Organizational commitment,turnover and absenteeism: An examination of direct and interaction effects

A three component model of organizational commitment was used to study job withdrawal intentions, turnover and absenteeism. Affective commitment emerged as the most consistent predictor of these outcome variables and was the only view of commitment related to turnover and to absenteeism. In contrast, normative commitment was related only to withdrawal intentions while no direct effects for continuance commitment were observed. Continuance commitment, however, interacted with affective commitment in predicting job withdrawal intentions and absenteeism. The form of the interaction was such that high sunk costs tempered relationships between affective commitment and the relevant outcome variables.     

Organizational attitudes and behaviors as a function of participation in strategic and tactical change decisions: An application of path–goal theory

Based upon path–goal theory of leadership, decision type (strategic versus tactical) was suggested as a moderator variable between employee participation in decision making (PDM) and work outcomes. A total of 249 respondents in five Israeli organizations undergoing planned changes, participated in the study. Results from four out of the five organizations revealed that participation in tactical rather than strategic decisions was a better predictor of an increase in change acceptance, work satisfaction, effectiveness, and time allotted to work. The stronger effects associated with tactics rather than strategy were found even if PDM expectations were included. Theoretical and practical implications of the results were discussed.     

Organizational prerequisites for the implementation of systematic health, environment and safety work in enterprises

The Norwegian internal control (IC) regulation, which was set into force in 1992, has received attention because preventive health and safety systems have become mandatory for every enterprise, regardless of size and business. Enterprises are expected to implement proper systematic actions to ensure that the enterprise operates in accordance with requirements specified in laws and regulations in the health, environment and safety (HES)¹ domain. The present study was conducted in order to find out what organizational factors are feasible in predicting success in managing systematic HES work. The study focuses on enterprises' experiences in their efforts to implement IC of HES. The results showed that 45% of the companies in Norway had implemented IC 4 years after the onset of the regulation. A total of 36% were under way, while 19% had not started yet. In 1993 the corresponding figures were 8%, 25% and 67%, respectively. Available internal HES competency with professional training was the strongest predictor for success in managing systematic HES work. Thereafter followed factors like external push and pull factors (customers, labor inspection and business partners). Time elapsed since implementation of the regulation was also of importance.     

Organizational practices and workplace health and safety: A cross-sectional study in manufacturing companies

We report the results of a mail questionnaire for 312 manufacturing firms in the province of Ontario (Canada). We conducted a cross-sectional analysis of workplace level health and safety policies, practices and attitudes. Analyses were conducted across firm categories based upon lost-time frequency rate (LTFR) data. Lower LTFRs were associated with paternalistic initiatives, recording of occupational health and safety (OHS) measures, greater involvement of workers in decision-making, and better managerial attitudes concerning the importance of OHS. The composition of the Joint Health and Safety Committee (JHSC), a committee mandated in all workplaces we sampled, differed according to injury rate: the mean number of worker (vs. management) members on the JHSC was higher for lower injury sites, and the mean number of worker members attending JHSC meetings was also higher for lower injury worksites. In addition, workplaces with lower LTFR benefitted by having JHSCs with more executive functions and greater worker involvement. In conclusion, managerial and worker participation in OHS initiatives characterizes safer workplaces. Also, general concern of management towards OHS—illustrated by both attitudes and concrete actions—is also associated with lower injury rates.     

The effect of turnover on work satisfaction and mental health: Support for a situational perspective

This study finds support for the situational approach to affect determination in a prospective, two-year longitudinal field study. Specifically, turnover was shown to predict changes in subsequent job measures of work satisfaction and mental health. Employees who changed jobs and occupations showed greater increases in both work satisfaction and mental health than employees who only changed jobs or employees who remained in their initial positions. Further research directions are introduced.     

文化铸魂谋赢机--记中国石化河南油田HSE文化建设

HSE管理体系是近些年石油石化系统从国外引进的健康、安全和环境管理标准体系,中国石化集团河南石油勘探局、中国石化股份有限公司河南油田分公司(本刊以下都简称"河南油田")2003年2月开始正式启动运行这一体系,在近3年的运行中,他们克服国外管理模式在中国本土经常出现的"水土不服"的困难,在河南油田这块土壤上,逐渐培育形成了具有自己特色的HSE文化,这一文化渗透于河南油田安全生产管理的方方面面,使得油田近两年安全生产状况明显好转.2004年,河南油田生产原油188万吨,在册职工3万多人,工业生产中事故千人死亡率、千人重伤率均为0.2005年度到目前为止,工业伤害事故千人死亡率、千人重伤率、交通千台车死亡率均为0,被中石化集团公司评为"安全生产先进单位".     

