Making work safer: testing a model of social exchange and safety management.
BACKGROUND
This study tests a conceptual model that focuses on social exchange in the context of safety management. The model hypothesizes that supportive safety policies and programs should impact both safety climate and organizational commitment. Further, perceived organizational support is predicted to partially mediate both of these relationships.


METHODS
Study outcomes included traditional outcomes for both organizational commitment (e.g., withdrawal behaviors) as well as safety climate (e.g., self-reported work accidents). Questionnaire responses were obtained from 1,723 employees of a large national retailer.


RESULTS
Using structural equation modeling (SEM) techniques, all of the model's hypothesized relationships were statistically significant and in the expected directions. The results are discussed in terms of social exchange in organizations and research on safety climate.


CONCLUSIONS
Maximizing safety is a social-technical enterprise. Expectations related to social exchange and reciprocity figure prominently in creating a positive climate for safety within the organization.
DeJoy
David M
DM
Workplace Health Group, Department of Health Promotion and Behavior, College of Public Health, University of Georgia, Athens, GA 30602, USA. dmdejoy@uga.edu
Della
Lindsay J
LJ
Vandenberg
Robert J
RJ
Wilson
Mark G
MG
D000062:Accidents, Occupational / Q000517:prevention & control; D000328:Adult; D005163:Factor Analysis, Statistical; D005260:Female; D006801:Humans; D008297:Male; D008875:Middle Aged; D008962:Models, Theoretical; D016272:Occupational Health; D015279:Organizational Culture; D017751:Safety Management / Q000379:methods* / Q000458:organization & administration*; D011795:Surveys and Questionnaires; D014481:United States; D017132:Workplace / Q000523:psychology