Managerial implications for construction practices as a consequence of using a psychological contract of safety

Abstract

PurposeDespite many studies that aim to argue, develop and position the concept of psychological contracts, few have explored how a psychological contract may be applied to safety in the construction industry. A psychological contract of safety (PCS) describes an individual's conceptualized belief that relates to mutual safety obligations, drawn from explicit or implicit promises of associated workers or its supervisor. This study investigates safety practices on construction sites through the lens of the widely applied and researched psychological contract theory emanating from a business paradigm.Design/methodology/approachThe process of validating a PCS scale within the construction industry required the collection of data from a mega-construction project in Sydney, Australia. A quantitative methodology was used to collect data from 352 construction workers through a survey instrument designed to reveal their perception of procedures, policies and practices. Structural equation modelling (SEM) was used to ensure data reliability and data validity of the survey findings together with goodness of fit of PCS model.FindingsThe findings showed the presence of a PCS in a construction safety setting examined. A two-factor model underlying aspects, namely employer and employee obligations was recommended since the four-factor model, including relational and transactional components of both parties' safety obligations, could not be validated due to the discriminant validity associated with the particular constructs.Originality/valueConceptualizing the extant PC theory as a framework from which to leverage safety management initiatives brings a new approach to construction safety studies, revealing the influential role of supervisors in interpreting safety practices. The research aimed to identify safety obligations, which are influential in the development of PSC scale, further the research provides an explanation as to how a PCS may be contextualized in the construction industry.

At the end of the world, turn left: examining toxic leadership, team silence and success in mega construction projects

“…In addition, the quantitative methodology (i.e. collection and analysis of numerical data) and survey-based strategy using cross-sectional data were considered best suited to test the proposed hypotheses with the covariance-based structural equation modeling (CB-SEM) technique (Dash and Paul, 2021;Saunders et al, 2009;Newaz et al, 2021;Zaman, 2020). The combined robustness of the employed research framework (i.e.…”

Role of Psychological Contracts in Enhancing Employee Creativity Through Knowledge Sharing: Do Boundary Conditions of Organization’s Socialization and Work-Related Curiosity Matter?

“…Reinforcement of psychological contract perceptions and their realignment through interactive sessions with employees allows them to focus on various activities that enhance the available networking opportunities within the workplace ( Newaz et al, 2020 ). It also establishes more familiarization with workplace systems, and as a result, knowledge sharing grows among current as well as new employees.…”

Turnover intentions and safety compliance in the military: A psychological contract perspective

“…Safety performance and compliance among military personnel are of paramount importance in avoiding fatal accidents and assuring operational effectiveness (for an elaborate discussion on this topic, see Martínez-Córcoles & Stephanou, 2017). The handful of studies that studied the relationship between the PC and safety have all focused on the role of safety as part of the inducements that get exchanged within the PC (i.e., strictly limiting the PC to safety-related promises, Newaz et al, 2019Newaz et al, , 2020Vatankhah, 2021;Walker, 2010Walker, , 2013Walker & Hutton, 2006). However, they have hardly provided answers about how deviations (i.e., either along the fulfillment or breach line) in the extent to which traditional aspects of one's employment relationship get exchanged and may either positively or negatively contribute to members' safety performance in these military environments.…”