Linking manager values and behavior with employee values and behavior: A study of values and safety in the hairdressing industry.

Maierhofer, Naomi; Griffin, Mark; Sheehan, Mary C.

doi:10.1037/1076-8998.5.4.417

Cited by 41 publications

(26 citation statements)

References 40 publications

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“…Finally, behaviors associated with a transactional leadership style such as monitoring, providing feedback and reinforcement, modeling and coaching are also related to safety behaviors in subordinates (Kines, et al, 2010;Mullen & Kelloway, 2009;Maierhofer, Griffin, & Sheehan, 2000) and positive safety climates (Zohar, 2003b).…”

Section: Summary Of Safety Climate Outcomesmentioning

confidence: 99%

Proactive Personality and Big Five Traits in Supervisors and Workgroup Members: Effects on Safety Climate and Safety Motivation

Buck¹

2000

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In 2009 there were 3.28 million non-fatal occupational injuries and illnesses (Bureau of Labor Statistics, 2010). Of these injuries and illnesses, 965,000 resulted in lost days from work. In addition there were 4,340 workplace fatalities. Given the number of occupational injuries, illnesses, and fatalities, and the associated direct and indirect costs, organizations have sought to improve safety at work. Safety climate and safety motivation are two variables hypothesized to affect safety behaviors and safety outcomes. Safety climate refers to the shared perceptions of workgroup members, of the organizations' commitment to safety as evidenced by heir immediate supervisors' pattern of implementing safety policies and procedures (Zohar, 2003). Therefore, the workgroup supervisor plays an major role in the development of safety climate. Social exchange theory and previous studies of leadership styles and safety suggest that supervisors who convey concern for subordinates' well-being increase workers' motivation to reciprocate by increasing their safe behaviors at work. However, no

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Section: Summary Of Safety Climate Outcomesmentioning

confidence: 99%

Proactive Personality and Big Five Traits in Supervisors and Workgroup Members: Effects on Safety Climate and Safety Motivation

Buck¹

2000

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“…Safety culture has to do with the concrete values that guide organizational behaviors across multiple domains of the larger organization (Hartmann, et al , 2009;Maierhofer, Griffin, & Sheehan, 2000). The management practices observation classification system can also be used throughout the study period in the identification and monitoring of fundamental social exchange based management practices associated with knowledge transfer capacities to predict prog ram sustainability.…”

Section: Resultsmentioning

confidence: 99%

“…Over time, as research aimed to better understand a more holistic approach, it has been recognized that strong management support plays a key role in safety programs (Komaki et al , 1980), and will impact how lower levels of management and employees participate in the program. Individua ls will behave and participate in the PE program in a manner that is congruent with their organization' s culture and shared values (Gregory, Harris, Armenakis, & Shook, 2009 (Maierhofer, Griffin, & Sheehan. 2000) .…”

Section: Introductionmentioning

confidence: 99%

Evaluation of management practices as a result of an implementation of a participatory ergonomics program in a poultry processing plant

