scholarly journals A Conceptual Framework for Enhancing Safety Performance by Impact Cooperation Facilitation, Safety Communication and Work Environment: Jordanian Hospitals

2019 ◽  
Vol 11 (2-2) ◽  
Author(s):  
Abdallah Mohammad Barakat Abuashour ◽  
Zuraida Hassan
Keyword(s):  
Organizational Performance ◽  
Work Environment ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Management Practices ◽  
Safety Management ◽  
Performance Indicator ◽  
Safety Performance ◽  
Safety Communication ◽  
The Impact

Safety in the workplace is essential to ensure organization survivability, constant operation and best work quality specifically in among the countries at the developing stage such as Jordan. Relatedly, safety performance is very crucial for organization performance measurement and corporate existence to practice safety management at workplace, and every level of organization structure. Thus, the need for enhancing safety at the work setting has been proposed by most scholars, industry practitioners and relevant stakeholders. Workers are exposed to a hazardous event at the workplace through chemical, ergonomic and biological exposures. Consequently, various degrees of accidents, injuries, and fatalities happened in the organization and lead to multiple levels of challenges to the organization and serve as indicator of poor safety performance within organization. Improvements in safety performance indicators are critical as they can help in improving organizational performance. The impact from poor safety performance indicator could be seen in various forms such as high medical bills, insurance costs and productivity losses. This paper develops a proposed safety performance framework for understanding safety management practices dimensions such as cooperation facilitation, and safety communication and feedback as antecedents of the work environment – the relationship of safety performance based on perceived social exchange theory (SET).

Facilities maintenance employees’ priority of safety management practices

Facilities ◽  
2017 ◽  
Vol 35 (5/6) ◽  
pp. 319-334
Author(s):  
Saharani bin Jaafar ◽  
Weng Wai Choong ◽  
Abdul Hakim bin Mohamed
Keyword(s):  
Management Practices ◽  
Safety Management ◽  
Pearson Correlation ◽  
Safety Performance ◽  
Safety Communication ◽  
Content Type ◽  
Factors Affecting ◽  
Management Level ◽  
Promotion Policies ◽  
Level Of Satisfaction

Purpose The purpose of this paper is to identify the facilities maintenance employees’ priority on safety management practices and relationship to safety performance. The study aims to increase the safety performance among the facilities maintenance contractor by implementing safety management practices. Design/methodology/approach The data were collected by distributing questionnaire forms to the employees of selected facilities maintenance contractors representing general workers, technicians and executive- and the management-level employees. Data were analysed using descriptive statistics, t-test, one-way analysis of variance, Pearson correlation and multiple regressions. Findings The descriptive results revealed that the employee priority on safety management practices is fairly “low”. The correlation and regression analyses tested and satisfied that management commitment, workers involvement in safety, safety training, safety communication and feedback, safety rules and procedures, and safety promotion policies significantly and strongly correlate with the degree and level of satisfaction to the safety performance. Research limitations/implications This research focuses only on facilities maintenance contractors working in the Klang Valley, Malaysia. It is possible that respondents from other areas or states may allow comparisons across different locations. Practical implications There are many factors affecting safety performance. By implementing safety management practices, high safety performance can be achieved in the facilities maintenance organisations in Malaysia. Originality/value This paper presents empirical findings on the relationship between employee priority on safety management practices elements and safety performance.

scholarly journals Assessing the Impact of Work Environment on Employee Engagement among Non-Academic Staff of the University

2019 ◽  
Vol 2 (1) ◽  
pp. 57-68
Author(s):  
Yusuf Nasidi ◽  
A. U. Makera ◽  
A. M. Kamaruddeen ◽  
I. M. Jemaku
Keyword(s):  
Work Environment ◽  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Academic Staff ◽  
Working Environment ◽  
University Staff ◽  
Good Reliability ◽  
The University ◽  
The Impact

Aim of the Study - The objective of this study was to access the impact of work environment on employee engagement among the non-academic staffs of the university in Nigeria. Social exchange theory (SET) was utilized in developing the research framework.  Methodology - A total of 150 non-academics staff from l University, representing a response rate of 63.3% participated in this study. Data were collected through a self-administered questionnaire. The correlation and the hypothesis were tested using the statistical package for social sciences (SPSS 2.0). The Cronbach’s Alpha value for the variables ranging from 0.724 to 0.804 indicates very good reliability of the research instrument.  Findings - The findings indicate a moderate relationship between the work environment and employee engagement, and the hypothesis is not supported.   Practical Implications - The study will provide direction to both the management and the university staff for them to proactively focus on providing a healthy and comfortable working environment that will boost engagement, which lead towards enhancing the performance of university staff, and also the university administrators in various ways.

