Purpose The purpose of this paper is to examine the role of safety participation as a mediator in the relationship between the six facets of safety management practices (i.e. management commitment, safety training, worker’s involvement, safety communication and feedback, safety rules and procedures, and safety promotion policies) and safety compliance. Design/methodology/approach A survey of 74 employees of small and medium enterprises (SMEs) in the northern region of Peninsular Malaysia was carried out. Self-reported measures were used to obtain data on workplace safety dimensions and safety behavior. The partial least square structural model analysis was used to ascertain the proposed relationships. Findings The present study found that only three dimensions of safety management practices (management commitment, safety training, and safety rules and procedures) were significantly related to safety compliance. Of these, safety participation mediated the link between management commitment and safety training and safety compliance. Research limitations/implications The small sample size may limit the generalizability of the findings. Second, the correlational nature of the study did not permit causation to be implied. However, despite these limitations, while safety performance can be theorized to trigger the establishment of safety management practices, such theoretical perspective tends to connote reactivity rather than proactivity of the decision-making process. Practical implications The study highlights the role of the voluntary behavior of employees in promoting a safe work environment. Business owners are recommended to provide safety training in which the employees are stressed on their crucial role in safety and use this knowledge to educate and convince their co-workers to work safely. Originality/value Literature indicates the lack of studies on safety research in SMEs. Furthermore, such studies are justified because SMEs are likely to have more risks of occupational accidents and injuries. More importantly, this research highlights the importance of the voluntary behaviors of employees (i.e. safety participation) in promoting a safe work environment. As SMEs tend to have limited resources to implement a comprehensive OSH management system, using the employees as the safety agents at work can be an effective way toward accomplishing safety performance.

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This study employs an integrated model, combining management practices studies and social theories, to examine the safety management practices and behavioural safety of Jordanian nurses from public hospitals. Our research employs Partial Least Squares (PLS-SEM) regression analysis to test the model. Hedonic value and utilitarian value are proposed as first-order reflective indicators of second-order formative value construct. The role of the work environment included for testing the difference in effect for all the relationship paths in the model. Data collected from 517 nurses present sound support for the research model. The results show that hospital management might help employees to practices of safety management, promote the positive work environment to enhance safety performance. The results also indicate that successfully investigated the associations between SMPs, work environment and safety performance in Jordanian Hospitals.

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The aim of this study is to investigate the relationship between extrinsic and intrinsic reward on retention among Gen Y employees in Malaysian manufacturing companies. The data was collected from 113 respondents worked in manufacturing companies located in Seri Kembangan, Selangor using questionnaires. Multiple regression analysis was conducted to test the hypotheses. The results showed both extrinsic and intrinsic reward are the factors influencing retaining Gen Y in manufacturing companies. The discussion on the analysis, limitation of the study, recommendation for future research and conclusion were discussed at the end of this study. In a nutshell, it was proven extrinsic reward and intrinsic reward has contributed to the retention of Gen Y employees.