High-performance work systems and occupational safety.

Abstract

Organizations have long focused on the human resource function. Most recently, attention has been focused on how human resource functions can add value to the organization. The potential benefits of an integrated human resource management system have been noted (O'Reilly & Pfeffer, 2000;Pfeffer, 1998aPfeffer, , 1998c, and initial research has supported these ideas (e.g., Ichniowski, Shaw, & Prennushi, 1997;Huselid, 1995). In this chapter, we focus on the extent to which "modern" human resource management practices, which focus on the recruitment, development, and management of employees (Wood & Wall, 2002), might affect occupational safety with the aim of stimulating thinking, encouraging research, and considering potential practical implications of this topic.Traditionally, occupational safety has been managed by taking a controloriented approach to human resources (Barling & Hutchinson, 2000), what Wood and Wall (2002) see as the polar opposite of a high-functioning approach to human resource management. The control orientation is based on the assumption that workers will exert only as much effort as it takes to get the job done. Thus, for employees to work effectively, it becomes necessary for 203

Evaluation of safety climate and employee injury rates in healthcare

“…In addition, successful leadership involvement and organisational commitment has been associated with greater safety in hazardous industries such as aviation, energy and manufacturing 9. Previous research demonstrates that trust in management and perceived safety influence safety performance, and senior leadership inspires the culture of safety, evidenced by visible involvement and commitment to employee safety 9 10…”

Work-related road traffic injury: a multilevel systems protocol

“…In particular, we will adopt the perspective of HPWS, which measures resource-oriented practices, such as communication, training, selection and job design. There is a strong association between HPWS and occupational safety,18 highlighting that reducing injury in the workplace requires more than just individual compliance with safety procedures. HPWS will be assessed using a high-performance management practices scale, designed for this study and informed by a conceptual framework developed by Posthuma et al 28 We will also assess the value given to safety by senior-level management using the safety values scale 22…”

“…Much has been learned in recent years about the organisational differences that influence safety behaviours. For example, the quality of management practices within organisations has been linked to reduced injury rates18; however, these findings have not been tested in relation to reduced work-related road traffic injury.…”

“…Of importance, there is a strong association between HPWS and occupational safety,18 which highlights that reducing injury in the workplace requires more than just individual compliance with safety procedures.…”

How low can they go? Potential for reduction in work injury rates

“…Organizational factors have been linked to lower injury rates [4][5][6] with studies exploring the role of leadership 7 or high performance work systems. 8 Workers' compensation systems typically take account of the variability in injury rates in providing incentives for companies to improve their safety. Firms with higher rates than the norm may be charged a greater premium, while firms with lower rates than the norm may be granted rebates of part of their premium.…”