The COVID-19 pandemic: Workplace safety management practices, job insecurity, and employees’ organizational citizenship behavior

Abstract

How do organizations and employees react to the COVID-19 pandemic? Can workplace safety management practices (WSPs) maintain employees’ organizational citizenship behavior (OCB) in this time of global health crisis? Can employees’ perceptions of the risk associated with COVID-19 and job insecurity mediate the WSPs–OCB relationship? Drawing upon social exchange and protection motivation theories, this research aims to answer such questions. Analyzing the survey data from 501 Vietnamese employees using SmartPLS software, we find that WSPs positively influence the OCB and negatively influence the perceived job insecurity. Furthermore, the perceived risk associated with COVID-19 positively affects perceived job insecurity and OCB. Unexpectedly, in the context of Vietnam, a developing country with a collectivist culture, WSPs increase the employees’ perceived risk associated with COVID-19 instead of reducing their fear. Also, employees’ perceptions of job insecurity are not statistically correlated with OCB. In addition, we reveal a partial mediating role of the perceived risk associated with COVID-19 in the WSPs–OCB relationship. This research highlights the power of WSPs as well as measures to psychologically reassure employees during the pandemics.

Safety Management and Wellbeing during COVID-19: A Pilot Study in the Manufactory Sector

“…In this vein, specific training should be provided aimed at consolidating and keeping up-to-date knowledge about COVID-19 and its implications on psycho-physical health, as well as stress management practices that on the other side can help support the supervisor to navigate these difficult tasks. Moreover, managers should promote employees’ participation in safety by providing them with opportunities to discuss with each other and consulting with them, to ensure employees’ cooperation in COVID-19 diffusion [ 2 ]. Finally, the present findings also have implications for organizations and the maintenance of their commitment to safety.…”

“…Organizations typically implement an occupational health and safety management system to control risks and ensure a safe working environment and optimal health for their workers. During the COVID-19 pandemic, however, employees are facing new psychosocial risks in the workplace and every organization has had to place more emphasis on workplace safety management practices to mitigate risks and safeguard health and wellbeing [ 1 , 2 ]. In the field of work and organizational psychology, several studies have been conducted to understand the pandemic’s impact on workers’ wellbeing and mental health and to underline the transformations of the organizational world [ 3 , 4 ].…”

The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis

“…During COVID‐19, according to the International Labor Organization (2020), to ensure employee health and safety in the workplace, every organization should focus on four WSP components: the management's commitment to safety, safety training, safety regulations and procedures, and employee involvement. Previous studies have demonstrated that these practices have an impact on employee psychology, attitude, and behavior during COVID‐19 (Chi et al, 2020; Lee, 2021; Vu et al, 2022; Yuan et al, 2021). As a result, we used these four aspects to assess PWSPs during COVID‐19 for this research.…”

“…According to the JD–R model, workplace safety practices (WSPs) are job resources that can help reduce employees' burnout and enhance their JP (Bakker et al, 2004; Dlouhy & Casper, 2021). During COVID‐19, WSPs can aid in the reduction of mental health issues among employees by diminishing the perceived fear of an external risk and increasing feelings of psychological safety, resulting in reduced avoidance coping behavior and improved JP (Lee, 2021; Sasaki et al, 2020; Vu et al, 2022; Yuan et al, 2021). However, we have very little understanding of the effect of perceived workplace safety practices (PWSPs) on employee burnout and JP during COVID‐19 from an HRM perspective and the JD–R model lens (Sasaki et al, 2020; Yuan et al, 2021).…”

Demographic Influences on Perceived Stressors of Construction Workers during the COVID-19 Pandemic

“…Many construction projects have been halted or postponed due to an interrupted supply chain and employee shortages due to quarantines [ 41 ]. Such changes could threaten workers and evoke a sense of job insecurity, which represents the perception of a potential threat to continuity in their current jobs [ 42 ]. Furthermore, most construction workers, especially in developing countries, come from poor socio-economic backgrounds [ 43 ].…”