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The purpose of this paper is to examine employees’ safety behaviours (ESBs) within the beverage manufacturing industry. It also assessed employees’ perception of their own safety behaviours. It further investigated the impact of organisational culture (OC) on ESBs. Finally, the study identified the likely determinants of ESBs.

A survey methodology was employed as an appropriate approach. In total, 197 valid questionnaires were retrieved from employees working in the beverage manufacturing industry. The questionnaires were processed for quantitative analyses to test the hypotheses. A simple regression analysis was carried out to assess employees’ perception of their own safety behaviours and to investigate the impact of OC on ESBs. Descriptive frequencies and percentages were used to identify the determinants of ESBs.

The results suggest that employees’ perception of their own safety behaviour was positive. OC was reported to have a strong positive impact on ESBs. Safe working conditions, job satisfaction and organisational leadership were identified as the key organisational determinants of safety behaviours among the employees.

Interpreting these findings must be done with caution as the sample size was relatively small and solely obtained from four beverage manufacturing firms. Generalising the findings from this study must also be carefully done as the study is industry-specific and country-specific.

Besides the loss of talents through unsafe behaviours, accidents can hurt work performance, productivity and profitability of an organisation. Industry organisations and their managers can therefore implement perceptual, organisational and cultural interventions that reinforce appropriate safety behaviours among employees at the workplace.

Understanding these cultural, perceptual and organisational perspectives on ESBs is not only a significant input for safety behavioural analysis and interventions but can also reduce the socioeconomic cost of unsafe and risk behaviours among employees at the firm, industry, national and global levels.

The empirical tests of employees’ perception of their own safety behaviours are heavily biased towards data originating from the developed country industry settings which suggest that the dynamics of ESBs in the less developed economies are likely to be unknown. This study is first to examine ESBs in a developing country beverage manufacturing industry setting.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

Based on the theory of reasoned action, this study aims to illustrate how employees’ safety behavior can be enhanced in the workplace by specifically examining how anticipated regret leads to workplace safety behavior and the contextual factor of organizational ethical climate.

The authors adopted a quantitative approach and designed their survey from validated scales in prior studies. Data were obtained from two different sources, including 149 employees and 31 immediate supervisors. Hierarchical linear modeling techniques were applied to test the hypotheses.

The results showed that anticipated regret was significantly related to safety compliance and safety participation; egoistic ethical climate was negatively correlated with safety compliance and safety participation, while benevolent ethical climate was only positively correlated with safety participation. For cross-level moderating effects, both benevolent and principle ethical climate moderate the relationship between anticipated regret and safety participation, whereas all three ethical climates did not moderate the relationship between anticipated regret and safety compliance.

It contributes to current literature by identifying critical determinants of employees’ safety behavior, which would enable practitioners to manage safety in the workplace and foster a safe working environment. Specifically, fostering benevolent ethical climate can better promote employees’ perceptions of the importance of discretionary safety behavior.

This study suggests that organizational practitioners could use the salience of anticipated regret to promote the safety behavioral intentions of employees in the workplace. Further, the authors examined a multilevel framework, which elaborates individual- and organizational-level antecedents of employee safety behavior as well as the impact of cross-level interactions on employee safety behavior.

Workplace voice is well-established and encompasses behaviors such as prosocial voice, informal complaints, grievance filing, and whistleblowing, and it focuses on interactions between the employee and supervisor or the employee and the organizational collective. In contrast, our chapter focuses on employee prosocial advocacy voice (PAV), which the authors define as prosocial voice behaviors aimed at preventing harm or promoting constructive changes by advocating on behalf of others. In the context of a healthcare organization, low quality and unsafe patient care are salient and objectionable states in which voice can motivate actions on behalf of the patient to improve information exchanges, governance, and outreach activities for safer outcomes. The authors draw from the theory and research on responsibility to intersect with theories on information processing, accountability, and stakeholders that operate through voice between the employee-patient, employee-coworker, and employee-profession, respectively, to propose a model of PAV in patient-centered healthcare. The authors complete the model by suggesting intervening influences and barriers to PAV that may affect patient-centered outcomes.

Drawing on social exchange theory (SET) and proactive motivation model, this study aims to examine the relationship between workplace dignity and employees’ tacit knowledge sharing (TKS) and assess the mediating role of psychological safety and organizational identification in this relationship.

Data are collected in the three waves from 307 first-line supervisors and professionals of high- and medium-high-tech manufacturing organizations of Pakistan. Partial least squares structural equation modelling technique is applied using SmartPLS 4 software to test hypothesized relationships.

Results reveal that workplace dignity is directly and positively related to TKS and psychological safety and organizational identification mediate this relationship.

