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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.

Employee unsafe behaviours and failure to adhere to safety standards resulting from poor safety perception among employees contribute to the high rate of accidents in the construction industry. This study seeks to examine the role of respectable engagement in improving construction workers' safety perceptions in the Ghanaian Construction Industry.

The study adopted a quantitative research method where survey questionnaires were administered to respondents. Sixty-six construction workers who were actively involved in ongoing construction projects in Kumasi and Greater Accra regions of Ghana were selected through stratified purposive sampling. The analytical tools utilised in the data analysis include a one-sample t-test, descriptive statistics and mean score ranking.

The study identified five key drivers and strategies of respectable engagement from pertinent literature. The findings confirmed that all these drivers and strategies play a key role in improving workers' safety perception. The study further revealed that improving employees' safety perception will enhance and sustain their awareness of the organisation's commitment to health and safety. Employees will therefore portray positive safety behaviour by adhering to the safety standards of their organisation.

The findings of this study will contribute to construction site safety improvement by informing contractors, site supervisors and other stakeholders of their role and the need to improve their worker's safety perception.

This research is unique in that; it identifies the role of respectable engagement in improving construction workers' safety perception. This research creates awareness among management and site supervisors on the need to be present for their workers, affirm them, attend to their needs, understand and appreciate them, and communicate and listen to them.

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.

The modern workplace contains many physical and interpersonal hazards to employee physical and psychological health/well-being. This chapter integrates the literatures on occupational safety (i.e., accidents and injuries) and mistreatment (physical violence and psychological abuse). A model is provided linking environmental (climate and leadership), individual differences (demographics and personality), motivation, behavior, and outcomes. It notes that some of the same variables have been linked to both safety and mistreatment, such as safety climate, mistreatment climate, conscientiousness, and emotional stability.

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.

The purpose of this paper is to examine the relationship between abusive supervision and employee health and safety outcomes in Study 1 and to examine the effect of inconsistent leadership, operationalized as the interaction between transformational leadership and supervisor incivility, on employee safety participation in Study 2.

In Study 1, survey data were gathered from n=145 healthcare workers. In Study 2, survey data were gathered from n=177 nurses.

A partially mediated structural model was estimated in Study 1 and the results show that the model provided a good fit to the data χ² (1)=1.27, p=0.23. Abusive supervision predicted safety climate (β=−0.41, p<0.01) and psychological health (β=−0.27, p<0.01). Safety climate, in turn, predicted psychological health (β= 0.40, p<0.01) and safety participation (β= 0.37, p<0.01). Study 2: moderated regression analysis showed that inconsistent leadership significantly predicted employee safety participation, F(5,144)=4.46, p<0.01.

Theoretical and practical implications for creating psychologically healthy workplaces through interventions aimed at improving leader effectiveness are discussed.

The world is witnessing enormous changes due to the outbreak of the COVID-19 epidemic. One of the unkind changes is the increased downsizing and layoffs, which has led to a situation of job insecurity. Moreover, due to the unavailability of a cure for the pandemic, the businesses have started their operations with added safety measures that demand a high level of employee safety behavior. But how job insecurity and safety voice may stay in one sheath is an area that requires attention. Hence, this study investigates the impact of job insecurity on employees' safety voice behavior in a COVID-19 outbreak, through serial mediation mechanisms of organizational support and trust.

Data has been collected through a structured questionnaire from the sample (N = 213) of employees of service organizations.

Findings of the study reveal that job insecurity is not directly linked with safety voice behavior, and therefore full mediation through perceived organizational support and trust is supported is proved.

This study covers the investigation of job insecurity, during pandemic COVID-19, and its effects on safety voice. It also explains the mechanism between the variables of interest through perceived organizational support and trust in the organization. The study is a timely contribution to the existing literature and offers both theoretical and managerial implications.

This paper aims to evaluate the relative effectiveness of four‐hour ServSafe^® food safety training, a theory‐based intervention targeting food service employees' perceived barriers to implementing food safety practices, and a combination of the two treatments. Dependent measures include behavioral compliance with and perceptions of control over performing hand washing, use of thermometers, and handling of work surfaces.

Four groups are compared: employees receiving only ServSafe^® training, intervention alone, training and intervention, and no treatment. Employees complete a questionnaire assessing perceived barriers to practicing the targeted behaviors. Then, employees are observed in the production area for behavioral compliance.

Training or intervention alone is better than no treatment, but the training/intervention combination is most effective at improving employees' compliance with and perceptions of control over performing the behaviors.

Research is limited to restaurant employees in three states within the USA, in only 31 of the 1,298 restaurants originally contacted. Future research should identify barriers of other types of food service employees and evaluate the effectiveness of these and other intervention strategies.

ServSafe^® training can be enhanced with a simple intervention targeting food service employees' perceived barriers to food safety. Providing knowledge and addressing barriers are both important steps to improving food safety in restaurants.

No previous research has used the theory of planned behavior to develop an intervention targeting food service employees' perceived barriers to implementing food safety practices. Research also has not attempted to improve the effectiveness of ServSafe^® food safety training by adding an intervention.

Drawing on social information processing theory (SIP), this paper examines whether and how humble leadership affects employees' service improvisation (ESI) in the hospitality industry. Further, the study investigates the mediating role of psychological safety and the moderating role of creative self-efficacy (CSE).

To test the proposed relationships, the study adopts a cross-sectional design, administering questionnaires to 456 frontline staff in Egypt’s hospitality industry across three main sectors: restaurants, hotels and travel agencies. SPSS 27 and AMOS 22 were used for statistical analysis.

The study reveals a positive relationship between humble leadership and ESI, partially mediated by psychological safety. Furthermore, CSE not only strengthens the relationship between psychological safety and ESI but also enhances the indirect effect of humble leadership on ESI via psychological safety.

The study offers valuable insights for practitioners in the hospitality industry. To boost ESI, organizations can incorporate humble leadership attributes into their leadership development programs. Fostering a psychologically safe workplace would facilitate the positive impact of humble leadership on ESI. Recognizing CSE as a pivotal moderator underscores the importance of strategically selecting and developing employees with high CSE. These insights aim to cultivate a more service-oriented and effective workforce in the hospitality industry.

This study significantly contributes to leadership research in the hospitality industry by uncovering a previously unexplored link between humble leadership and ESI. Exploring psychological safety as a mediator and CSE as a moderator enhances our comprehension of how and when humble leadership influences ESI.

The purpose of this study is to consider the potential use of social marketing to enhance safety compliance in a biomedical research laboratory.

This project used focus group discussions (n = 32) and semi-structured interviews (n = 10) to gather information on occupational health and safety professionals’ perceptions of safety culture, knowledge of barriers and facilitators of safety at the worksite and insights on how to effectively communicate safety information to employees through a campaign effort.

Results outlined the barriers (e.g. structural obstacles, lack of awareness of policies, perception of occupational safety and health professionals as safety police) and facilitators (e.g. rapport building, partnering with formal leadership and demonstrating the value of services) of safety and safety communication.

Results from this work add to theoretical and practical knowledge regarding how risk may be effectively addressed by using social marketing and health behavior theories to promote voluntary adherence to existing rules and recommendations.