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.     

Good relationships at work: The effects of Leader–Member Exchange and Team–Member Exchange on psychological empowerment,emotional exhaustion,and depression

Emotional exhaustion and depression pose a threat to employees' psychological health. Social relationships at work are important potential buffers against these threats, but the corresponding psychological processes are still unclear. We propose that the subjective experience of high‐quality relationships with supervisors (i.e., Leader–Member Exchange [LMX]) is one of the protective factors against psychological health issues at work and that this effect is mediated by psychological empowerment. We tested these assumptions with two studies (one cross‐sectional and one time lagged) on diverse samples of employees from different organizations. The first study employed emotional exhaustion as the outcome measure; the second used depression. Results from both studies support the proposed process by showing that LMX positively affects empowerment, which negatively affects emotional exhaustion (Study 1) and depression (Study 2). Additionally, Study 2 also showed that Team–Member Exchange is as important as LMX for preventing psychological health issues among employees. Copyright © 2015 John Wiley & Sons, Ltd.     

Needle stick and sharps injuries among health care workers in Gondar city, Ethiopia

Background

All employees in health care settings handling needles or other sharps are at risk for needle stick and sharps injuries (NSSIs). Health care workers in under developed countries are at greater risk of infection from blood borne pathogens because of the lack of safety devices and the high prevalence of these pathogens.

Objectives

The aim of this study was to assess the prevalence of NSSIs and associated factors among health care workers in government health institutions in Gondar city, Ethiopia.

Methods

Institution based cross sectional study was conducted from May-December, 2010. The study included 344 health care workers who were selected from the source population using simple random sampling technique. Data were collected through interviews using structured and pre-tested questionnaire and the collected data were entered and analyzed using SPSS version 16.0.

Results

The prevalence of NSSIs among health care workers in the preceding 12 months was 106 (30.8%), of which 58 (54.7%) was reported by females. Lack of training on occupational health and safety, working more than 48 h/week, dissatisfaction with work environment and work culture, greater than 10 years of work experience and having low and moderate perception of risk were found to be significantly associated with NSSIs.

Conclusion

The study found high prevalence of NSSIs among health care workers. Effective training, ongoing awareness on the risk of hazards, preventive measures such as engineering control, and post-exposure prophylaxis following NSSIs are essential to reduce the risk of such injuries.     

Safety specialists in industry: Roles,constraints and opportunities

This paper comments on the slow and uneven occupational development of safety specialists in British industry. It provides an analysis of possible strategies for safety specialists by identifying three main areas of activity: processing and generating information, giving advice and participating in problem-solving, and taking direct action. These may be practised at each of the following five stages involved in the technical control of hazards: identification of hazards, assessment of risk, development of controls, implementation of controls and longer-term monitoring and adaptation. Hie position of specialists encountered in eight case studies in the chemical and related industries is then described. The third section advocates the role of the specialist as adviser and discusses the importance of line management assuming direct executive responsibility for the health and safety of those for whom they are directly responsible. The paper acknowledges some of the obstacles facing specialists who wish to develop a strong advisory and problem-solving function. It considers the specialists' access to the following sources of power and influence: managerial dependence on their expertise, patronage within the hierarchy, a direct controlling function, internal coalitions formed with representatives of the workforce, external coalition formed with the factory inspectorate, formal organizational position and their personal qualities of charm and leadership. Comments are made on how aspects of the organizational context and climate of opinion affect the specialists' access to these power sources and the final section of the paper considers the effect of different recruitment and career paths of the specialists themselves.     

