How do safety engineers improve their job performance? The roles of influence tactics, expert power, and management support

Abstract

Purpose Non-technical skills are of increasing importance for safety engineers to perform their job. In their position as expert consultants, they work closely with managers. Thus, gaining management support is oftentimes crucial for safety engineers to successfully improve occupational health and safety. Drawing on organizational support theory (OST), this study investigates how safety engineers’ non-technical skills in communication and persuasion (i.e. rational and hard influence tactics) are related with their management support, and how management support is related with their individual task proficiency (ITP). The purpose of this paper is to examine the moderating role of safety engineers’ expert power in this context. Design/methodology/approach Using an online questionnaire, survey data were collected from 251 safety engineers working in Austria. Findings Rational influence tactics are positively related to ITP via management support, whereas hard influence tactics are not. Safety engineers’ expert power moderates the relationship between influence tactics and management support and, consequently ITP. High (vs low) expert status strengthens the positive relationship of rational influence tactics on ITP via management support. For hard influence tactics, high (vs low) expert power buffered the negative relationship of upward appeal and pressure on ITP via management support. Practical implications Safety engineers should rely on rational persuasion when cooperating with management to obtain support and improve their own performance. Originality/value This study connects the effect of influence tactics in the context of safety engineers’ work performance with OST. It demonstrates that safety engineers’ influence tactics are related to work role performance through management support and that these relationships are moderated by expert power.

The Mediating Role of Job Competence between Safety Participation and Behavioral Compliance

“…Afterward, job competence levels should be divided according to the results. Finally, employees who meet the standards should be allowed to work and participate in further training, while those who do not meet the standards should be retrained or dismissed [ 67 ].…”

Pengaruh Keselamatan Tempat Kerja dan Budaya Aman terhadap Retensi Karyawan dan Loyalitas Karyawan

“…Hasil serupa juga terlihat pada penelitian terdahulu yang menunjukkan bahwa pengaruh secara rasional melalui dukungan manajemen berpengaruh positif terhadap kecakapan tugas individu (Bunner et al, 2020). Hal ini juga didukung oleh komunikasi keselamatan yang disampaikan dengan jelas dan menyenangkan kepada karyawan sehingga karyawan akan lebih mudah memahami serta menerapkan keselamatan di tempat kerja menjadikan retensi karyawan meningkat.…”

Untitled

“…Yukl and Falbe (1990) suggest that managers' effectiveness can be measured by their success in influencing others, including their subordinates. Influence is defined as a means used by individuals to change others' attitudes and/or behavior to achieve their goals (Bunner et al, 2019). Fu and Yukl (2000) explain that influence tactics may come in the form of upward influence, downward influence, and lateral influence.…”