Research on relationships between human resources management, psychological safety and miners' safety behavior

doi:10.16265/j.cnki.issn1003-3033.2017.12.021

Abstract

Abstract: To further explore the miners' safety behavior path, a theoretical model was built for miners' safety behavior as a function of both human resource management and psychological security from the psychological perspective. Before building the model, two dimensions to human resource management: salary and education training and two dimensions to miners' safety behavior: safety compliance bahavior and participation behavior were identified. 291 effective copies of a questionnaire were collected and analyzed by useing the SEM method.The relationships among human resource management, psychological safety and miners' safety behavior were explored.The results show that both salary and education training have a direct influence on miners' psychological security and safety compliance behavior, but their influence on safety compliance behavior is not significant, and that psychological security plays a partial mediating role in the effect of human resource management on safety compliance behavior and plays a complete mediating role in the effect of human resource management on safety participation behavior.

Key words: human resources management, psychological safety, safety compliance behavior, safety participation behavior, structural equation model(SEM)

CLC Number:

X936

WANG Dan, GUAN Ying, GONG Jingjing. Research on relationships between human resources management, psychological safety and miners' safety behavior[J]. China Safety Science Journal, 2017, 27(12): 122-127.

References

[1] HUSELID M A, BECKER B E. The impact of high performance work systems, implementation effectiveness and alignment with strategy on shareholder wealth[C]. Proceedings of the Academy of Management, 1997: 18-20.
[2] GUEST D. A study of human resource management and corporate performance in the UK[J]. British Journal of Industrial Relations, 2003, 41(2): 291-314.
[3] WRIHGT P M, GARDNER TM.MOYNIHAN L M. The impact of HR practices on the performance of business units[J]. Human Resource Management Journal, 2003, 13(3): 21-36.
[4] PURCELL J, HUTCHINSON S. Front-line managers as agents in the HRM-performance causal chain: theory, analysis and evidence[J]. Human Resource Management Journal, 2007, 17(1): 3-20.
[5] NEAL A F, GRIFFIN M A, HART P D. The impact of organizational climate on safety climate and individual behavior[J]. Safety Science, 2000, 34(1): 99-109.
[6] 曹庆仁, 李凯, 李静林. 管理者行为对矿工不安全行为的影响关系研究[J]. 管理科学, 2011, 24(6): 69-78.
CAO Qingren, LI Kai, LI Jinglin. Impact of manager‘s behavior on coalminer's unsafe behavior[J].Journal of Management Science,2011,24(6): 69-78.
[7] ALLEN D, SHANOCK L. Perceived organizational support and embed deadness as key mechanisms connecting socialization tactics to commitment and turnover among new employees[J].Journal of Organizational Behavior, 2013, 34(3): 350-369.
[8] ZACHARATOS A, BARLING J, IVERSON R D. High performance work systems and occupational safety[J]. Journal of Applied Psychology, 2005, 90(1): 77-93.
[9] LEE J, PECCEI R. Discriminant validity and interaction between perceived organizational support and a temporal analysis[J].Journal of Occupational &Organizational Psychology, 2011, 84(4): 686-702.
[10] 胡艳, 许白龙. 员工薪酬满意度对其安全行为的影响研究[J]. 中国安全科学学报, 2015, 25(5): 8-14.
HU Yan,XU Bailong. Influence of employees'salary satisfaction on their safety behavior[J].China Safety Science Journal, 2015, 25(5): 8-14.
[11] SNAPE E, REDMAN T.HRM practices, organizational citizenship behavior, and performance: a multi-level analysis[J]. Journal of Management Studies, 2010, 47(1): 1 219-1 247.
[12] 黄同圳, 杨小荣. 企业训练与组织绩效关系之探讨-以台湾地区制造业为例[J]. 人类功效学, 2002, 24(9): 11-23.
HUANG Tongzhen, YANG Xiaorong. The impact of enterprise training on organization performance: in the case of Taiwan manufacturing firms[J]. Chinese Journal of Ergonomics, 2002, 24(9): 11-23.
[13] SCHEIN E H, BENNIS W G. Personal and organizational change through group methods[M]. New York: Wiley, 1965: 161-166.
[14] KAHN W A. Psychological conditions of personal engagement and disengagement at work[J]. Academy of Management Journal, 1990, 33(4): 692-724.
[15] TSUI A S, PEARCE J L, PORTER LW, et al. Alternative approaches to employee organization relationship: does investment in employees pay off?[J].Academy of Management Journal, 1997, 40(5): 1 089-1 121.
[16] EDMONDSON A C. Psychological safety and learning behavior in work teams[J]. Administrative Science Quarterly, 1999, 44(2): 350-383.
[17] 吴维库, 王未, 刘军. 辱虐管理、心理安全感知与员工建言[J]. 管理学报, 2012, 9(1): 57-63.
WU Weiku, WANG Wei, LIU Jun, et al. Abusive supervision, perceived psychological safety and voice behavior[J].Chinese Journal of Management, 2012, 9(1): 57-63.
[18] HENEMAN H G, SCHWAB D P. Pay satisfaction: its multidimensional nature and measurement[J].International Journal of Psychology,1985,20(2):129-141.
[19] 高伟明, 曹庆仁. 心理资本、安全知识与安全行为—基于煤矿企业新生代员工的实证研究[J].中国管理科学, 2015, 23(11): 72-77.
GAO Weiming, CAO Qingren. Psychological capital, safety knowledge and safety behavior: an empirical study based on new generation employees of coal mining enterprises[J]. Chinese Journal of Management Science, 2015, 23(11): 72-77.