Boone¹,

MacKinnon²

2010

PsycEXTRA Dataset

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T he ergonomics program in this study was initiated when a poultry processmg plant contacted a uni versity-based research alliance requesting a participatory ergonom ics ( PE) program impleme ntation to address the incidence of work-related musculoskeletal disorders (WRMS Ds). This research observed changes in management practices as a result of the PE program. Management practices observed were communication, netwo rking, and leadership. The PE program acti vities provided opportunities for qua lity social exchanges between levels of management, employees and project stakeho lders.Results suggest that upper management committed financially to the PE program but did not engage management at all levels or promote stakeholder accountability. The program was dri ven by an Ergo-Team (ET) middle management member and much of the management partic ipation was transactional in nature focusing on day to day program activities. The PE program remained at a superfi cial level within the organization, knowledge tra nsfer capacities were not enhanced, and overall management practices we re unchanged. II ACKNOWLEDGEMENTSI would like to thank my family and friends for the support as I pursued graduate studies. I' m truly grateful to have had you all nearby whi le I studied and worked in St.John's. The visits, calls and just knowing you were only a few hours away helped inspire balance in a busy life.f would like to acknowledge and thank MIT ACS Inc. for the opportunity to participate in the national internship Accelerate Program. The financial benefits of this program had a significant impact on my ability to focus on the research and enjoy the experience.I would like to ac knowledge and thank my industry partner Country Ribbon Inc.The opportunity to apply the research within industry and experience the challenges and opportunities that come with implementing a PE program not only hel ped me understand the value of this research but also he lped prepare me for working in industry . Most importantly, the opportunity to work with your management team and workers was a rewarding experience.would like to thank SafetyNet tor providing me support during my time on campus. You provided me with a network of peopl e and resources for guida nce and support from start to finish . Not only did yo u support me in my own research but yo u -----------------------------------------------------~ IntroductionWork-related musculoskeletal disorders (WRMSDs) have become a health, safety, and economic concern in today's workplace as WRMSDs have implications for major financial burden to employees, employers and to industry (Denis, St-Vincent, Imbeau, Jette, & Nastasia, 2008;Lewis, Krawiec, Confer, Agopsowicz, & Crandall, 2002). The research shows evidence of attempting to reduce incidence of WRMSDs through ergonomic programs and workstation redesign aimed through reducing or eliminating ergonomic risk factors (Haukka et al. , 2008; Lotters & Burdof, 2002; Pehkonen et al., 2009; Rivilis et al., 2008). However, research suggests tha...

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“…However, number of the studies that examine the effects of safety performance outcomes such as accidents, unsafe behaviors, and safety behaviors is insufficient. In this regard, a study (Maierhofer, Griffin, & Sheehan, 2000) provides evidence of the influence of managers' safety behaviors on employees' safety behaviors, although it has not achieved any conclusions regarding the effects of POF on the employee's SB. But study reached that especially time urgent situations effected safety behaviors negatively.…”

Section: Hypothesis 1: Pof Has Positive Effect On Scmentioning

confidence: 99%

“…Maierhofer et al (2000) argued that the safety behaviors of managers influence the safety behaviors of employees, even though the compliance of safety values of employees and managers has not shown a direct effect on safety behaviors. Therefore, even if employees do not share the values of the managers related to safety, they consider the manager's behavior in safety matters.…”

Section: The Relationship Between Sc and Sbmentioning

confidence: 99%

The Relationship amongst Person-Organization Fit, Safety Consciousness, Safety Climate and Safety Behavior

Ölçer¹,

Durmuscelebi²

2018

IJBM

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Technological advances have reduced accident rates caused by machine-related errors, accidents that have occurred in individual and organizational errors are still continuing. Safety perceptions, attitudes and beliefs of people and their personality traits emerge safe or unsafe behaviors in the work environment. In addition, high congruence of employee characteristics and organizational characteristics supports the creation of a safe working environment. The purposes of this study were to examine the effect of airline employees' person-organization fit, and safety consciousness on safety behavior and investigate the mediation role of safety climate on these effects. The data collected from planning, operations control, flight safety and quality employees of an airline operating in Turkey (N=178). Data were analyzed with the SPSS 22.0 program and factor, correlation and regression analyzes were performed to identify interrelationships with descriptive statistics. Findings show that person-organization fit, and safety consciousness had positive effects on safety climate and safety behavior; safety climate had full mediation role in the effect of person-organization fit on safety behavior; and had a partial mediation role in the effect of safety consciousness on safety behavior.

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Linking manager values and behavior with employee values and behavior: A study of values and safety in the hairdressing industry.

Cited by 41 publications

References 40 publications

Proactive Personality and Big Five Traits in Supervisors and Workgroup Members: Effects on Safety Climate and Safety Motivation

Proactive Personality and Big Five Traits in Supervisors and Workgroup Members: Effects on Safety Climate and Safety Motivation

Evaluation of management practices as a result of an implementation of a participatory ergonomics program in a poultry processing plant

The Relationship amongst Person-Organization Fit, Safety Consciousness, Safety Climate and Safety Behavior

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