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This study is a theory-building effort to extend the risk perception attitude (RPA) framework by considering an organization-related factor. Specifically, this study examined how an organization-related factor, namely safety climate, and individual-related factors, namely risk perception and efficacy belief, jointly influence flight attendants’ occupational health and safety (OHS) information seeking intent.

About 486 flight attendants from an international air carrier, based in Hong Kong, participated in an online survey. Hierarchical regression was employed to examine the three-way interaction of risk perception, efficacy belief, and safety climate.

Results showed that safety climate moderated the effect of efficacy belief on the relationship between risk perception and OHS information seeking intent. For flight attendants who perceived a high safety climate, those who felt more efficacious had a higher intent for OHS information seeking than those who felt less efficacious. In contrast, for flight attendants who perceived a low safety climate, when they perceived a high level of risk, those with low efficacy had a higher information seeking intent than those with high efficacy.

Although the RPA framework has shown its potential to explicate how individual employees engage in OHS information seeking behavior, the framework has largely overlooked the importance of organization-related factors as an influential shaping force of individual employees’ behavior. To fill this research gap, this study extends the RPA framework by examining how safety climate moderates the relationship between risk perception and efficacy belief on flight attendants’ OHS information seeking intent. Safety climate also plays an important role in segmenting audience groups for OHS promotion.

Online forums are increasingly deployed as important e‐learning tools for facilitating student learning in classrooms. However, building an online forum does not guarantee participation by students. The purpose of this paper is to advance our knowledge of facilitating student participation in this context by studying the role of communication environment.

The model was tested using data collected from a survey administered in a university in Hong Kong.

Results revealed that psychological safety communication climate influenced the intention of students to continue their participation both directly and indirectly through perceived responsiveness and self‐efficacy.

This study builds on social cognitive theory and extends the existing understanding of participation in e‐learning by highlighting the roles of psychological safety communication climate and perceived responsiveness, two communication environment factors critical to student learning but not yet addressed seriously in the e‐learning context.

The purpose of this paper is to examine the mediating role of occupational safety and health (OSH) on the relationship between high performance human resource practices (HPHRP) and organizational performance.

The authors collected data from 227 human resource management professionals in Hong Kong, the People's Republic of China and used exploratory factor analysis and multiple regression for data analysis.

The results supported the construct validity of the preliminary measure of HPHRP with the inclusion of a measure on OSH. The mediating role of perceived safety climate in the relationship of HPHRP and organizational performance was also confirmed.

This research highlights the importance of OSH on HPHRP in Hong Kong organizations. Results explored that HPHRP positively influences organizational performance through the mediator of perceived safety climate.

This paper adds value by improving the understanding of the importance of OSH in human resource management in China. It reveals an important path, HRM managers' perceived safety climate, through which HPHRP is transmitted to organizational performance.

The purpose of this paper is to combine individual (personality traits and profiles) and organizational (perceived safety climate and work motivation) factors and look for a model that explains safety performance in a sample of professional drivers. The authors hypothesize that the effect of personality on risky driving is moderated by perceived organizational safety climate and work motivation.

The sample consisted of 166 professional drivers (males). The subjects completed the self‐reported questionnaire that consisted of the Big Five Inventory, Driver Behaviour Questionnaire, Work motivation and Safety Climate Questionnaires. Cross‐sectional methodology, analysis of variance, cluster analysis and structural equation modeling were used to predict the relationships between personality traits, organizational factors, and risky driving.

The results revealed that personality profile is very important in occupational setting, predicting work motivation, perceived safety climate in organization as well as risky or safe driving. Results encourage making a conclusion that “socially oriented” drivers drive less riskily if they have higher levels of work motivation and the perception of organizational climate being safe. “Emotionally unstable” professional drivers are probably driven by neuroticism and are non‐responsive to organizational factors.

The design does not allow making causal statements. In addition, the sample is quite small and may not be representative. Self‐report data may bias the results due to social desirability or lack of experience in self‐reflection.

The results of the present investigation have expanded understanding of the role of personality and organizational interaction in predicting occupational safety of professional drivers. The main implication for practitioners is to develop such selection procedures that could identify drivers with safe driving personalities.

The research contributes to the field of occupational safety by integrating individual attributes with organizational factors by providing empirical findings and theoretical interpretations.

The purpose of this paper is to examine how diversity climate in service organizations influence employee learning behavior. Additionally, the study examined the mediating effects of psychological safety and communication satisfaction between diversity climate and learning behavior.

Data were collected from 128 hotel and lodging managers by administering survey questionnaires. The dual mediational model was tested using the mediation test suggested by Preacher and Hayes (2008).

Results indicated that when managers perceived a positive diversity climate they also reported high engagement in learning behavior. Additionally, the study found the mediating effects of psychological safety and communication satisfaction.

The importance of learning behavior has been noted by researchers and practitioners because of its influence on service performance. Learning behavior is especially important in complex, error prone, and fast changing businesses like the services industry. This research contributes to the existing body of research by examining the influence of diversity climate on learning behavior, which has not been investigated empirically in the literature. The current research not only makes a significant contribution to the learning and diversity literature, but also informs practitioners how learning behavior can be increased and how diversity climate can be created in within service organizations, in particularly hospitality.

