Citation

Haines VY, Merrheim G, Roy M. J. Saf. Res. 2001; 32(1): 17-30.

Copyright

(Copyright © 2001, U.S. National Safety Council, Publisher Elsevier Publishing)

DOI

unavailable

PMID

unavailable

Abstract

Problem: Safety incentives, defined broadly as reward techniques used to improve health and safety results, do not always produce the desired results. Method: Using structural equation modeling and cross-level analysis procedures, this study investigated the relationships between individual and group-level variables, and reactions to a safety incentive program at a production plant. Results: The data obtained from 329 team members support most of the predicted relationships. At the individual level of analysis, locus of control influenced supervisor-subordinate relationships, which, in turn, influenced perceived organizational support and reactions to safety incentives. At the group level, the interaction between group cohesiveness, safety norms, and task interdependence had a significant effect on reactions to safety incentives. Discussion: The findings provide some insights into the functioning of safety incentives in a team environment. Impact on industry: These findings indicate that safety incentive programs are more likely to be effective components of health and safety strategies when they are implemented in settings with positive supervisor-subordinate relationships and within interdependent teams that share safety norms.