The Impact of Superior Roles in Safety Management on Safety Performance in SME Manufacturing in Malaysia

2021 ◽  
pp. 097215092110495
Author(s):  
Syazwan Syah Zulkkifly ◽  
Mohd Rafee Baharudin ◽  
Muhammad Razif Mahadi ◽  
Nor Halim Hasan ◽  
Sharifah Norkhadijah Syed Ismail
Keyword(s):  
Structural Equation ◽  
Management Practices ◽  
Safety Management ◽  
Safety Concern ◽  
Safety Performance ◽  
Manufacturing Companies ◽  
Safety Policy ◽  
The Impact ◽  
The Relationship ◽  
Safety Motivation

Small and medium entrepreneurship (SMEs) is the backbone of countries’ development. Over the years, there have been a large percentage of workplace injuries by SMEs in Malaysia, including financial and other SMEs’ constraints, which inform of inexpensive approach, thus requiring effective approaches to boost their safety performance. SME is unique in terms of characteristics, such as flat organizational structure. Thus, the owner-managers and the supervisors’ safety management, respectively, are proposed to impact the safety performance. This signals the need to examine how owner-managers and supervisors’ safety management practices improve occupational safety performance in SME manufacturing companies. Grounded on the Theories of Accident Causation, the present study applied a research model examining the relationship between owner-manager safety management practices (safety concern, safety policy and safety motivation) and safety management of supervisors, and the overall safety performance in Malaysia’s SME manufacturing. The questionnaires were distributed to the production workers in SME manufacturing firms in Selangor, Malaysia. A total of 165 production workers participated in the study. The data collected were analysed using partial least squares structural equation modelling. Based on the analysis, the study revealed that safety concern, safety policy and safety motivation, each, have a meaningful relationship with safety performance, while the supervisor’s safety management did not significantly affect safety performance. Our results extend previous research by highlighting the importance of owner-manager safety management practices in driving safety performance and indicating how each dimension of safety management practices either enhances or inhibits safety performance. The present study is the first empirical research investigating the relationship between manager and supervisor’s safety management and safety performance in the SME manufacturing setting.

scholarly journals We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

2021 ◽  
Vol 18 (8) ◽  
pp. 4241
Author(s):  
Marisa Salanova ◽  
Hedy Acosta Antognoni ◽  
Susana Llorens ◽  
Pascale Le Blanc
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Organizational Practices ◽  
Return On Assets ◽  
Top Managers ◽  
Psychological Mechanism ◽  
And Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

scholarly journals The impact of transformational leadership and interactional justice on follower performance and organizational commitment in a business context

2021 ◽  
Vol 46 (4) ◽  
pp. 274-283
Author(s):  
Geir Thompson ◽  
Robert Buch ◽  
Per-Magnus Moe Thompson ◽  
Lars Glasø
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Leadership Behavior ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Business Context ◽  
Direct Reports ◽  
The Impact

The relationships between transformational leaders and several follower outcomes have been well investigated, but the mechanism through which these leadership behaviors relate to such outcomes is relatively unexplored. By investigating the mediating role of interactional justice, using structural equation modeling analyses, and data collected from supervisors and direct reports at various organizational levels, the present study provides insight into the psychological processes underlying transformational leadership and its effectiveness on follower outcomes. In line with social exchange theory, the main takeaway from the present study is suggesting that leaders, who display transformational leadership behavior in a manner perceived by followers as respectful, fair, and consistent with moral and ethical standards, may expect greater follower organizational attachment as an appropriate response to interactional justice.

