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Safety Management and Safety Performance Nexus: Role of Safety Consciousness, Safety Climate, and Responsible Leadership

Author

Listed:
  • Farida Saleem

    (Department of Management, College of Business Administration, Prince Sultan University, Riyadh 11586, Saudi Arabia)

  • Muhammad Imran Malik

    (Department of Management Sciences, COMSATS University Islamabad, Attock Campus, Attock 43600, Pakistan)

Abstract

Drawing from social system theory, social identity theory, and social exchange theory, this study examines how safety management practices are linked with employee safety performance through safety consciousness and safety climate. Furthermore, responsible leadership is introduced as a boundary condition in the safety consciousness—safety performance and safety climate—safety performance relationships. Data were collected from employees belonging to pharmaceutical firms located in different industrial zones of Lahore, Pakistan. The support is found for full mediation of safety consciousness and safety climate for the safety management and safety performance relationships. Responsible leadership moderates the safety consciousness—safety performance and safety climate—safety performance relationships so that when the safety climate is weak or the safety consciousness is low, a high level of responsible leadership enhances safety performance.

Suggested Citation

  • Farida Saleem & Muhammad Imran Malik, 2022. "Safety Management and Safety Performance Nexus: Role of Safety Consciousness, Safety Climate, and Responsible Leadership," IJERPH, MDPI, vol. 19(20), pages 1-21, October.
    • Handle: RePEc:gam:jijerp:v:19:y:2022:i:20:p:13686-:d:949781
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    References listed on IDEAS

    as
    1. Christian Voegtlin, 2011. "Development of a Scale Measuring Discursive Responsible Leadership," Journal of Business Ethics, Springer, vol. 98(1), pages 57-73, January.
    2. Xiangcheng Meng & Huaiyuan Zhai & Alan H. S. Chan, 2019. "Development of Scales to Measure and Analyse the Relationship of Safety Consciousness and Safety Citizenship Behaviour of Construction Workers: An Empirical Study in China," IJERPH, MDPI, vol. 16(8), pages 1-18, April.
    3. Brown, Michael E. & Trevino, Linda K. & Harrison, David A., 2005. "Ethical leadership: A social learning perspective for construct development and testing," Organizational Behavior and Human Decision Processes, Elsevier, vol. 97(2), pages 117-134, July.
    4. Shahid Hussain & Nabeel Safdar, 2018. "Tunneling: Evidence from Family Business Groups of Pakistan," Business & Economic Review, Institute of Management Sciences, Peshawar, Pakistan, vol. 10(2), pages 97-122, June.
    5. Muhammad Ajmal & Ahmad Shahrul Nizam Isha & Shahrina Md Nordin & Al-Baraa Abdulrahman Al-Mekhlafi, 2022. "Safety-Management Practices and the Occurrence of Occupational Accidents: Assessing the Mediating Role of Safety Compliance," Sustainability, MDPI, vol. 14(8), pages 1-17, April.
    6. Shu Zhang & Xinyu Hua & Ganghai Huang & Xiuzhi Shi, 2022. "How Does Leadership in Safety Management Affect Employees’ Safety Performance? A Case Study from Mining Enterprises in China," IJERPH, MDPI, vol. 19(10), pages 1-19, May.
    7. Paolo Intini & Nicola Berloco & Stefano Coropulis & Roberta Gentile & Vittorio Ranieri, 2022. "The Use of Macro-Level Safety Performance Functions for Province-Wide Road Safety Management," Sustainability, MDPI, vol. 14(15), pages 1-16, July.
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    Cited by:

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