| 基于管理者安全管理行动的高风险企业安全氛围改善 |
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| 引用本文： | 李永娟,徐媛媛,王莫冉,薛军提,冯钰婷,胥遥山. 基于管理者安全管理行动的高风险企业安全氛围改善[J]. 心理科学进展, 2023, 31(1): 33-44. DOI: 10.3724/SP.J.1042.2023.00033 |
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| 作者姓名： | 李永娟 徐媛媛 王莫冉 薛军提 冯钰婷 胥遥山 |
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| 作者单位： | 1.中国科学院行为科学重点实验室, 中国科学院心理研究所, 北京 100101;2.中国科学院大学心理学系, 北京 100049;3.中央财经大学商学院, 北京 100081 |
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| 基金项目： | 国家自然科学基金面上项目(72071200) |
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| 摘 要： | 随着系统可靠性的提高,高风险企业超过三分之二的事故原因涉及人的因素。员工不安全行为是系统失效的触发因素,潜藏的社会情境因素(如安全氛围)是“常驻的病原体”,因此探索并改善影响安全行为的社会情境因素是有效提升组织安全的关键。在众多的情境因素中,安全氛围对安全绩效的积极影响已得到充分的文献支持,但对如何改善安全氛围的探索却有限。本项目围绕管理者对安全的承诺这一安全氛围的核心维度,基于信号理论提出直接安全管理行动是体现管理者安全承诺的重要途径,并在探索主管和经理关键安全管理行动对团队和组织安全氛围影响的基础上开展相应的干预研究。具体而言,在团队层面,探索改善主管关键安全管理行动对团队安全氛围提升的有效性;在组织和团队两个层面,探索改善经理的关键安全管理行动对同时提升组织和团队安全氛围的有效性。研究结果预期可以在安全管理实践中推广应用。
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| 关 键 词： | 组织安全氛围 团队安全氛围 安全管理行动 管理者对安全的承诺 |
| 收稿时间： | 2021-12-29 |
Safety management actions improvement as leverage for safety climate promotion in high-risk industries |
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| LI Yongjuan,XU Yuanyuan,WANG Moran,XUE Junti,FENG Yuting,XU Yaoshan. Safety management actions improvement as leverage for safety climate promotion in high-risk industries[J]. Advances In Psychological Science, 2023, 31(1): 33-44. DOI: 10.3724/SP.J.1042.2023.00033 |
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| Authors: | LI Yongjuan XU Yuanyuan WANG Moran XUE Junti FENG Yuting XU Yaoshan |
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| Affiliation: | 1.CAS Key Laboratory of Behavioral Science, Institute of Psychology, Chinese Academy of Sciences, Beijing 100101, China;2.Department of Psychology, University of Chinese Academy of Sciences, Beijing 100049, China;3.Business School, Central University of Finance and Economics, Beijing 100081, China |
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| Abstract: | Workplace safety is a crucial issue in high-risk industries around the world. Statistics show that with the improvement of engineering and technical reliability, more than two-thirds of accidents are at least partly caused by human factors. Unsafe behavior is the trigger of system failure, and the latent situational factors are the “resident pathogens”. Therefore, improving the situational factors is one of the effective ways to promote safety performance. Safety climate, which is defined as the employee shared perceptions with regard to safety policies, procedures, and practices in the organization, is well-documented as a robust predictor of safety behavior and safety outcomes. The effect size of safety climate on safety performance (e.g., safety behavior, accidents, and injuries) exceeds that of all other identified safety risk indicators. Nevertheless, its intervention study is relatively limited. Focusing on the core dimension of safety climate: management commitment to safety, we propose that direct safety management actions are an important way to reflect supervisors’/managers’ commitment to safety. Based on this, the current research has three aims: (1) examining the impact of supervisors’ and managers’ critical safety management actions on the group and organizational safety climate, respectively; (2) examining the impact of the supervisor-targeted intervention on group safety climate promotion by improving supervisors’ direct safety management action; (3) examining the impact of the manager-targeted intervention on organizational and group safety climate promotion by improving managers’ direct safety management action. We designed three studies to explore the questions above mentioned. Study 1 is a time-lagged survey to explore the impact of supervisors’ and managers’ critical direct safety management actions on group safety climate and organizational safety climate, respectively. As for supervisors, we supposed there are two critical direct safety management actions to influence their employees’ safety climate perception: supporting and guidance, involving workers. As for managers, the critical direct safety management actions could be managerial participation and communication. Additionally, given the importance of supervisors in cultivating group safety climate, at the group level, we developed a quasi-experiment study (Study 2) to enhance the group safety climate by improving the critical direct safety management actions of the supervisors. Furthermore, a quasi-experiment (Study 3) was designed to promote both group and organizational safety climate by improving critical direct safety management actions of the managers. We plan to adopt an intervention technique named Safety Management By Walking Around (SMBWA), which was found to be positively associated with the patient safety climate in the healthcare industry. The contributions of the current research are as follows. First, signaling theory is introduced into the theoretical framework of safety climate formation. It’s proposed that the managerial staff’s direct safety management action is a highly observable signal, which can convey their commitment to safety. As an important information source of employees’ perception of safety climate, managerial staff’s direct safety management action could be an effective strategy for safety climate promotion. The application of signaling theory can provide theoretical support for the research on the formation and change of safety climate. Second, we adopt a multi-level perspective to simultaneously explore the effect of the critical direct safety management actions of both supervisors and managers on the corresponding level of safety climate, highlighting the role of supervisors’ and managers’ critical direct safety management actions in enhancing the group and organizational safety climate. In addition, the current research sheds light on the impact of the manager-targeted safety climate intervention strategy on safety climate improvement at both group and organizational levels. The research results are expected to be applied in safety management practice. |
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| Keywords: | organizational safety climate group safety climate safety management actions management commitment to safety |
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