are essential to the development of mutual trust and understanding between levels, which forms the basis for a positive safety culture. Suggestions for establishing the foundations for a positive safety culture are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

An interpersonal perspective of perceived stress: Examining the prosocial coping response patterns of stressed managers

We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tested our predictions in a sample of 281 employees and their 53 managers working in a clothing retailer in Turkey. Consistent with predictions, we found positive effects of managers' perceived stress on their prosocial coping behaviors and employee outcomes. Managers' perceived stress was positively related to sharing credit with employees for managers who held positive implicit prototypes about employees. Results also indicated that managers' perceived stress was positively related to sharing knowledge with their subordinates regardless of implicit follower prototypes. Both sharing credit and sharing knowledge, in turn, were related to turnover intentions and actual turnover, and sharing credit was related to job performance. This study extends past work by adopting an interpersonal perspective of stress and demonstrating that managerial stress can have positive effects on employee outcomes via prosocial coping behaviors.