| 其他摘要 | Workplace safety is crucial for organization survival. Employees' unsafe behavior is one of the contributing factors of accidents, and more than 80% of the accidents involve human factors. The accident causal model points out that social situational factors are the root causes of accidents. Employees' perceived managers' commitment to safety, as a core dimension of safety climate, is a robust predictor of employee safety performance. However, the deeper "source" of this perception has been little explored. In response to the suggestion made by Fruhen et al. in 2019, the current study focuses on management safety commitment, and explores the impact of management safety commitment on employee safety performance. Before exploring this relationship, we first developed the measures of management safety commitment.
Specifically, we carried out two studies. In study 1，we combined qualitative and quantitative research methods, developed a scale of management safety commitment according to the standard process of scale development. By employing literature review and behavioral event interview method, the item pool of management safety commitment scale is formed. After group discussion and expert evaluation, the initial scale (17 items in total) of management safety commitment was developed. The first line and middle managers from high-risk industries completed the online survey. The collected data were divided into two parts, and exploratory factor analysis (n=230) and confirmatory factor analysis (n=214) were conducted. The results show that emotional commitment (3 items), normative commitment (4 items) and computational commitment (4 items) are three dimensions of management safety commitment. Its discriminant validity with other related constructs (i.e., managers' safety attitude, transformational leadership, transactional leadership, etc.) were good.
In study 2, we built a multilevel model to explore the effect of management safety commitment (group level) on employees' safety performance via the mediating of commitment demonstration and employees' psychological safety climate. A total of 196 front-line managers and their matched 1230 subordinates participated the study. The results showed that, in cross-layer studies, managers' self-rated affective safety commitment was significantly positively correlated with employee perceived commitment demonstration. At the individual level, employee perceived commitment demonstration was significantly and positively correlated with group psychological safety climate, employee safety compliance, and safety participation. Group psychological safety climate is significantly and positively related to employee safety compliance and safety participation. Multilevel analysis revealed that managers’ self- rated affective safety commitment (rather than normative commitment and calculated commitment) significantly predicted employees’ perceived managers' commitment demonstration. Employee perceived commitment demonstration partially mediated the relationship between affective safety commitment and group psychological safety climate. Additionally, employee perceived commitment demonstration partially mediated the relationship between affective safety commitment and group psychological safety climate, and group psychological safety climate sequentially mediated the relationship between affective safety commitment and safety behavior (i.e., safety compliance and safety participation). The current study expands the mechanism of safety commitment, enriches the research on safety commitment, and provides theoretical support for safety intervention. |
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