The study examined task interdependence as a structural factor, which influences the emergence of collective-efficacy versus self-efficacy as a team-level construct. It tested for the differential effects of self- and collective-efficacy on team performance and the effects of initial perceptions of self- and collective-efficacy and record of past performance on the development of their subsequent perceptions. Results of a laboratory study demonstrated that collective-efficacy solidified as a meaningful team construct and influenced team performance only when a highly interdependent task required team members to closely interact and coordinate their efforts. Under conditions of low task interdependence, collective-efficacy had no basis from which to emerge as a higher level team characteristic and no significance in what is, in essence, individual performances. In contrast, self-efficacy emerged as a meaningful construct that explained individual performance under low task interdependence conditions.
This study examined the underlying mechanisms through which transformational and transactional leadership influence employee safety behaviors. Linking leadership theory with self-regulatory focus (SRF) theory, we examined a model of dual effects of leadership on safety initiative and safety compliance behaviors as mediated by promotion and prevention self-regulations. We conducted an experimental study (N = 107), an online study (N = 99) and a field study (N = 798 employees and 49 managers). Results demonstrated that followers' situational promotion focus mediated the positive relationship between transformational leadership and safety initiative behaviors. Through all 3 studies, transactional active leadership was positively associated with followers' situational prevention focus, however, the association between followers' prevention focus and safety compliance behaviors was inconsistent, showing the expected mediation relationships in the experimental setting, but not in the online and field studies. We discuss theoretical and practical implications of the findings.
Recent reports on patient safety in healthcare point to the high frequency of treatment errors. This study suggests a new theory of safety climate and brings empirical evidence that helps explain the occurrence of treatment errors. Four safety climate dimensions have been identified. They include employee perceptions of the suitability of the organization's safety procedures for their daily work, employee perceptions of the frequency and the clarity of the safety information distributed by the organization, the way employees interpret their managers' safety practices, and the perceived priority given to safety within the organization. The study was conducted in 21 medical units in a general hospital and the results were cross-validated in 15 units in another hospital. Results demonstrated that perceived suitable safety procedures and frequent and clear information flow reduced treatment errors only when managers practiced safety and through their influence on the level of priority given to safety within the unit. Implications for safety climate theory and for reducing the occurrence of treatment errors by safety interventions are discussed.safety climate, patient safety, treatment errors, healthcare
This study presents and tests an intervention to enhance organizational climate and expands existing conceptualization of organizational climate to include its influence on employee behaviors outside the organization's physical boundaries. In addition, by integrating the literatures of climate and work-family interface, the study explored climate spillover and crossover from work to the home domain. Focusing on an applied practical problem within organizations, we investigated the example of road safety climate and employees' and their families' driving, using a longitudinal study design of road safety intervention versus control groups. Results demonstrated that the intervention increased road safety climate and decreased the number of traffic violation tickets and that road safety climate mediated the relationship between the intervention and the number of traffic violation tickets. Road safety climate spilled over to the family domain but did not cross over to influence family members' driving.
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