A system of safety management practices and worker engagement for reducing and preventing accidents: An empirical and theoretical investigation

Wachter, Jan K.; Yorio, Patrick L.

doi:10.1016/j.aap.2013.07.029

Cited by 278 publications

(213 citation statements)

References 23 publications

Supporting

Mentioning

177

Contrasting

Unclassified

Order By: Relevance

“…This result is coherent with the findings of Yeh (2014). Organizational support theory and social exchange theory helped with explaining the antecedents and results of affective commitment in many studies such as Rhoades et al (2001) and Wachter and Yorio, (2014). Similarly, Huang et al (2006) state that administration with proactive and constructive return-to-work policies would likely deliver a powerful message to employees since their physical and psychological well-being is matter of importance for organization.…”

Section: Impact Of Occupational Health and Safety Practices On Organisupporting

confidence: 77%

“…Workplace health and safety is expected to influence organizational commitment (DeJoy et al, 2010). Wachter and Yorio (2014) suggested that when organizations invested in a safety management system they approached towards improving the performance of accident reduction/prevention and the occupational safety. Such organizations stated that they also cared for winning the hearts and minds of their workers thanks to human performance systems based on safety management in order to develop and improve organizational commitment in workers.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Effects of Occupational Health and Safety Practices on Organizational Commitment, Work Alienation, and Job Performance: Using the PLS-SEM Approach

Kaynak¹,

Toklu²,

Elçi³

et al. 2016

IJBM

View full text Add to dashboard Cite

Recent occupational accidents urged enterprises to put more importance on occupational health and safety practices. The pressure by both the public authority and the business and social milieu has played an important role in it. The present study investigated occupational health and safety (OHS) practices in five dimensions, i.e. safety procedures and risk management, safety and health rules, first aid support and training, occupational accident prevention, and organizational safety support. A survey form was developed in order to investigate the effect of OHS practices on work alienation, organizational commitment, and job performance as a throughput of such practices. The data set obtained from private sector enterprises was analyzed by structural equation modeling using least squares method. The findings of the analysis suggested that such OHS practices as safety procedures and risk management, safety and health rules, first aid support and training, and organizational safety support had a positive effect on organizational commitment. Moreover, it was seen that safety and health rules and organizational safety support decreased alienation, where first aid support and training played a role in increasing work alienation. Finally, safety procedures and risk management, safety and health rules, and organizational safety support had indirect effects on job performance of the employees.

show abstract

Section: Impact Of Occupational Health and Safety Practices On Organisupporting

confidence: 77%

Section: Introductionmentioning

confidence: 99%

Effects of Occupational Health and Safety Practices on Organizational Commitment, Work Alienation, and Job Performance: Using the PLS-SEM Approach

Kaynak¹,

Toklu²,

Elçi³

et al. 2016

IJBM

View full text Add to dashboard Cite

show abstract

“…This creates the safety culture and the employee's engagement is related to the level of the employees' involvement in their work processes. The effectiveness of a safety management system depends on the levels of safety-focused cognitive and emotional worker's engagement [9].…”

Section: Introductionmentioning

confidence: 99%

Employees Motivation and Openness for Continuous Improvement: Comparative Study in Polish and Japanese Companies

Stadnicka¹,

Sakano²

2017

Management and Production Engineering Review

View full text Add to dashboard Cite

Accepted: 10 April 2017 Currently, companies must change and evolve to keep pace with the changing environment, customers' requirements and to be better than their competitors. The changes result from the need to adapt the products to new customers' requirements as well as to maintain competitive prices of their products. Therefore, companies should be flexible to guarantee short lead time and minimalize their costs to offer a good price for the customers. At the same time, companies should create good work environment for their employees in order to get them involved in improvement processes. In order to survive and develop companies should motivate and involve their employees into a continuous improvement process in different areas of the company. Unfortunately, as based on the companies' practice and previous research, in many cases employees are not willing to engage in the company development. Continuous improvement is the basis of the philosophy of Quality Management and Lean Manufacturing, which come from Toyota Production System (TPS). The TPS eventually spread throughout the world, and it is held up as an example of the proper management of a production system. The assumptions of TPS system were used to build systems in other companies, but not always with the same success as it was in Toyota. For this reason, the authors of this paper seek to answer the question of whether there are differences in engagement in a continuous improvement process between employees in a Japanese company and a Polish company operating in the same industry and realizing the similar manufacturing. In order to verify this, the research was conducted in two manufacturing companies which operate in the automotive industry. The results of the study and their analysis are presented in the work.

show abstract

“…Il pénètre tous les composants de l'organisation, et implique toutes les phases du cycle de vie, de la conception à la démolition (Hale et al, 1997 (Mearns et al, 2003), il est complètement intégré à l'organisation (Labodova, 2004), et peut être vu comme un système rationnel qui poursuit des objectifs spécifiques et montre une structure sociale formalisée (Wachter et al, 2013). Il reflète également l'engagement de la direction pour la sécurité.…”

Section: Sgs : Quelle(s) Définition(s) ?unclassified

Système de gestion de la sécurité : quel espace critique pour la décision d’anticipation ?

Delatour¹,

Laclémence²,

Calcei³

et al. 2015

Congrès Lambda Mu 19 De Maîtrise Des Risques Et Sûreté De Fonctionnement

View full text Add to dashboard Cite

RésuméNous proposons ici de questionner le lien existant entre les systèmes de gestion de la sécurité, et la prise de décision. Plus précisément, quelle est la contribution du SGS à la construction de l'écosystème décisionnel ? Quelle est la capacité du SGS à faire face à un risque évolutif ? Nous nous appuyons sur une revue profonde de la littérature issue de corpus scientifiques, ainsi que celle issues des bonnes pratiques industrielles, pour réaliser une comparaison entre les différents référentiels disponibles. La méthode suivie pour la réalisation de cette analyse est composée de 3 étapes. La première étape est allouée à la construction de la grille d'analyse. L'objectif de la seconde étape est la sélection des référentiels. Ils sont principalement utilisés par les grandes entreprises. La troisième étape est l'analyse comparative des référentiels. Comme résultat, nous avons identifiés des éléments similaires et variables entre les modèles de SGS analysés. La construction et la place de ces outils de gestion pour le manager a également été discuté. La multiplication des outils permet d'améliorer graduellement la gestion de la sécurité. Pourtant, notre étude montre que plusieurs critères relatifs aux systèmes de gestion de la sécurité ont encore besoin d'être discuté. SummaryWe propose to question the link between safety management systems, and safety-related decision-making. Our focus on the contribution of the SMS on the decision making process. We performed a deep review of the literature from scientific corpus, as well as issues of industrial guidelines, to make a comparison between the different standards available. We used a three step methodology. The objective of the second step is the selection of standards. The third step allocated to the comparative analysis. As a result, we have identified similar elements and variables between SMS models. Construction and establishment of these management tools for the manager was also discussed. The proliferation of tools allows to gradually improves the management of safety. However, our study shows that several criteria for systems security management still need to be discussed.

show abstract

A system of safety management practices and worker engagement for reducing and preventing accidents: An empirical and theoretical investigation

Cited by 278 publications

References 23 publications

Effects of Occupational Health and Safety Practices on Organizational Commitment, Work Alienation, and Job Performance: Using the PLS-SEM Approach

Effects of Occupational Health and Safety Practices on Organizational Commitment, Work Alienation, and Job Performance: Using the PLS-SEM Approach

Employees Motivation and Openness for Continuous Improvement: Comparative Study in Polish and Japanese Companies

Système de gestion de la sécurité : quel espace critique pour la décision d’anticipation ?

Contact Info

Product

Resources

About