Preventing Injuries in Workers: The Role of Management Practices in Decreasing Injuries Reporting

Document Type: Original Article

Authors

1 Young Researchers and Elite Club, Shahrekord Branch, Islamic Azad University, Shahrekord, Iran

2 Young Researchers and Elite Club, Mashhad Branch, Islamic Azad University, Mashhad, Iran

Abstract

Background
Researchers have found that management safety practices may predict occupational injuries and psychological distresses in the workplace. The present study examined the perception of management safety practices related to injuries reporting and its dimensions among workers of Isfahan Steel Company (ESCO).  
 
Methods
A self-administered anonymous survey was distributed to 189 workers. The survey included demographic factors, management safety perception, injuries reporting and its components (physical symptoms, psychological symptoms, and injuries). The data were analyzed by Multivariate and correlation techniques.  
 
Results
The results showed that: 1) there were significant correlations between management safety perception with injuries reporting and its two dimensions namely physical and psychological symptoms; 2) there was no significant relationship between management safety perception and injury; 3) in Multivariate analysis, management safety perception significantly predicted about 26%, 19%, and 28% of the variances of variables of injuries reporting, physical symptoms, and psychological symptoms respectively (P< 0.01).  
 
Conclusion
Improving employees’ perception of management safety practices can be important to prevent the development of job injuries and to promote workers’ safety and well-being.

