Influences on safety consciousness in a utility company: A sequential mediation model |
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| Institution: | 1. Albers School of Business and Economics, Seattle University, Seattle, WA 98122, USA;2. College of Business, University of Central Oklahoma, Edmond, OK 73034, USA;1. Department of Management, The University of the Basque Country UPV/EHU, Faculty of Economy and Business, Plaza de Oñati, 1, 20018 Donostia–San Sebastián, Spain;2. Département de management, Université Laval, Faculté des sciences de l''administration, Pavillon Palasis-Prince, 2325, rue de la Terrasse, Local 1638, Québec (Québec) G1V 0A6, Canada;3. Department of Management, University of the Basque Country UPV-EHU, E.U. Politécnica, University of the Basque Country UPV-EHU, Plaza Europa 1, 20018, San Sebastian, Spain;1. University of Wisconsin Oshkosh, 800 Algoma Blvd., Oshkosh, WI 54901-8670, USA;2. Washington State University Vancouver, 14204 NE Salmon Creek Avenue, Vancouver, WA 98686-9600, USA;1. School of Architecture and Built Environment, The University of Newcastle, Australia;2. School of Health Sciences, The University of Newcastle, Australia |
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| Abstract: | Introduction: The purpose of this research was to determine whether the influence of supervisory support for safety on safety consciousness is direct or indirect. Based in part on predictions from the Theory of Reasoned Action (TRA) and Social Cognitive Theory (SCT), we examined the extent to which belief (safety self-efficacy) and attitude (cavalier safety attitude) mediate the impact of supervisory support for safety on employee safety consciousness. Method: A survey of 995 employees was distributed across 24 work groups in an electric utility company, and sequential mediation modeling was used to determine indirect effects on safety consciousness. Results: We found that the effect of supervisory support on safety consciousness was indirect, fully mediated through both efficacy and attitude in a sequential mediation model. Practical applications: Supervisors should be aware of and emphasize supportive behaviors and create welcoming conditions for employees to raise safety concerns. Furthermore, organizational programs pertaining to safety improvement need to consider how to develop positive beliefs regarding safety activity and attitudes and reduce negative ones. |
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