Given a baffling contradiction that the availability of safety knowledge may not necessarily lead to workers' safety behavior, this study aims to develop an exploratory two-step working model of safety knowledge in translating safety climate into safety behavior. In particular, this study highlights the importance of articulating tacit safety knowledge and improving workers' systematic problem solving (SPS) capacity in a favorable safety climate.

This study uses 110 valid responses from Pakistan-based construction workers to test five hypotheses which embody the exploratory two-step working model of safety knowledge. The partial least squares structural equation modeling (PLS-SEM) is used to analyze the data.

The results of this study support the two-step working mechanism of safety knowledge in translating safety climate into safety behavior. Furthermore, results suggest that safety climate as a job resource facilitates converting construction workers' tacit safety knowledge into explicit safety knowledge (i.e. safety knowledge articulation) and then enabling them to spot non-conformities in safety management practices (i.e. SPS) and consequently to work safely (i.e. safety behavior).

The study has both theoretical and practical significance. In theory, it extends organizational learning theory and job demands-resources (JD-R) theory in the construction safety research domain and elaborates on the mediating role of safety knowledge articulation and SPS for the relationship between safety climate and safety behavior. In practice, it highlights the importance of continuous articulation of tacit safety knowledge and accumulation and use of explicit safety knowledge in construction safety management practices.

This study aims to understand how and when employees' pandemic fears influence their lateness attitude, with a particular focus on how this influence is mediated by emotional exhaustion and moderated by a perceived safety climate.

Survey data were collected among employees in the retail sector.

A core mechanism that explains the escalation of pandemic fears into beliefs that tardiness is acceptable is employees' sense that employees are emotionally overextended by work. The extent to which employees perceive that their organization prioritizes safety issues subdues this detrimental process though.

For human resource management (HRM) practice, the findings point to the notable danger that employees who cannot stop ruminating about an external crisis, and feel emotionally overburdened as a result, might compromise their own organizational standing by devoting less effort to punctuality. To disrupt this dynamic, HR managers can create organizational climates that emphasize safety practices.

This study adds to HRM research by revealing a pertinent source of personal adversity, pandemic fears, and how the fears affects tendencies to embrace tardiness at work. The study explicates how emotional exhaustion functions as a core conduit that connects this resource-draining condition with propensities to show up late, as well as how safety climate perceptions can buffer this translation.

The study aims to examine the safety attitudes of workers, supervisors and managers in a UK‐based car manufacturing plant, and their relationship with unsafe behaviour and accidents.

A questionnaire methodology is used to measure safety attitudes and perceptions. The data are analysed using factor analysis and hierarchical multiple regression.

The factor structure of the safety climate at the plant comprised three factors: managers' concern for safety; workers' response to safety; conflict between production and safety, which correspond to those found in previous studies in the UK manufacturing sector. Whilst safety climate did not predict accident involvement at the plant, workers' response to safety and conflict between production and safety significantly predicted unsafe behaviour. Perceptions of the work environment had important effects as a significant predictor of both accidents and unsafe behaviour. However, job communication failed to predict either safety outcome. There was little difference in the strength of the safety climate perceived across hierarchical levels.

It is recommended that future research should examine the direct effects of organisational factors beyond the strictures of the “safety culture” framework.

Safety interventions need to focus on how individuals perceive their immediate work environment, as well as improving safety policy and procedures, as these perceptions have most direct influence on safety outcomes.

This paper offers new direction for researchers and advice for those designing safety interventions aimed at reducing accidents.

Building on the social exchange theory and the norm of reciprocity, this study examines the effect of high-performance work systems (HPWS) during the COVID-19 pandemic on employee's risk-taking behavior and organizational citizenship behavior (OCB). Among the aforementioned links, perceived safety climate was theorized as a mediating mechanism.

Multisource and time-lagged data were gathered from a sample of employees and their supervisors working in Palestinian nonprofit organizations.

HPWS were shown to boost risk-taking behavior during COVID-19 pandemic. The direct effect between HPWS and OCB was not significant. Furthermore, safety climate mediated the effect of HPWS on both risk-taking behavior and OCB.

The study's findings can be used by managers with regard to the utility of HPWS during times of crises and their impact on important behavioral outcomes.

HRM scholars have started to look at how HR practices can be useful in helping to overcome a pandemic. However, limited empirical knowledge is available on the effects of HPWS on employees' work outcomes during crises. The study is aimed at addressing the aforementioned gap.

Previous research indicates that nurses' safety‐climate perceptions are influenced by individual nurse characteristics, leadership, staffing levels and workplace structure. No literature was identified that explored the relationship between nurses' safety climate perceptions and staffing composition in a particular hospital unit. This paper aims to fill some of the gaps in the research in this area.

Data supplied by 430 registered nurses working in two Midwestern US hospitals were analyzed to co‐worker characteristics such as education, licensure, experience and full‐ or part‐time status.

Registered nurses working in hospitals with proportionally more‐experienced nurses perceived their workplaces to be significantly safer for patients. Surprisingly, co‐worker licensure, education and full‐ or part‐time status did not significantly influence nurses' safety climate perceptions.

Findings indicate that safety‐climate perceptions vary significantly between hospital units and experienced nurses may act as a resource that promotes a positive safety climate. Hospitals retaining experienced nurses may potentially reduce errors.

The paper illustrates that the results highlight the importance of providing nurses with an environment that encourages retention and creates a workplace where experienced nurses' skills are best utilized.