Keywords

Main Subjects


  1. Kiani F, Samavatyan H, Pourabdian S, Jafari E. Predictive power of injuries reporting and its dimensions by job stress among workers’ Isfahan Steel Company. Iranian Journal of Public Health 2011; 40: 105-12.
  2. Mor Barak ME, Nissly JA, Lane CJ. Why do they leave? Modeling child welfare workers' turnover intentions. Children and Youth Services Review 2006; 28: 548−77. doi: 10.1016/j.childyouth.2005.06.003
  3. Hofmann DA, Morgeson FP. Safety-related behavior as a social exchange: The role of perceived organizational support and leader-member exchange. J Appl Psychol 1999; 84: 286–96. doi: 10.1037//0021-9010.84.2.286
  4. Michael JH, Evans DD, Jansen KJ, Haight J M. Management commitment to safety as organizational support: Relationships with non-safety outcomes in wood manufacturing employees. J Safety Res 2005; 36: 171–9. doi: 10.1016/j.jsr.2005.03.002
  5. Nembhard IM, Edmondson AC. Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. J Organ Behav  2006; 27: 941–66. doi: 10.1002/job.413
  6. Eisenberger R, Huntington R, Hutchison S, Sowa D. Perceived organizational support. J Appl Psychol 1986; 71: 500–7. doi: 10.1037//0021-9010.71.3.500
  7. Levinson H. Reciprocation: The relationship between man and organization. Adm Sci Q 1965; 9: 370–90. doi: 10.2307/2391032
  8. Detert JR, Burris ER. Leadership behavior and employee voice. Acad Manage J 2007; 50: 869–84. doi: 10.5465/amj.2007.26279183
  9. Saunders DM, Sheppard BH, Knight V, Roth J. Employee voice to supervisors. Employee Responsibilities and Rights Journal 1992; 5: 241–59. doi: 10.1007/bf01385051
  10. Clarke S. Organizational factors affecting the incident reporting of train drivers. Work & Stress 1998; 12: 6-16. doi: 10.1080/02678379808256845
  11. Mullen J. Testing a model of employee willingness to raise safety issues. Canadian Journal of Behavioral Science 2005; 37: 273–82. doi: 10.1037/h0087262
  12. Harlos KP. When organizational voice systems fail. J Appl Behav Sci 2001; 37: 324 –42. doi: 10.1177/0021886301373005
  13. Dickinson NS, Perry RE. Factors influencing the retention of specially educated public child welfare workers. J Health Soc Policy 2002; 15: 89−103. doi: 10.1300/j045v15n03_07
  14. Chen W, Huang Z, Yu D, Lin Y, Ling Z, Tang J. An exploratory study on occupational stress and work-related unintentional injury in off-shore oil production. Zhonghua Liu Xing Bing Xue Za Zhi 2002; 3: 441-5.
  15. Salminen S, Kivimäki M, Elovainio M, Vahtera J. Stress factors predicting injuries of hospital personnel. Am J Ind Med 2003; 44: 32-8. doi: 10.1002/ajim.10235
  16. Li CY, Chen KR, Wu CH. Job stress and dissatisfaction in association with non-fatal injuries on the job in a cross-sectional sample of petrochemical workers. Occup Med (Lond) 2001; 51: 50-5.
  17. Murata K, Kawakami N, Amari N. Does job stress affect injury due to labor accident in Japanese male and female blue-collar workers? Ind Health 2000; 38: 246–51. doi: 10.2486/indhealth.38.246
  18. Soori H, Rahimi M, Moheseni H. Occupational stress and work-related unintentional injuries among Iranian car manufacturing workers. East Mediterr Health J 2008; 14: 697-703.
  19. Profile of Esfahan Steel Company [internet].  2014. Available from: http://www.esfahansteel.com/steel_en.php
  20. Molavi H. SPSS 10-13-14 applied guidance in behavioral sciences. Isfahan: Poyesh Andishe Publication; 2007.
  21. Waring JJ. Beyond blame: cultural barriers to medical incident reporting. Soc Sci Med 2005; 60: 1927-35. doi: 10.1016/j.socscimed.2004.08.055
  22. Hayes BE, Perander J, Smecko T, Trask J. Measuring perceptions of workplace safety: development and validation of the work safety scale. J Safety Res 1998; 29: 145-61. doi: 10.1016/s0022-4375(98)00011-5
  23. Munteanu MR. Safety attitudes in the Ontario construction. Canada: University of Toronto; 2005.
  24. Barling J, Loughlin C, Kelloway EK. Development and test of a model linking safety-specific transformational leadership and occupational safety. J appl Psychol 2002; 78: 488-96. doi: 10.1037//0021-9010.87.3.488
  25. Williams L, Anderson S. Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviours. J Manag  1991; 17: 601–18. doi: 10.1177/014920639101700305
  26. Iverson RD, Erwin PJ. Predicting occupational injury: the role of affectivity. J Occup Organ Psych 1997; 70: 113–28. doi: 10.1111/j.2044-8325.1997.tb00637.x
  27. O’Toole M. Successful safety committees: participation not legislation. J Saf Res 1999; 30: 39–65. doi: 10.1016/s0022-4375(98)00061-9
  28. AbuAlRub RF. Job stress, job performance, and social support among hospital nurses. Journal of Nursing Scholarship 2004; 36: 73-8. doi: 10.1111/j.1547-5069.2004.04016.x
  29. Ito H, Kurita H, Shiiya J. Burnout among direct-care staff members of facilities for persons with mental retardation in Japan. Ment Retard 1999; 37: 477–81.
  30. Diaz RT, Cabrera DD. Safety climate and attitude as evaluation measures of organizational safety. Accid Anal Prev 1997; 29: 643-50. doi: 10.1016/s0001-4575(97)00015-8
  31. Gyekye SA, Salminen S. Workplace Safety Perceptions and Perceived Organizational Support: Do Supportive Perceptions Influence Safety Perceptions? Int J Occup Saf Ergon 2007; 13: 189–200.
  32. Karasek RA, Theorell T. Healthy work: Stress, productivity and the reconstruction of working life. New York: Basic Books; 1990.
  33. Vegchel NV, Jonge JD, Landsbergis PA. Occupational stress in interaction: The interplay between job demands and job resources. J Organ Behav 2005; 26: 535-60. doi: 10.1002/job.327
  34. Dollard MF, Winefield HR, Winefield AH, Jonge JD. Psychosocial job strain and productivity in human service workers: A test of the demand-control-support model. J Occup Organ Psychol 2000; 73: 501-10. doi: 10.1348/096317900167182
  35. Mcclenahan A, Giles ML, Mallett GJ. The importance of context specificity in work stress research: a test of the Demand-Control-Support model in Academics. Work & stress 2007; 21: 85-95. doi: 10.1080/02678370701264552
  36. Steinhardt MA, Dolbier CL, McCalister KT. The relationship between hardiness, supervisor support, group cohesion, and job stress as predictors of job satisfaction. Am J Health Promot 2003; 17: 382-91. doi: 10.4278/0890-1171-17.6.382
  37. Naghami M, Tsutsumi A, Tsuchiya M, Morimoto K. Job control and coworker support improves employee job performance. Ind Health 2010; 48: 845-51. doi: 10.2486/indhealth.ms1162
  38. Babin BJ, Boles JS. The effects of perceived co-worker involvement and supervisor support on service provider role stress, performance and job satisfaction. Journal of Retailing 1996; 72: 57-75. doi: 10.1016/s0022-4359(96)90005-6
  39. Ismail A, Hasan ABM, Sulaiman AZ. Supervisor’s Role as an Antecedent of Training Transfer and Motivation to Learn in Training Programs. Economica 2010; 7: 12-24.
  40. Parker SK, Williams HM, Turner N. Modeling the antecedents of proactive work behavior at work. J Appl Psychol 2006; 91: 636–52. doi: 10.1037/0021-9010.91.3.636
  41. Simons T, Robertson Q. Why managersshould care about fairness: the effect of aggregate justice perception on organizational outcomes. J Appl Psychol 2003; 83: 432–43.
  42. Shore L, Shore T. Perceived Organizational Support and organizational justice. In: Cropanzano R, Kacmar K, editors. Organizational politics, justice, and support. Westport, CT: Quorum Books; 1995. p. 149–64.
  43. Bandura A. Principles of behavior modification. New York: Holt, Rinehart & Winston; 1969.
  44. Zohar D, Luria, G. The use of supervisory practices as leverage to improve safety behaviour: a cross-level intervention model. J Saf Res 2003; 34: 567–77. doi: 10.1016/j.jsr.2003.05.006
  45. Griffin MA, Neal N. Perceptions of safety at work: A framework for linking safety climate to safety performance, knowledge, and motivation. J Occup Health Psychol 2000; 5: 347–58. doi: 10.1037//1076-8998.5.3.347
  46. Neal A, Griffin MA, Hart PM. The impact of organizational climate on safety climate and individual behaviour. Saf Sci 2000; 34: 99–109. doi: 10.1016/s0925-7535(00)00008-4