Organizations are constantly looking for methods to improve their safety performance. Several reasons motivate them, including a genuine desire for their employees to arrive home safely each day. Decades of research have been conducted to investigate how to monitor and enhance safety performance so that organizations can learn and make positive changes.
In this post, we will look at research that looks at numerous studies to look at employee characteristics that influence and improve safety performance. The findings indicate that both the person and the environment are important determinants of workplace safety.
Organizations can choose personnel who prioritize safety. They can train, assist, encourage, and reward them for safe behavior in a safe environment. This, in turn, increases safety motivation and understanding, resulting in fewer accidents and injuries.
Organizational safety performance refers to the acts or behaviors that employees engage in while at work to enhance the health and safety of workers, clients, the public, and the environment. Four elements contribute to safety performance:
While wearing personal protection equipment;
Engaging in risk-reduction practices at work;
Hazards and accidents must be communicated, as well as;
Employee rights and obligations are being exercised.
Employee performance has an impact on organizational safety performance because of their knowledge, abilities, and motivation to operate safely.
To increase safety performance, we must hire people who have the necessary knowledge and abilities. The recruitment and selection processes must be comprehensive, with safety as a measure. Psychometric assessment for risk-taking behaviors can help to sort out applicants who are not as conscientious about safety performance as they should be.
For example, knowing how to operate properly (for example, handling dangerous substances or following emergency protocols) is a prerequisite for safe behavior. Following that, organizations must train staff on a regular basis to guarantee that knowledge and skills remain current.
Hazard perception training should be made available to all employees in order to educate them on how to operate safely and to encourage high levels of safety performance. Training delivery is critical, especially when it comes to specific workplace hazards like operating machinery, handling chemicals, or working near suspended weights, and virtual and interactive training methods can make a big difference.
What drives certain employees to advocate for safe behavior? Why are certain employees more likely than others to take risks and disregard safe work practices? Employee motivation to work safely is influenced by five characteristics. The first three are characteristics that can aid in improving safety performance.
Conscientiousness Employees that are conscientious are more likely to set, commit to, and strive for personal goals. They are also more reliable and responsible than less conscientious people. These employees are likely to be motivated to enhance safety performance.
Neuroticism People with high neuroticism may struggle to cope in hazardous situations. Employees with high neuroticism may be more sensitive to indicators of risk in the workplace and hence prioritize safety.
Control point. Employees with a high locus of control believe they have personal control over the events in their working lives, as opposed to being dominated by the external environment. Employees who believe they have control over occurrences are more likely to be motivated to learn about and follow safe practices.
Extraversion Because the sensation-seeking part of the trait might lead people to engage in unsafe behavior, highly extraverted individuals can be counterproductive to increasing safety performance.
The Risk-Taking Propensity People with high risk-taking tend to be impulsive sensation-seekers who may participate in risky behaviors. Risk-taking behaviors can occur because people misjudge the likelihood of an accident occurring or because risk encourages them.
Employee impressions of safety-related rules, practices, and procedures are used to assess the psychological safety atmosphere. When these perceptions are shared across employees in the workplace, a group-level environment forms.
A positive safety climate tries to improve safety performance through either reward or punishment. A positive safety climate has also been demonstrated to improve safety knowledge since safety information is transmitted formally through training and meetings as well as informally through on-the-job interactions.
Employees who respect and get along with their leaders are common in organizations with a favorable safety climate. Leaders in these organizations are more inclined to reciprocate when possible and boost safety performance by setting a good example. There is a substantial possibility that safety performance will increase where there are high-quality relationships between employees and supervisors.
According to the study’s findings, both the person and the environment are key factors in workplace safety and are predictors of safety performance. Employee performance has an impact on organizational safety performance because of their knowledge, abilities, and motivation to operate safely.
Recruiters should hire conscientious individuals who have knowledge and skills relevant to the work at hand. Training is essential for keeping knowledge and skills current. Finally, committed safety leaders are critical to improving safety performance. How does your company appear?