領導安全行為對員工安全績效影響的機制研究

Abstract

"Product Safety" receives increasingly attention in the industrial society because it is highly associated with individuals, not only to the safety of people's lives and properties, but also to the competitiveness of business companies (Hsu, 2016). Company products to ensure the consumers’ safety, employee safety performance must be improved in order to avoid future accidents and injuries. The research considers leader safety behavior in product safety of company and wants to analyze both employee safety motivation and proactive personality roles in respect to safety performance. This study uses both theoretical derivation and empirical analysis to explore the psychological mechanism under the effects of leader safety behavior on employee safety performance. Although previous research has demonstrated that leader safety behavior is one of the major positive influences on the employee safety performance, the intrinsic mechanism under the effects of leader safety behavior on employee safety performance remains relatively unknown. Only if we can identify its psychological mechanism, leaders can enhance the employee safety performance intentionally and accurately.

Based on the Safety Performance Model (Griffin & Neal, 2000) and the Leader-Member exchange theory (LMX) (Graen & Uhl-Bien, 1995), this study examines these theoretical and model depicting the mechanism of how and why leader safety behavior affects employee safety performance. The safety performance model (Griffin & Neal, 2000) depicts a link between an individual's safety perception of the work environment and their behavior. However, existing research has predominantly focused on safety climate (Mariani, Curcuruto & Toderi, 2017), less attention is on leader safety behavior. Therefore, Griffin and Neal’s safety model was extended and leader safety behavior was replaced as antecedents of safety performance, and introduced proactive personality as moderator in the relationships between safety motivation and performance, to explore the psychological mechanism under the influences of leader safety behavior on employee safety performance. LMX asserts that the unique relationship and exchange between the leader and the follower do impact on attitudes and behaviors of both (Scandura, 1999). LMX assesses the quality of the relationship between a leader and a subordinate based upon the dimensions of respect, trust, and obligation (Graen & Uhl-Bien, 1995). According to these theories, employees they feel that high-quality LMX relationships are based on “rules of reciprocity”, and they have developed an "obligation" to give something feedback to the leader. When employees feel the leader invests in them, they should engage in safety actions and behavior that the leader values. This study focuses on the knowledge-based employees of high-tech enterprises, the aim of this research is to examine: (1) the influences of leader safety behavior on the relationing employee safety performance; (2) the mediating role of employee safety motivation on employee safety performance, and (3) the moderating role of employees' proactive personality upon the relationship between safety motivation and safety performance.

Using a time-lagged research design, the study surveyed 247 employees and their 59 direct supervisors from 35 companies who worked on product safety job .The survey was conducted at three time points within one month interval. I used SPSS 22 to test the study hypotheses and found that: (1) leader safety behavior was positively associated with employee safety performance; (2) leader safety behavior was positively associated with employee safety motivation; (3) employee safety motivation was positively correlated with employee safety performance; (4) employee safety motivation partially mediated the effect of leader safety behavior on employee safety performance; and (5) employee proactive personality positively moderated the link between employee safety motivation and their safety performance.

The theoretical contributions include: (1) further to examine the effect of leader safety behavior on employee safety performance and (2) reveal the intrinsic mechanism of the effect of leader safety behavior on employee safety performance. In particular, first, employee's safety motivation plays a mediating role in the effect of the leader safety behavior on the employee's safety performance; second, the employee's proactive personality plays a positive moderating role in the relationship between safety motivation and safety performance. The practical value include: (1) to let leaders understand that their safety behavior has a significant positive influences on improving employee safety performance, for the incentive of employees to provide more ways to promote the quality of product safety, so as to ensure customer safety; (2) to improve the employee's intrinsic motivation for leader safety behavior. Leaders should communicate the benefit of with employees' safety behavior and enhances the willingness of their work so as to improve employee safety performance; (3) let leaders realize that the employee's proactive personality plays an important role in promoting employee's safety motivation as well as safety performance. We know that proactive personality can be changed through training, therefore, companies should provide training opportunities for employees to enhance their proactive personality and behavior to help achieve leader safety goals.

Date of Award	6 May 2020
Original language	Chinese (Traditional)
Awarding Institution	City University of Hong Kong
Supervisor	Ziguang CHEN (Supervisor) & Liyin Jin (External Supervisor)