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Management commitment to safety as organizational support: relationships with non-safety outcomes in wood manufacturing employees.
J Safety Res. 2005; 36(2):171-9.JS

Abstract

INTRODUCTION

Employee perceptions of management commitment to safety are known to influence important safety-related outcomes. However, little work has been conducted to explore non-safety-related outcomes resulting from a commitment to safety.

METHOD

Employee-level outcomes critical to the effective functioning of an organization, including attitudes such as job satisfaction and commitment to the organization, were included on surveys given to 641 hourly production employees at three wood products manufacturing facilities. Participants' were asked about perceptions of management commitment to safety and job-related variables such as perceived dangerousness of their position, organizational commitment, and withdrawal behaviors. Supervisors also rated the performance of each of their hourly subordinates.

RESULTS

Results suggest that employee outcomes differ based on perceptions of management's commitment to safety. Specifically, management commitment to safety was positively related to job satisfaction, organizational commitment, and job-related performance. We also found a negative relationship between commitment to safety and employee withdrawal behaviors.

CONCLUSIONS

Our results suggest that increasing employee perceptions of management's personal concern for employee well-being through a dedication to safety will result in positive outcomes beyond improved safety performance. These results also imply that there is a type of social exchange between employees and management that may affect employees similarly to perceived organizational support.

IMPACT ON INDUSTRY

Results further reinforce the value of a commitment to safety by a firm's management. Organizations with a strong commitment to safety may enjoy not only a reduction in safety-related events but also increases in desirable employee attitudes and behaviors.

Authors+Show Affiliations

Michael JH
Wood Industries Management, 301 Forest Resources Laboratory, The Pennsylvania State University, University Park, PA 16802, USA. jh-michael@psu.edu
Evans DD
No affiliation info available
Jansen KJ
No affiliation info available
Haight JM
No affiliation info available

MeSH

AdultEmploymentFemaleHumansIndustryJob SatisfactionLeadershipMaleOccupational HealthOrganizational ObjectivesSafety ManagementWood

Pub Type(s)

Journal Article
Research Support, U.S. Gov't, Non-P.H.S.

Language

eng

PubMed ID

15878774

Citation

Michael, Judd H., et al. "Management Commitment to Safety as Organizational Support: Relationships With Non-safety Outcomes in Wood Manufacturing Employees." Journal of Safety Research, vol. 36, no. 2, 2005, pp. 171-9.
Michael JH, Evans DD, Jansen KJ, et al. Management commitment to safety as organizational support: relationships with non-safety outcomes in wood manufacturing employees. J Safety Res. 2005;36(2):171-9.
Michael, J. H., Evans, D. D., Jansen, K. J., & Haight, J. M. (2005). Management commitment to safety as organizational support: relationships with non-safety outcomes in wood manufacturing employees. Journal of Safety Research, 36(2), 171-9.
Michael JH, et al. Management Commitment to Safety as Organizational Support: Relationships With Non-safety Outcomes in Wood Manufacturing Employees. J Safety Res. 2005;36(2):171-9. PubMed PMID: 15878774.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Management commitment to safety as organizational support: relationships with non-safety outcomes in wood manufacturing employees. AU - Michael,Judd H, AU - Evans,Demetrice D, AU - Jansen,Karen J, AU - Haight,Joel M, PY - 2004/05/14/received PY - 2005/02/08/revised PY - 2005/03/01/accepted PY - 2005/5/10/pubmed PY - 2005/7/28/medline PY - 2005/5/10/entrez SP - 171 EP - 9 JF - Journal of safety research JO - J Safety Res VL - 36 IS - 2 N2 - INTRODUCTION: Employee perceptions of management commitment to safety are known to influence important safety-related outcomes. However, little work has been conducted to explore non-safety-related outcomes resulting from a commitment to safety. METHOD: Employee-level outcomes critical to the effective functioning of an organization, including attitudes such as job satisfaction and commitment to the organization, were included on surveys given to 641 hourly production employees at three wood products manufacturing facilities. Participants' were asked about perceptions of management commitment to safety and job-related variables such as perceived dangerousness of their position, organizational commitment, and withdrawal behaviors. Supervisors also rated the performance of each of their hourly subordinates. RESULTS: Results suggest that employee outcomes differ based on perceptions of management's commitment to safety. Specifically, management commitment to safety was positively related to job satisfaction, organizational commitment, and job-related performance. We also found a negative relationship between commitment to safety and employee withdrawal behaviors. CONCLUSIONS: Our results suggest that increasing employee perceptions of management's personal concern for employee well-being through a dedication to safety will result in positive outcomes beyond improved safety performance. These results also imply that there is a type of social exchange between employees and management that may affect employees similarly to perceived organizational support. IMPACT ON INDUSTRY: Results further reinforce the value of a commitment to safety by a firm's management. Organizations with a strong commitment to safety may enjoy not only a reduction in safety-related events but also increases in desirable employee attitudes and behaviors. SN - 0022-4375 UR - https://www.unboundmedicine.com/medline/citation/15878774/Management_commitment_to_safety_as_organizational_support:_relationships_with_non_safety_outcomes_in_wood_manufacturing_employees_ DB - PRIME DP - Unbound Medicine ER -