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Dos And Donts For A Safer Workplace: A Study Of Pakistani Pharmaceuticals

Author

Listed:
  • KARIM SEHRISH

    (GEORGHE ASACHI TECHNICAL UNIVERSITY IASI ROMANIA CAPITAL UNIVERSITY OF SCIENCE & TECHNOLOGY ISLAMABAD PAKISTAN)

Abstract

Purpose of present study was to examine the impact of transformational leadership and safety knowledge on safety climate in pharmaceutical industry of Pakistan. The study also explored the mediating role of safety attitude on these particular relationships. The survey was conducted on employees working in different pharmaceuticals in Rawalpindi. Data was collected from 105 employees using adopted questionnaires consisting of measuring each variable on five point Likert scale. For data analysis statistical tools such as correlation and Regression were tested using SPSS 21.0. Results indicate that transformational leadership is significantly associated with safety climate while employee safety knowledge has no significant impact on safety climate, as safety climate is employees’ perception about safety within their organizations so leaders have a major role in making employees’ perception regarding safety and social exchange theory supported the whole phenomenon. There is relatively a low understanding of safety knowledge concept in Pakistani organizations and even if this concept is developed in the organizations and is well understood and practiced, the lack of required cultural transformation and support will be a major obstacle to its success in these organizations for years to come. This empirical study identified different factors which directly affect safety climate and proposed a mechanism which will further help different organizations, which are working with more labor, to reduce injury rate and to minimize their expenses caused by workplace accidents as unsafe attitudes along with less safety knowledge lead towards injuries and eventually high organizational costs. It will also help to understand the importance of leadership style in designing employee attitudes and perceptions about the organizations. Results further showed that safety attitude partially mediates the relationship between transformational leadership and safety climate. Results were supported with different reasons and future implications and limitations are also discussed.

Suggested Citation

  • Karim Sehrish, 2016. "Dos And Donts For A Safer Workplace: A Study Of Pakistani Pharmaceuticals," Annals of Faculty of Economics, University of Oradea, Faculty of Economics, vol. 1(1), pages 503-514, July.
    • Handle: RePEc:ora:journl:v:1:y:2016:i:1:p:503-514
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    References listed on IDEAS

    as
    1. Sharon Clarke & Katie Ward, 2006. "The Role of Leader Influence Tactics and Safety Climate in Engaging Employees' Safety Participation," Risk Analysis, John Wiley & Sons, vol. 26(5), pages 1175-1185, October.
    2. Thanet Aksorn & Bonaventura Hadikusumo, 2008. "Measuring effectiveness of safety programmes in the Thai construction industry," Construction Management and Economics, Taylor & Francis Journals, vol. 26(4), pages 409-421.
    3. Geert Hofstede, 1983. "The Cultural Relativity of Organizational Practices and Theories," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 14(2), pages 75-89, June.
    4. Atsuo Kishimoto, 2013. "Redefining safety in the era of risk trade-off and sustainability," Journal of Risk Research, Taylor & Francis Journals, vol. 16(3-4), pages 369-377, April.
    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    Transformational leadership; Safety knowledge; Safety climate; Safety attitude; Social exchange; Social Cognitive theory;
    All these keywords.

    JEL classification:

    • M50 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - General

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