Modelling relationships between job stressors and injury and near-miss outcomes for construction labourers

Goldenhar, Linda M.; Williams, Larry J.; Swanson, Naomi G.

doi:10.1080/02678370310001616144

Cited by 220 publications

(166 citation statements)

References 46 publications

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“…Likewise, strong leadership in a hospital was found to be negatively related to the burnout and exhaustion of nurses (Laschinger & Leiter, 2006). Among construction workers, safety climate was found to be negatively related to psychological and physical symptoms such as anger, insomnia, and pain (Goldenhar et al, 2003). Thus, we expect that knowledge, autonomy, and a supportive environment will be negatively related to burnout.…”

Section: Job Demands-job Resources Relationship With Burnout and Engamentioning

confidence: 93%

“…Due to these barriers and constraints, workers are less likely to engage in safety activities, comply with safety procedures, or be satisfied. Empirical research has found risks and hazards are negatively related to employee involvement in safety activities, compliance, and job satisfaction (DeJoy et al, 2004;Frone, 1998;Goldenhar, Williams, & Swanson, 2003). Research has also found negative relationships between role overload and safety compliance and working safely (Hofmann & Stetzer, 1996;.…”

Section: Job Demands-job Resources Relationship With Burnout and Engamentioning

confidence: 99%

“…Therefore, workers will be motivated to participate in safety prevention activities such as compliance, engage in higher levels of safety communication and involvement in safety activities, and be more satisfied with their work. Research has found that a supportive environment is positively related to safety communication and worker involvement (Hofmann & Morgeson, 1999;Mohamed, 2002), safety compliance (Goldenhar et al, 2003), and job satisfaction (Humphrey et al, 2007). The safety climate in an organization also communicates the types of safetyoriented behaviors that are rewarded, supported, and expected and thus motivates employees to achieve safety goals.…”

Section: Job Demands-job Resources Relationship With Burnout and Engamentioning

confidence: 99%

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Safety at work: A meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes.

Nahrgang¹,

Morgeson²,

Hofmann³

2011

Journal of Applied Psychology

1,248

1,013

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In this article, we develop and meta-analytically test the relationship between job demands and resources and burnout, engagement, and safety outcomes in the workplace. In a meta-analysis of 203 independent samples (N ϭ 186,440), we found support for a health impairment process and for a motivational process as mechanisms through which job demands and resources relate to safety outcomes. In particular, we found that job demands such as risks and hazards and complexity impair employees' health and positively relate to burnout. Likewise, we found support for job resources such as knowledge, autonomy, and a supportive environment motivating employees and positively relating to engagement. Job demands were found to hinder an employee with a negative relationship to engagement, whereas job resources were found to negatively relate to burnout. Finally, we found that burnout was negatively related to working safely but that engagement motivated employees and was positively related to working safely. Across industries, risks and hazards was the most consistent job demand and a supportive environment was the most consistent job resource in terms of explaining variance in burnout, engagement, and safety outcomes. The type of job demand that explained the most variance differed by industry, whereas a supportive environment remained consistent in explaining the most variance in all industries.

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Section: Job Demands-job Resources Relationship With Burnout and Engamentioning

confidence: 93%

Section: Job Demands-job Resources Relationship With Burnout and Engamentioning

confidence: 99%

Section: Job Demands-job Resources Relationship With Burnout and Engamentioning

confidence: 99%

See 1 more Smart Citation

Safety at work: A meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes.

Nahrgang¹,

Morgeson²,

Hofmann³

2011

Journal of Applied Psychology

1,248

1,013

View full text Add to dashboard Cite

show abstract

“…Naveh et al, 2005;Neal and Griffin, 2006;Nahrgang et al, 2008;Morrow et al, 2010). Safety climate is associated with safety practices (Zohar, 1980), compliance with safety standards (Goldenhar et al, 2003), lower occurrence of workplace accidents (Griffin and Neal, 2000;Zohar, 2003;Clarke, 2006) and has also been found to predict safety behavior (Hofmann and Stetzer, 1996;Cooper and Phillips, 2004). Safety climate can therefore be considered as an important variable for understanding safety performance and is used as a leading indicator of unsafe work conditions (Zohar, 1980;Flin et al, 2000;Cooper and Philips, 2004;Hoffmann and Mark, 2006).…”

Section: Introductionmentioning

confidence: 99%

“…excessive workload, high work pace, time pressures, etc.) are known to be a causal factor for both accidents and unsafe work behavior (Wright, 1986;Hoffmann and Stetzer, 1996;Brown et al, 2002;Goldenhar et al, 2003;Seo, 2005), work pressure has been found to have a small effect in predicting safety performance, accident and injuries relative to other safety climate dimensions according to meta-analytic research (Christian et al, 2009). The small effect observed for work pressure could suggest that it is not work pressure per se that causes accidents, but the perceived pressure to ignore safety rules.…”

Section: Introductionmentioning

confidence: 99%

Safety climate dimensions as predictors for risk behavior

Bosak

Coetsee

Cullinane

2013

Accident Analysis & Prevention

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This study examines the interactive relationship between three dimensions of safety climate (management commitment to safety, priority of safety, and pressure for production), and their impact on risk behavior reported by employees. The sample consisted of 623 employees from a chemical manufacturing organization in South Africa. Hierarchical regression analyses were carried out to test the direct effects and the interaction effect of the three safety climate dimensions on risk behavior. The results showed that, as expected, employees' risk behavior was negatively related to management commitment to safety and priority of safety and positively related to pressure for production. Moreover, as expected, the three-way interaction between management commitment to safety, priority of safety and pressure for production was significant. When pressure for production was high, management commitment to safety was positively related to risk behavior, regardless of level of priority of safety on plant. When pressure for production was low, the effect of management commitment to safety on risk behavior was nullified under conditions of high, as compared to low priority of safety on plant. These findings highlight the importance of managerial commitment to safety in contexts where employees experience tensions between production deadlines and safety procedures.

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Near‐Miss Management: A Participative Approach to Improving System Reliability

Oktem

Meel

2008

Encyclopedia of Quantitative Risk Analysis and Assessment

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Investigations of many serious accidents in different fields have revealed that before every serious accident, a large number of related prior incidents occurred with limited impact and an even larger number of related incidents happened that resulted in no loss or damage. Collectively, these incidents are called near‐misses . Near‐misses provide insight into both potential failure points and weaknesses in the management system itself. Therefore, they can be a powerful tool to reduce risk and improve system reliability. Near‐miss management systems (NMMS)s are designed to enable people and institutions to learn from high‐frequency, low‐impact incidents (near‐misses) to prevent low‐frequency, high‐impact events (accidents). A comprehensive NMMS includes several important implementation steps, such as identification of near‐misses, disclosure and reporting, prioritization and classification, distribution of the information, analysis of causes, solution identification, dissemination of actions and knowledge, resolution, and closure of the case. Successful implementation of an NMMS requires (a) strong management ownership, (b) participation and reporting of as many incidents as possible, and (c) use of quantitative tools to identify weaknesses and to improve the system.

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Modelling relationships between job stressors and injury and near-miss outcomes for construction labourers

Cited by 220 publications

References 46 publications

Safety at work: A meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes.

Safety at work: A meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes.

Safety climate dimensions as predictors for risk behavior

Near‐Miss Management: A Participative Approach to Improving System Reliability

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