The Relationship Between Organizational Safety Culture and Organization Safety Performance. The Mediating Role of Safety Management System

Introduction: Safety performance is defined as efforts undertaken by organizations with the crucial aim of curtailing accidents and injuries to workers. It plays a crucial role in an organization aiming to achieve an anticipated outcome. A plethora of studies have found positive association between safety culture and safety performance of organizations. However, little is known on how the mechanism through which organizational safety culture exerts its influence on safety performance. Thus, this study investigates the indirect effect of safety management system in the relationship between organizational safety culture and safety performance. Methods: This study employs the use of a 5-point Likert questionnaire to collect data from 134 respondents who are head of safety officers in F&B industries located in Lagos, Nigeria. SmartPLS 2.0 was used for data analysis. Results: Results from path analysis revealed that safety culture and safety management system positively relate to safety performance. Furthermore, the mediation analysis indicated an indirect effect of safety management system in the relationship between safety culture and safety performance. Conclusion: It is concluded that though safety culture has a significant positive relationship on safety performance, however its effect will be more if F&B organizations create and constantly implement a robust safety management system.

Accident and Emergency Care Made High Reliable: Perception of Staff on Factors Affecting Application of High-Reliability Organization Principles in Accident Emergency Units

There is a growing concern regarding patient safety and high reliability which made more intense with this ongoing pandemic.Aim of this study is to assess the organizational factors affecting the practice of High-Reliability Organization (HRO) Principles as perceived by staff in selected Accident and Emergency Units. Methodology: A hospital based cross-sectional study in three Accident and Emergency care setting, among healthcare staff, conducted using a self-administered questionnaire.Results: Out of the five factors affecting HRO practices as perceived by staff, “Organizational Safety Culture” (Mean-4.27., SD-0.49) has the highest mean value followed by Leadership (Mean: 3.96, SD: 0.44) and Teamwork (Mean: 3.95, SD: 0.5). “Work Environment” (Mean: 3.94, SD: 0.46) has the lowest score. All independent and dependent variables have a significant positive correlation with HRO principles (Correlation is significant at the 0.01 level-1-tailed). Multivariate analysis was carried out to assess the proportion variability of the dependent variable. The linear regression model explains 22% of the variability of the HRO practices (dependent variable) by factors affecting HRO practices (independent variables) if all the factors operate together.The distribution of Coefficients, Standardized B value is 0.29 (significant at the 0.01 level), showing if “Organizational Safety Culture” operates together with the other four independent variables 29% of the variability of the HRO practices (dependent variable) can be explained by Organizational Safety Culture.Conclusion: Organizational safety culture shows significant (< 0.01) effect on determining HRO practices.

Obstetric Care Made High Reliabile: Perception of Staff on Factors Associated with Practice of High Reliability Organization Principles in a Selected Tertiary Care Maternity Hospital

Introduction: Patient safety and high reliability related to obstetric care has become a global concern especially during this COVID-19 pandemic period.Aim of this study is to assess the components of Socio Technical system as the factors affecting while adopting High-Reliability Organization (HRO) Principles as perceived by staff. Methodology: This is a hospital based descriptive cross-sectional study conducted using a self-administered questionnaire.Results: Out of the five factors affecting HRO practices as perceived by staff, "Organizational Safety Culture" (Mean- 4.25., SD-0.454 Significant at <0.01 level), Communication (SD-4.15, SD-0.579), and Teamwork (Mean:3.95, SD:0.499). are having a statistically significant (p <0.05 corresponding to Spearman’s correlation Coefficient positive association with the practice of HRO principles. According to Multiple linear regression model explains 29% of the variability of the HRO practices (dependent variable) can be explained by the factors affecting HRO practices (independent variables) if all the factors operate together. Gender, age, educational level, designation and working experience act as moderating variables to Organizational Safety Culture. There is a significant (p <0.05) difference of HRO practices among female gender, nursing category of staff which is better than other categories.Conclusion: Organizational safety culture, communication and Teamwork and work environment show significant effect on determining HRO practices which is important for policy makers and administrators to pay attention on above three factors to improve reliability. But these five factors (including leadership and working environment) explains only one third of variability of HRO practices), hence need to study other factors affecting reliability of performance.

The Development of an Organizational Safety Culture in the United States Forest Service

For over 100 years, the US Forest Service (USFS) has developed initiatives to improve safety outcomes. Herein we discuss the engineered solutions used from 1910 through 1994, when the agency relied on physical science to address the hazards of wildland fire suppression. We then interpret safety initiatives of the subsequent 25 years, as the USFS incorporated social science perspectives both into its understanding of emergency fire incidents and its mitigation of vulnerabilities across all fields of work. Tracing the safety programs using a historical sociology approach, we identify, within the agency’s narrative, three recent developments in its organizational safety culture: cultural awareness, cultural management, and cultural reorganization. This article describes how the development of top-down safety initiatives are questioned and shaped by employees who actively influence the trajectory of a safety culture in the USFS. Study Implications: Safety is a core value of the US Forest Service (USFS), and several safety initiatives, along with employee feedback over the years, have shaped the organizational culture of the agency. To build a robust and world-renowned safety culture in high-risk industries, managers require an understanding of the origins of their organization’s current safety culture. Using a critical social science analytical lens, we discuss how safety initiatives and the development of a safety culture position organizations such as the USFS to move away from reactionary safety initiatives and anchor to employee safety as a core value in order to absorb external shocks, such as rapidly changing ecosystems, development in the wildland urban interface, and larger and more intense wildfires.

Influence Of Servant Leadership, Organizational Safety Culture And Work Environment On Organizational Citizenship Behavior In Application Of Patient Safety With Affective Organizational Commitment

The success of the application of patient safety in hospitals, among others, is measured by how much the productivity of nurses in providing quality nursing care to patients and their families. Factors that influence patient safety: organization (safety culture), work environment, individual factors and citizenship behavior, work behavior, teamwork structure and (servant) leadership. In this regard, the purpose of this literature review study is to prove the influence of servant leadership, organizational safety culture and work environment on OCB in the application of patient safety with affective organizational commitment in hospital. This literature review is based on literature sources and related scientific research journals. The method used in this paper is to search from the EBSCO, ProQuest, and Google Scholar databases using keywords servant leadership, organizational safety culture, work environment, OCB, and patient safety. The study population was health workers in the hospital, which measures in the construction are 54 respondents, with a random sampling technique as the sample of the population. The data were analyzed using parametric and non-parametric statistics with SEM-PLS (Structural Equation Modeling-Partial Least Square). The research proves that: Servant leaders and organizational safety culture that is applied, as well as a supportive work environment, have a positive influence on OCB in the application of patient safety in hospitals. Furthermore, it is expected that nurse managers will be able to implement servant leadership and safety culture as well as adequate work environment support so that OCB in implementing patient safety can run optimally, this can be assessed based on patient safety incidents and service quality as hospital brand equity.

Corporate safety mentality development in high-risk occupations

The article presents a study of a corporate safety mentality in high-risk occupations. The purpose is to study the mentality’s development. Firefighters (N = 153) and cadets (N = 32) are examined, the methods include the professional mentality assessment, factors of professional identification, reliability and professional success. Mentality’s development is a non-linear and uneven process, specific professional mentality will be completed at earliest 7 years of experience. Mentality has a close correlation with the organizational safety culture. Two-way interaction between corporate mentality and facilitating professional identification factors has been revealed.