This study highlights the importance of workplace dignity as a vital determinant of TKS. Findings of this research underscore the need for enactment of humanistic and employee-oriented organizational policies and practices that signal workplace dignity which can result in increased psychological safety and enhanced organizational identification leading towards higher TKS.

This research proffers novel understanding of the nexus between an embryonic socio-emotional element of workplace context, namely, workplace dignity and TKS. This study not only advances knowledge management literature from dignity perspective but also contributes to SET and proactive motivation model.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

This study aims to identify the impact of ethical leadership on ethical voice by determining two paths covering relational identification and psychological safety. The first path focused on relational identification and psychological safety. Alternatively, the second path focused on organizational identification and psychological ownership leading to ethical voice. The specific objective of the study is to develop and test an integrated model of ethical leadership.

The objectives were achieved through the adoption of quantitative research techniques. Two hundred forty-eight samples were collected from the banking sector using quantitative research techniques, and data was gathered through a self-administrated questionnaire. Exploratory and confirmatory factor analyses were used through AMOS to generate the results and test hypotheses.

The results suggested a significant impact of ethical leadership on ethical voice, while the other paths’ results, such as relational identification, psychological safety, organizational identification and psychological ownership, suggested partial mediation. The study result adds new insights into ethical leadership and social exchange theory since it tested overlooked paths in the literature, such as relational identification and psychological safety.

The research highlights the significance of ethical voice as a desirable organizational behavior. Ethical voice contributes to a culture of accountability, transparency and ethical decision-making. Organizations should establish channels and platforms for employees to voice ethical concerns and suggestions. This may involve regular feedback sessions, anonymous reporting mechanisms and protection policies for whistleblowers. Leaders should actively encourage and value ethical voices as a valuable contribution to the ethical climate of the organization.

The study found that ethical leaders influence their followers in such a way that they adopt ethical behavior. It is also validated that organizational ethics are shared by employees who interact with ethical leaders. So, departments should train such leaders because ethical leadership positively affects followers’ attitudes and behaviors, and organizations should encourage ethical behavior in supervisors and subordinates. The study also found that relational and organizational identification helps employees develop psychological capabilities, which leads to reporting workplace misconduct. The current study tested these mechanisms collectively and found that ethical leadership significantly contributes to ethical voice.

The current study highlighted the role of ethical leaders in promoting ethical behavior, improving employee well-being and engagement, cultivating collaboration and inclusion, and making a contribution to the overall ethical climate within organizations and society as a whole. Organizations can have a positive impact on the social fabric by cultivating a culture of ethics, respect and social responsibility if they make these considerations their top priorities.

The current study is unique since it is intended to develop and test an integrated model of ethical leadership and ethical voice. This research combines an integrated model, focusing on employees’ identities and self-concepts and examining ethical voice as a behavioral outcome.

The purpose of this paper is to investigate the impact of diversity climate and inclusion climate on safety participation behaviors through the mediating effect of the motivation to actively promote safety at work.

Participants were 491 workers employed in four Italian metal-mechanical companies. They completed a paper questionnaire containing measures of psychological diversity climate, psychological inclusion climate, safety motivation participation and safety participation behaviors. Data were analyzed with structural equation modeling.

Results showed that safety participation motivation fully mediates the relationship between diversity climate and safety participation behaviors, whereas it partially mediates the relationship between climate for inclusion and safety participation behaviors.

The present findings can help managers to motivate employees in pursuing safety goals independently of compensation or obligation by creating an organization in which the main concern is caring for each other’s well-being.

This is the first study which has empirically tested the relationships between diversity climate, inclusion climate and safety behaviors. It has extended previous research which simply tested the effects of objective types of diversity on safety performance.

This study aims to unravel a potential determinant of employee engagement in family firms. In particular, we focus on the role of the CEO by studying the influence of CEO transformational leadership on employee engagement. Moreover, we look into the potential mediating psychological safety might play in this relationship.

Based on an extensive literature review, we propose that there will be a significant positive relationship between family firm CEOs’ transformational leadership and the level of employee engagement. We argue that psychological safety will serve as an underlying mechanism explaining this positive relationship. We empirically tested our research model using quantitative data collected through a questionnaire, completed by 508 employees from Belgian family firms.

The results confirm the positive relationship between CEOs’ transformational leadership and employee engagement. Moreover, these results show that the degree of psychological safety mediates this relationship.

This study forms a significant contribution to family firm literature. Until now, even though existing studies on employee engagement in general are numerous, we had little to no knowledge of the factors influencing employee engagement taking into account the unique context of family firms. With this study, we take an important step in this matter. In addition, this study also contributes to the general literature on employee engagement, since previous studies on the impact of leadership on employee engagement tended to focus on the role of the immediate supervisors and not the CEO.