University of Western Australia, Business School, WA, Perth, Australia.
University of Western Australia, Business School, WA, Perth, Australia.
J Safety Res. 2019 Feb;68:203-214. doi: 10.1016/j.jsr.2018.12.011. Epub 2018 Dec 23.
Perceived management safety commitment as an aspect of safety climate or culture is a key influence on safety outcomes in organizations. What is unclear is how perceptions of management commitment are created by leaders.
To address this gap in the literature, we position safety commitment as a leadership construct viewed from the perspectives of the leaders who experience and demonstrate it. In this paper, an established multidimensional commitment framework is applied to leaders' safety commitment (consisting of affective, normative, and calculative commitment). Via an exploratory sequential mixed methods design combining interviews (n = 40) and surveys (n = 89), we investigate the applicability of this theoretical conceptualization to safety commitment.
The results indicate the multiple dimensions captured leaders' safety commitment well, safety commitment can be demonstrated via a range of behaviors, and the dimensions' association with behavioral demonstrations aligned with those of other types of commitment reported in the literature. Only affective safety commitment was consistently associated with demonstrations of safety commitment. The link between high levels of affective and normative safety commitment and demonstrations was more pronounced when participants perceived their company's safety climate more positively.
Adopting a focus on leaders' experience of safety commitment offers opportunities for new research into the way in which safety commitment perceptions are shaped by leaders. Practical application: The findings can support leaders' reflection about their personal mindset around safety and support them in fostering strong safety climates and cultures. It further encourages organizations in creating work environments that in particular foster affective and normative safety commitments in leaders.
作为安全氛围或文化的一个方面，员工对管理层安全承诺的感知对组织的安全结果有着重要的影响。但目前尚不清楚领导者是如何通过哪些方式来产生员工对管理层安全承诺的感知的。
为了解决文献中的这一空白，我们将安全承诺视为一种领导特质，从经历和表现出这种特质的领导者的角度来看待它。在本文中，我们将一个成熟的多维承诺框架应用于领导者的安全承诺（包括情感承诺、规范承诺和计算承诺）。通过结合访谈（n=40）和调查（n=89）的探索性顺序混合方法设计，我们研究了这种理论概念在安全承诺中的适用性。
结果表明，多个维度很好地捕捉到了领导者的安全承诺，安全承诺可以通过一系列行为来表现，并且这些维度与文献中报告的其他类型承诺的行为表现之间存在关联。只有情感安全承诺与安全承诺的行为表现始终相关。当参与者感知到他们公司的安全氛围更为积极时，情感和规范安全承诺与行为表现之间的联系更为明显。
关注领导者对安全承诺的体验，为研究领导者如何塑造安全承诺感知提供了新的机会。实际应用：研究结果可以支持领导者反思他们对安全的个人心态，并帮助他们培养强有力的安全氛围和文化。它进一步鼓励组织创造工作环境，特别在领导者中培养情感和规范的安全承诺。
