There Is Hope in Safety Promotion! How Can Resources and Demands Impact Workers’ Safety Participation?

Abstract

Promoting workplace safety is crucial in occupational health and safety (OHS). However, existing studies have primarily concentrated on accident prevention, overlooking the role of resources in encouraging safety. This research investigates the impact of a personal resource, namely hope, on safety participation, considering its interaction with job resources and job demands using the Job Demands-Resources (JD-R) model in the context of safety. A cross-sectional study was conducted in a large company managing European shopping centers (N = 262). Of the sample, 52.3% of participants were female. Data were collected through an online questionnaire and analyzed using model 92 of Andrew F. Hayes’ Process Macro to test the hypothesized moderate serial mediation model. Our results highlighted that (1) hope directly correlates with safety participation, (2) hope and job dedication mediate the relationship between autonomy and safety participation, and (3) high job demands can undermine the beneficial effects of resources (i.e., autonomy, hope, and job dedication) on safety participation. These results suggest that workers with personal resources like hope are more likely to engage in safety practices, displaying increased dedication and focus on safety. However, excessive job demands can challenge the effectiveness of these resources in promoting safety participation. This study offers a novel perspective by integrating safety participation into the JD-R model framework.

Research on Occupational Risk Assessment for Welder Occupation in Romania

“…The overall costs of occupational accidents and diseases are often much higher than initially perceived at the organizational level. Organizations need to increase their investment in occupational safety and health including safety culture, thereby aiming to reduce both the direct and indirect costs while lowering insurance premiums and absenteeism and improving worker performance, productivity, and morale [45][46][47][48][49][50][51][52][53][54].…”