Using expectancy theory to examine occupational future time perspective with safety motivation and safety performance

2020 Spring.Includes bibliographical references.By better understanding employee safety motivation, organizations have the potential to reduce work-related accidents and injuries by improving motivation and safety behaviors. In the present study, the construct domain of safety motivation is expanded through the theoretical lens of expectancy theory by utilizing three components of safety motivation (i.e., valence of safety outcomes, instrumentality of safety outcomes, and expectancy) in addition to the most commonly utilized facet of safety motivation (i.e., safety importance). When these motivational facets were examined with three types of safety performance in the same model, results showed different relationships depending upon the safety performance outcome. The two motivational facets that showed the strongest relationships with safety compliance were both safety expectancy and safety importance. Safety expectancy was the strongest predictor of both safety participation and safety initiative. These findings indicate that expectancy theory can be applied within the safety space to explain the utility of safety motivation in predicting multiple types of safety performance. In a separate model, intrinsic and extrinsic components of valence and instrumentality were also examined, illustrating differential relationships with safety performance when these constructs are considered separately. As the age of the workforce increases, it is also important to understand how perceived time horizon might be associated with safety motivation and safety performance. In the present study, occupational future time perspective (OFTP; defined as a worker's perception of their remaining time and perceived opportunities left in their career) was examined as potential predictors of the multifaceted view of safety motivation. Results indicated as an individual's perceived opportunities at work increases, this was associated with an increase in all facets of safety motivation and performance; however, as one's remaining time increases at work, this was associated with weak negative relationships or no significant relationship with safety motivation. These results are discussed in relation to previous research and theory

Successful aging at work and age-related contextual information influence simulated performance appraisal decisions

2017 Spring.Includes bibliographical references.As the age of the workforce increases, it is important to understand that information other than objective job performance influences the performance evaluation process and decisions. Performance information is used as a basis for multiple organizational decisions, thus it is critical to understand how alternative age concepts may influence these important work outcomes. Much research has been conducted using chronological age to examine these linkages although few studies have incorporated more recent measures of aging perceptions. Using a within subjects 2 x 3 x 2 experimental vignette methodology across three samples, the present study examined the influence of successful aging at work (successful and not successful), the age type of the job (young type of job, age neutral, and old), and performance pattern (younger or older) on performance ratings, promotion and layoff decisions, recommendations for upgrade training, bonus money administration, and organizational resource investments. Results showed significant main effects for successful aging at work on performance-based outcomes. Less consistent relationships were found with job type and performance pattern. These results are discussed in relation to previous research on age-performance relationships, theoretical support, as well as implications for future research

Differences in the Observed Frequency Distributions of Male and Female Feedback Behaviors

The present study examined whether or not gender and training significantly influence feedback-receiving and feedback-giving behaviors between men and women at work. Gender was not found to be an important factor influencing whether an employee receives or gives feedback; people give and receive feedback in similar patterns when controlling for gender. For a person receiving feedback, training did not impact feedback-receiving or feedback-giving behaviors. However, if an employee experienced feedback training, the training was an important determinant of the amount of feedback he or she would give. Training influenced an individual\u27s proclivity to give feedback to others, even when gender was held constant