Faculty of Business Administration.
Haskayne School of Business, University of Calgary.
J Appl Psychol. 2016 Sep;101(9):1228-39. doi: 10.1037/apl0000116. Epub 2016 Jun 9.
According to social learning theory, powerful and high status individuals can significantly influence the behaviors of others. In this paper, we propose that chief executive officers (CEOs) indirectly impact frontline injuries through the collective social learning experiences and effort of different groups of organizational actors-including members of the top management team (TMT), organizational supervisors, and frontline employees. We found support for our collective social learning model using data from 2,714 frontline employees, 1,398 supervisors, and 229 members of TMTs in 54 organizations. TMT members' experiences within a CEO-driven TMT safety climate was positively related to organizational supervisors' reports of the broader organizational safety climate and their subsequent collective support for safety (reported by frontline employees). In turn, supervisory support for safety was associated with fewer employee injuries at the individual level. We discuss the theoretical and practical implications of these findings for workplace safety research and practice. (PsycINFO Database Record
根据社会学习理论，有权力和地位高的个体可以显著影响他人的行为。在本文中，我们提出，首席执行官（CEO）通过不同群体的组织行为者的集体社会学习经验和努力，间接地影响一线员工的伤害情况，这些行为者包括高层管理团队（TMT）成员、组织主管和一线员工。我们使用来自 54 个组织的 2714 名一线员工、1398 名主管和 229 名 TMT 成员的数据，为我们的集体社会学习模型提供了支持。TMT 成员在 CEO 主导的 TMT 安全氛围中的经验与组织主管报告的更广泛的组织安全氛围以及他们随后对安全的集体支持（由一线员工报告）呈正相关。反过来，主管对安全的支持与个人层面上较少的员工伤害有关。我们讨论了这些发现对工作场所安全研究和实践的理论和实践意义。
