Making work safer: Testing a model of social exchange and safety management |
| |
Authors: | David M. DeJoy [Author Vitae] Lindsay J. Della [Author Vitae] [Author Vitae] Mark G. Wilson [Author Vitae] |
| |
Affiliation: | a Workplace Health Group, Department of Health Promotion and Behavior, College of Public Health, University of Georgia, Athens, GA 30602, USA b Department of Communication, University of Louisville, Louisville, KY, 40292, USA c Department of Management, Terry College of Business, University of Georgia, Athens, GA, 30602, USA |
| |
Abstract: | IntroductionThis study tests a conceptual model that focuses on social exchange in the context of safety management. The model hypothesizes that supportive safety policies and programs should impact both safety climate and organizational commitment. Further, perceived organizational support is predicted to partially mediate both of these relationships.MethodsStudy outcomes included traditional outcomes for both organizational commitment (e.g., withdrawal behaviors) as well as safety climate (e.g., self-reported work accidents). Questionnaire responses were obtained from 1,723 employees of a large national retailer.ResultsUsing structural equation modeling (SEM) techniques, all of the model's hypothesized relationships were statistically significant and in the expected directions. The results are discussed in terms of social exchange in organizations and research on safety climate.Impact on IndustryMaximizing safety is a social-technical enterprise. Expectations related to social exchange and reciprocity figure prominently in creating a positive climate for safety within the organization. |
| |
Keywords: | Occupational safety management Social exchange Safety climate Organizational factors Work injuries |
本文献已被 ScienceDirect 等数据库收录! |
|