| 其他摘要 | More than two thirds of safety accidents in the workplace are the results of employee's unsafe behaviors. Safety climate is one of key social situational factors that influences how employees behave in terms of safety. Safety climate improvement, therefore, has become an important way to enhance employee's safety behavior and prevent safety negative events In fact, the primary target of safety climate promotion is to improve the employee's perceived management's commitment to safety, which is the core dimension of safety climate and the strongest predictor of safety performance among all aspects of safety climate. Few studies, however, have explored the source of this perception, and developed and implemented interventions based on it, which may be an important reason for the unstable intervention effects in current studies. In addition, employees perceive different levels of safety climate (group and organizational safety climate) through varied management's (supervisor's and manager's) commitment to safety. When multiple levels of management involve in the interventions at the same time, the intervention effects of these management on different levels of safety climate are not distinguished effectively. Furthermore, since there are a lot of daily interactions between supervisors and managers, the impact of managers' safety management actions on group safety climate through supervisors perceived organizational safety climate and supervisors' management actions is worth paying more attention. To fill the gap, by investigating the key safety management actions based on signaling theory, this study aims to explore the effect of supervisor's key safety management actions intervention on the enhancement of group safety climate and employee's safety behavior, as well as the effect of manager's key safety management actions intervention on the enhancement of organizational and group safety climate and employee's safety behavior. We explored the above issues through a preliminary study and three sub-studies respectively.
In the preliminary study, we used the behavioral event interview method to explore supervisor's and manager's key safety management actions. 67 management staff and front-line workers from a petrochemical enterprise were interviewed. The coding results showed that there were significant differences between the types of supervisor's and manager's key safety management actions. Specifically, 6 supervisors' direct safety management actions were mentioned in 3 action types. Among them, "recognition and encouragement to safe behaviors; reminding and correction to unsafe behaviors" and "expression of expected role behavior (safe behaviors)" were two key safety management actions to demonstrate supervisors' commitment to safety. On the other hand, 12 managers' direct and indirect safety management actions were mentioned in 6 action types. Among them, "listening to and feedback on safety opinions and suggestions", "visiting the workplace", "caring for employees, providing support to safety policies guidance for employee safety", "encourage employees to identify safety problems and risks", "investment in necessary equipment, materials, etc.", and "development and optimization of safety policies and procedures" were six key safety management actions to demonstrate managers' commitment to safety.
In the first study, we used three-stage questionnaire method to explore the impact of supervisor's and manager's key safety management actions on the group and organizational safety climate respectively, and the impact of the manager's key safety management actions on group safety climate through the mediation of supervisor perceived organizational safety climate and the supervisor's key safety management actions. 78 managers, 90 supervisors and 351 employees from 21 construction projects of a construction company participated this study. The results of multilevel path analysis showed that supervisors' and manager's key safety management actions had positive effects on the group and organizational safety climate respectively. The manager's key safety management actions had a positive impact on the group safety climate through a serial mediation of supervisor perceived organizational safety climate and supervisor's key safety management actions.
In the second study, we used a pre-post quasi-experiment to explore the effect of supervisor's key safety management actions intervention on group safety climate and employee's safety behavior. The study invited 226 front-line workers from 50 workgroups of 3 factories in a petroleum and petrochemical enterprise (114 workers from 27 workgroups in the experimental group and 112 workers from 23 workgroups in the control group) as subjects. The supervisors in the experimental group carried out key safety management actions during the experiment period of 4 weeks, while the supervisors in the control group were not required to carry out these management actions. The results of one-way repeated-measures multivariate analysis of variance and multilevel path analysis showed that, the frequency of key safety management actions carried out by the supervisors in the experimental group was significantly higher than control group at the end of the experiment; the intervention improved group safety climate and employee's safety behavior; the improvement of group safety climate was the mediator between the intervention and the enhancement of employee's safety behavior.
In the third study, we used a pre-post quasi-experiment to explore the effect of manager's key safety management actions intervention on organizational safety climate, group safety climate and employee's safety behavior. The study invited 379 front-line workers from 108 workgroups in 30 work units of other 3 factories in a petroleum and petrochemical enterprise (129 workers from 39 workgroups in 10 work units in the experimental group and 250 workers from 69 workgroups in 20 work units in the control group) as subjects. The managers of the experimental group carried out key safety management actions during the 8 weeks of the experiment, while control group managers were not required to carry out these management actions. The results of one-way repeated-measures multivariate analysis of variance and multilevel path analysis showed that the frequency of key safety management actions carried out by the managers in the experimental group was significantly higher than control group by the end of the experiment; the intervention improved the organizational and group safety climate, and employee's safety behavior simultaneously. The improvement of organizational safety climate and group safety climate were the mediators between the intervention and the enhancement of employee's safety behavior.
In general, from the perspective of management's commitment to safety, this study develops and implements safety climate interventions based on supervisor's and manager's key safety management actions, providing favorable theoretical basis and practical value for organizations to improve workplace safety. |
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