Management practices as antecedents of safety culture within the trucking industry: similarities and differences by hierarchical level

PROBLEM: A homogeneous perception of safety is important for the achievement of a strong safety culture; however, employees may differ in their safety perceptions, depending on their position and/or hierarchical level within the organization. Moreover, there is limited information on the antecedents of safety culture. This study examines how safety training, driver scheduling autonomy, opportunity for safety input, and management commitment to safety influence individuals' perceptions of safety culture. METHOD: Data for this study were drawn from 116 trucking firms, stratified by three safety performance levels. The data were collected from drivers (lowest hierarchical level), dispatchers (medium hierarchical level), and safety directors (highest hierarchical level), regarding their perceptions of their respective corporate safety cultures. Perceptions of safety culture were analyzed through a linear regression using dummy variables to differentiate among the three hierarchical groups. The resulting model allowed for examination of the specific antecedents of safety culture for the three employee groups and the extent to which the hierarchical groups were in agreement with each other. RESULTS: Driver fatigue training, driver opportunity for safety input, and top management commitment to safety were perceived to be integral determinants of safety culture in all three groups. IMPACT ON INDUSTRY: Trucking firms seeking to strengthen employees' perceptions of safety culture might begin by improving these safety management practices while appreciating that they may have a different impact depending on the employee's hierarchical position (e.g., drivers' perceptions of safety culture are more influenced by top management commitment and driver fatigue training). A fourth safety practice examined, driver scheduling autonomy, was not found to be instrumental in shaping safety culture for any of the three hierarchical levels. Consistent with previous research, implementation of stronger safety cultures should result in fewer accidents.     

Issues and non-issues in the fidelity–bandwidth trade-off

This paper makes seven points in response to certain claims made by Ones and Viswesvaran (1996, this issue). First, we see no evidence that the fidelity–bandwidth trade-off has become a crisis in the empirical literature. Moreover, we seen no evidence that anyone prefers narrow band personality measures over broad bandwidth scales. In addition, because job performance is complex and multidimensional, broad bandwidth predictors are normally required in personnel selection. Finally, our conclusion is simple—the nature of the criterion dictates the choice of predictors and matching predictors with criteria always enhances validity.     

善于运用安全文化的管理者--访中国石化集团河南石油勘探局局长袁政文

搞地质勘探出身的袁政文局长,为人谦和、低调,是一位学者型的管理者.他在石油企业工作多年,对企业的安全文化有着深刻而独到的理解,在河南油田安全文化的建设过程中,发挥了领路人的作用.近日,本刊记者专程赴南阳,就河南油田安全文化建设这一主题采访了他.     

Job characteristics and employee well-being: a test of Warr's Vitamin Model in health care workers using structural equation modelling

Warr's (1987) Vitamin Model was investigated in a representative sample of 1437 Dutch health care workers (i.e. nurses and nurses' aides). According to this model, it was hypothesized that three job characteristics (i.e. job demands, job autonomy, and workplace social support) are curvilinearly related with three key indicators of employee well-being (i.e. job satisfaction, job-related anxiety, and emotional exhaustion). Structural equation modelling (LISREL 8) was employed to test the comprehensive Vitamin Model. The results showed that the fit of the non-linear model is superior to that of the linear model. Except for the relationship between job autonomy and emotional exhaustion, the curvilinear relationships followed the predicted U-shaped or inverted U-shaped curvilinear pattern. Moreover, it appeared that the three job characteristics are differentially related with various indicators of employee well-being. In conclusion, this study partially supports the assertion of the Vitamin Model that non-linear relationships exist between job characteristics and employee well-being. © 1998 John Wiley & Sons, Ltd.     

Social support,group consensus and stressor–strain relationships: social context matters*

In this study, we examined the degree to which individuals' reactions to stressors were influenced by the quality of their shared social environments. Based on social support theory, we proposed that individuals in positive social environments would show lower levels of strain when exposed to stressors than would individuals in negative social environments. The quality of the shared social environment was assessed by measuring the degree of consensus among group members about an issue of importance to the group—namely about the group leadership. Social influence theory provides compelling reasons to believe that this measure of consensus should be a strong indicator of the quality of the social environment within the groups. In multilevel analyses using a sample of 1923 soldiers who were members of 52 Companies deployed to Haiti, we found that the quality of the social environment moderated relationships between (a) work stressors and morale and (b) work stressors and depression. Copyright © 2001 John Wiley & Sons, Ltd.