Residents’ perceptions of the impact of tourism in Abu Dhabi, United Arab Emirates

2017 ◽  
Vol 11 (4) ◽  
pp. 551-572 ◽  
Author(s):  
Nada Hammad ◽  
Syed Zamberi Ahmad ◽  
Avraam Papastathopoulos
Keyword(s):  
United Arab Emirates ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Cultural Influences ◽  
Abu Dhabi ◽  
Equation Modeling ◽  
Content Type ◽  
The Social ◽  
The Impact

Purpose This paper aims to investigate residents’ perceptions of tourism’s impact on their support for tourism development in Abu Dhabi, United Arab Emirates (UAE). Design/methodology/approach Data were collected using self-administered questionnaires from Abu Dhabi residents (n = 407), who represented 30 nationalities residing in the emirate. Based on social exchange theory, structural equation modeling was used to test hypotheses. Findings Results suggest that Abu Dhabi residents perceive the impacts of tourism positively and are more sensitive to the environmental and economic influences of tourism than the social and cultural influences. Research limitations/implications This study was limited to Abu Dhabi residents; findings cannot be generalized to other emirates in the UAE, or other countries. Originality/value This study adds value to extant tourism literature by investigating residents’ perceptions of the influence of tourism in one of the richest cities worldwide, which aspires to be one of the fastest growing tourism destinations in the Middle East.

scholarly journals Knowledge Transmission in Light of Recent Transformations in the Workplace

2012 ◽  
Vol 67 (2) ◽  
pp. 304-324 ◽  
Author(s):  
Esther Cloutier ◽  
Élise Ledoux ◽  
Pierre-Sébastien Fournier
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
Management Practices ◽  
Work Teams ◽  
Health And Safety ◽  
Food Service ◽  
Experiential Knowledge ◽  
Work Intensification ◽  
Flexible Management ◽  
The Impact

In a context of changing demographics and transformations to the world of work, concerns about age management are gradually turning into concerns about knowledge management. The vast experiential knowledge and diverse skills developed by workers to cope with the numerous situations encountered in the course of their work and to protect themselves against risks to their health and safety constitute part of the intangible assets vital to the sustainability of worker expertise and even the survival of the organization. Management practices play an important role in helping safeguard experiential knowledge in organizations. However, the transformations that have been taking place in recent years in response to an unstable economic climate have driven organizations to introduce a number of changes in workplaces. Three case studies, conducted in Quebec, each focused on the study of a specific occupation (film technicians, food service helpers, and homecare nurses), and based on interviews and observations made in the field, will be presented in an effort to describe the impact of some of these changes, namely precarious employment, flexible management practices and work intensification, on knowledge sharing in real work situations. The results suggest that by undermining work teams and increasing the workload of experienced workers, these changes actually hinder the knowledge sharing process. In fact, in such a context, the work teams are continually being reconfigured, which can demotivate experienced workers who constantly have to initiate new recruits despite already having a work overload. Possible avenues for research are proposed with a view to helping organizations cope with these changes in a way that supports the experiential knowledge transfer and sharing process so vital to organizational performance and the preservation of worker health.

scholarly journals Too much reciprocity?

2020 ◽  
Vol 14 (2) ◽  
pp. 473-491
Author(s):  
Zhe Sun ◽  
Qi Ai
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Emerging Market ◽  
Chief Executive ◽  
Political Connections ◽  
Political Connection ◽  
Content Type ◽  
Chinese Multinationals ◽  
The Government ◽  
The Impact

Purpose Using the evidence of Chinese outbound mergers and acquisitions (M&As) enacted between 2006 and 2014, this study aims to investigate the role played by home political connections on the cost implications of Chinese multinationals. It also examines whether home political connections – at different levels and of different configurations – impact the operational cost of Chinese multinationals. Design/methodology/approach The data were analysed using a multivariate regression model. To examine their heterogeneous effect on Chinese multinationals, the political connection data were further split into higher and lower level political connections and in chief executive officer (CEO) and chairperson political connections. Findings This study implies the negative effect of home political connections on the internationalisation of Chinese multinationals. At the same time, the impact of lower-level political connections is stronger than that of their higher-level counterparts. Moreover, CEO political connections have a stronger effect on the operational costs of Chinese multinationals than their Chairperson equivalents. Originality/value By unravelling the “black box” of Chinese internationalisation from the social exchange perspective, through the informal political connection networking ties between Chinese firms and the government, this study advances emerging market multinational theory, contributes to the understanding of the heterogeneous nature of political connections and sheds new light on social exchange theory from the perspective of the emerging phenomenon of Chinese internationalisation.

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