@article{ref1,
title="Human resource management practices and organizational injury rates",
journal="Journal of safety research",
year="2021",
author="Turner, Nick and Barling, Julian and Dawson, Jeremy F. and Deng, Connie and Parker, Sharon K. and Patterson, Malcolm G. and Stride, Chris B.",
volume="78",
number="",
pages="69-79",
abstract="INTRODUCTION: This study investigated the extent to which five human resource management (HRM) practices-systematic selection, extensive training, performance appraisal, high relative compensation, and empowerment-simultaneously predicted later organizational-level injury rates. <br><br>METHODS: Specifically, the association between these HRM practices (assessed via on-site audits by independent observers) with organizational injury rates collected by a national regulatory agency one and two years later were modeled. <br><br>RESULTS: Results from 49 single-site UK organizations indicated that, after controlling for industry-level risk, organization size, and the other four HRM practices, only empowerment predicted lower subsequent organizational-level injury rates. Practical Applications: Findings from the current study have important implications for the design of HRM systems and for organizational-level policies and practices associated with better employee safety.<p /> <p>Language: en</p>",
language="en",
issn="0022-4375",
doi="10.1016/j.jsr.2021.06.003",
url="http://dx.doi.org/10.1016/j.jsr.2021.06.003"
}