Citation

Al-Refaie A. Safety Sci. 2013; 57: 169-178.

Copyright

(Copyright © 2013, Elsevier Publishing)

DOI

10.1016/j.ssci.2013.02.010

PMID

unavailable

Abstract

This research examines effects of organizational, safety management, and work group level factors on safety self-efficacy, safety awareness, and safety behavior in Jordanian companies. A total of 324 surveys are collected. Structural equation modeling is then used for data analysis. Results reveal that management commitment, interrelationships harmony, continual improvement and employee empowerment significantly affect safety performance. However, blame culture obstacles spreading safety behavior through safety reporting system or reward system. For large-sized companies, top management, interrelationships, continual improvement, blameless culture, and employee empowerment significantly affect safety awareness and safety behavior. Still, top management should implement effective safety activities and management practices to enhance safety self-efficacy and safety behavior, respectively. For medium-sized companies, it is concluded that top management, as well as interrelationships, continual improvement, and empowered employees do not enhance a safety behavior. Thus, continual improvement and blameless culture should be well-established in safety management system to significantly affect safety behavior. In conclusions, the results of this research provide a valuable feedback to decision makers about the effectiveness of safety performance in Jordanian companies.