Employer safety obligations, transformational leadership and their interactive effects on employee safety performance

Accepted versionWe examine the moderating effect of safety-specific transformational leadership on the relationship between perceived employer safety obligations and employee safety performance behaviour and attitudes. Drawing on social exchange theory, and using data from a cross-sectional (N = 115) and a longitudinal (N = 140) sample of trade employees, we show that perceived employer safety obligations are positively associated with employee safety compliance, safety participation and attitudes. Safety-specific transformational leadership was positively and significantly associated with employee safety compliance, safety participation and safety attitudes. Leadership also acted as a moderator such that the relationships between perceived employer safety obligations and the safety outcomes (safety compliance, safety participation, safety attitudes) are stronger when safety-specific transformational leadership is high, as opposed to when low. We provide theoretical and practical implications stemming from this study and suggest directions for future research aimed at improving safety performance behaviour and attitudes within organizations

Injunctive safety norms, young worker risk-taking behaviors, and workplace injuries

Accepted versionInjunctive safety norms (ISNs) refer to perceptions of others’ expectations of one’s safety-related conduct. Drawing on a sample of Canadian young workers (n = 11,986; M age = 17.90 years; 55% males), we study the relationships among four sources of non-work-related (i.e., parents, siblings, friends, teachers), two sources of work-related (i.e., supervisors, co-workers) ISNs, young workers’ self-reported work-related risk-taking behaviors, and workplace injuries. Structural equation modeling suggests that ISNs from parents, supervisors, and co-workers were related to less frequent work-related risk-taking behaviors, and with fewer workplace injuries via less frequent work-related risk-taking behaviors. In addition, ISNs from supervisors were directly associated with fewer workplace injuries. In contrast, ISNs from teachers and siblings were not associated with work-related risk-taking behaviors, but ISNs from siblings were associated with fewer work injuries. Finally, ISNs from friends were associated with more frequent work-related risk-taking and more frequent work injuries via more frequent work-related risk-taking. This study draws attention to the relative roles of non-work sources of social influence and provides some evidence of how ISNs might be related to young workers’ work-related risk-taking behaviours and their workplace injuries. It also contributes to practice by suggesting specific interventions that parents, supervisors, and co-workers could undertake to reduce young workers’ work-related risk-taking and workplace injuries, namely encouraging youth to be safe at work

Stretching the IR theoretical spectrum on Irish neutrality: a critical social constructivist framework

In a 2006 International Political Science Review article, entitled "Choosing to Go It Alone: Irish Neutrality in Theoretical and Comparative Perspective," Neal G. Jesse argues that Irish neutrality is best understood through a neoliberal rather than a neorealist international relations theory framework. This article posits an alternative "critical social constructivist" framework for understanding Irish neutrality. The first part of the article considers the differences between neoliberalism and social constructivism and argues why critical social constructivism's emphasis on beliefs, identity, and the agency of the public in foreign policy are key factors explaining Irish neutrality today. Using public opinion data, the second part of the article tests whether national identity, independence, ethnocentrism, attitudes to Northern Ireland, and efficacy are factors driving public support for Irish neutrality. The results show that public attitudes to Irish neutrality are structured along the dimensions of independence and identity, indicating empirical support for a critical social constructivist framework of understanding of Irish neutrality

Membership participation in union activities : a multivariate analysis

133, [8] leaves ; 28 cm.Bibliography: leaves 130-132.The research reported on here is an exploratory identification of the correlates of participation in union activities by union members. Previous research in this area has relied on unitary constructs of participation which failed to take into consideration the differential requirements of various forms of participatory behaviour. Two general hypotheses were examined. It was predicted that each of seven criteria (participatory) behaviours would be predicted by a different set of predictor variables. Furthermore, predictor-criterion relationships were expected to differ between male and female union members. A questionnaire was distributed to approximately 900 union members belonging to four different unions. 272 (approximately 30%) of the questionnaires were returned and were employed in the analysis. Predictor-criterion relationships were examined by first cumulating simple correlations across the four unions using the meta-analytic procedures suggested by Hunter et al (1982) to provide an estimate of the population correlations. Multiple regression models were next developed for each criterion in order to identify the most parsimonious combination of variables which predicted each criterion. In general, the data partially supported the first hypothesis. Each of the criteria were found to be related to attitudinal variables with the role of demographic and union role characteristic variables varying across criteria. Different patterns of prediction emerged for male and female respondents. In particular, participation among male respondents was predicted almost exclusively by attitudinal variables whereas for female respondents role characteristic and demographic variables also predicted participation in union activities. A model of union participation is proposed based on these findings

Mental Health Problems are Management Problems: Exploring the Critical Role of Managers in Supporting Employee Mental Health

Imagine finding one of your employees, doubled over, gasping for air, clutching her chest? She is in visible pain and can barely speak. As her manager, what do you do? Most managers would try to help—they would call an ambulance, administer first aid, and wait with the employee until help arrives. In the days and weeks following the event, you and your employer might offer sick leave, provide temporary accommodation for the employee, and possibly ask the employee what the workplace can do to aid her recovery. But what if you found one of your employees, sitting at his desk, with his head in his hands, sobbing? He is also in visible pain and can barely speak. As his manager, what do you do? Most managers would do nothing—not because they do not want to help, but because they do not know how to help

With a Little Help From My Boss: The Impact of Workplace Mental Health Training on Leader Behaviors and Employee Resource Utilization

Mental health problems are among the costliest issues facing organizations in the developed world. In response to the mounting burdens surrounding poor employee mental health, many organizations have introduced mental health promotion programs and resources (e.g., employee assistance programs). Despite the rise in available options, very few employees use these resources to their full potential. Using a wait-list control design with random assignment, we evaluate the impact of a leader-focused mental health training on employees\u27 (N = 82; 51.25% response rate) resource use and leaders\u27 (N = 37; 56.92% response rate) communication about mental health and mental health resources. Based on other-report data from employees, leaders who received training shared more information about mental health and mental health resources, were more supportive of employees\u27 mental health issues, and actively encouraged employees to use available resources. Employees whose leaders attended the training also reported increased willingness to seek out and use available resources. For leaders who attend training and complete three waves of data collection, results suggest that a 3-hr mental health training may lead to significant behavioral change up to 3 months posttraining