Psychological climate and accidents in an automotive plant.

Keenan, Vernon; Kerr, Willard A.; Sherman, William D.

doi:10.1037/h0053560

Cited by 37 publications

(13 citation statements)

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“…However, it has long been recognized that perceptions constitute an important aspect of the job environment and events therein. A study by Keenan et al (1951) examined the connection between psychological climate and accidents at an automotive plant. But it was Zohar's 1980 study of safety climate in industrial organizations that stimulated a rich stream of research on safety perceptions in the organizational and applied psychology literature.…”

Section: Safety Perceptionsmentioning

confidence: 99%

Toward a theory of the linkages between safety and quality

Das

Pagell

Behm

et al. 2007

J of Ops Management

145

123

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The role of employee safety in supply chain performance has inexplicably been overlooked by operations management literature. With a few notable exceptions, there is no guidance in the literature for operations managers trying to understand the role that employee safety at their own or a suppliers could play in quality outcomes. This manuscript takes a first step to rectify this oversight by using cognitive dissonance theory to build a series of propositions that link safety perceptions to quality outcomes. Empirical tests of these propositions provide initial evidence that safety does indeed contribute to quality outcomes in the supply chain. #

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Section: Safety Perceptionsmentioning

confidence: 99%

Toward a theory of the linkages between safety and quality

Das

Pagell

Behm

et al. 2007

J of Ops Management

145

123

View full text Add to dashboard Cite

show abstract

“…However, there were some exceptions, which focused on the organizational and social factors that differentiate high-and low-accident departments or companies (e.g. Cohen et al 1975;Keenan et al 1951) and determine successful safety programmes (Cohen 1977;Smith et al 1978). These studies identified the following factors as important: top management personally involved on a routine basis; safety is integral and given high priority in meetings; high status of safety officers; emphasis on safety training; open communication links between workers and managers; environmental control and good housekeeping; stable workforce (good industrial relations and personnel procedures).…”

Section: Organizational Factors In Safetymentioning

confidence: 99%

Safety culture: under‐specified and overrated?

Clarke

2000

Int J Management Reviews

113

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Is the measurement of ‘safety culture’ a valid management tool in the effort to reduce accident rate and improve safety performance, or is it a fuzzy academic concept, lacking empirical validation? The answer to this question seems to depend on whom one asks. The UK Health and Safety Commission has encouraged companies to improve their safety performance through the development of a ‘positive safety culture’. However, academic discussions in this area suggest that the concept remains vague, lacks empirical validation and is used as an ‘umbrella term’ for all the social and organizational factors that affect accident rate. This paper reviews the existing literature on safety culture and provides some clarification in terms of definition, empirical evidence and theoretical development. A theoretical framework of the mechanisms by which safety culture affects safety behaviours in organizations is proposed. The implications for practical management issues are discussed and future challenges and areas for further research are identified.

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“…Our search found one article in JAP prior to 1970 that specifically referenced climate in which aggregated climate dimensions (termed psychological climate at the time) were related to departmental accidents (Keenan, Kerr, Sherman, 1951). Other terms besides climate for similar work included "situational characteristics" (Katzell, Barret, & Parker, 1961), "attributes of work" (Rosen, 1961), both JAP articles, and "environmental variation" (Forehand & Gilmer (1964).…”

Section: The Pre-1971 Period: Pioneering Work On the Social Context Imentioning

confidence: 99%

Organizational climate and culture: Reflections on the history of the constructs in the Journal of Applied Psychology.

Schneider¹,

González-Romá

Ostroff

et al. 2017

Journal of Applied Psychology

285

258

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We review the literature on organizational climate and culture paying specific attention to articles published in the Journal of Applied Psychology (JAP) since its first volume in 1917. The article traces the history of the two constructs though JAP has been far more important for climate than culture research. We distinguish four main periods: the pre-1971 era, with pioneering work on exploring conceptualization and operationalizations of the climate construct; the 1971 -1985 era, with foundational work on aggregation issues, outcome-focused climates (on safety and service) and early writings on culture; the 1986 -1999 era, characterized by solidification of a focused climate approach to understanding organizational processes (justice, discrimination) and outcomes (safety, service) and the beginnings of survey approaches to culture; and the 2000 -2014 era, characterized by multi-level work on climate, climate strength, demonstrated validity for a climate approach to outcomes and processes, and the relationship between leadership and climate and culture. We summarize and comment on the major theory and research achievements in each period, showing trends observed in the literature and how JAP has contributed greatly to moving research on these constructs, especially climate, forward. We also recommend directions for future research given the current state of knowledge.

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Psychological climate and accidents in an automotive plant.

Cited by 37 publications

References 0 publications

Toward a theory of the linkages between safety and quality

Toward a theory of the linkages between safety and quality

Safety culture: under‐specified and overrated?

Organizational climate and culture: Reflections on the history of the constructs in the Journal of Applied Psychology.

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