Citation

DeJoy DM, Della LJ, Vandenberg RJ, Wilson MG. J. Saf. Res. 2010; 41(2): 163-171.

Affiliation

Workplace Health Group, Department of Health Promotion and Behavior, College of Public Health, University of Georgia, Athens, GA 30602, USA. dmdejoy@uga.edu

Copyright

(Copyright © 2010, U.S. National Safety Council, Publisher Elsevier Publishing)

DOI

10.1016/j.jsr.2010.02.001

PMID

20497802

Abstract

INTRODUCTION: This study tests a conceptual model that focuses on social exchange in the context of safety management. The model hypothesizes that supportive safety policies and programs should impact both safety climate and organizational commitment. Further, perceived organizational support is predicted to partially mediate both of these relationships. METHODS: Study outcomes included traditional outcomes for both organizational commitment (e.g., withdrawal behaviors) as well as safety climate (e.g., self-reported work accidents). Questionnaire responses were obtained from 1,723 employees of a large national retailer. RESULTS: Using structural equation modeling (SEM) techniques, all of the model's hypothesized relationships were statistically significant and in the expected directions. The results are discussed in terms of social exchange in organizations and research on safety climate. IMPACT ON INDUSTRY: Maximizing safety is a social-technical enterprise. Expectations related to social exchange and reciprocity figure prominently in creating a positive climate for safety within the organization.

Language: en