Behaving safely under pressure: The effects of job demands, resources, and safety climate on employee physical and psychosocial safety behavior

摘要: INTRODUCTION: Previous research has shown that employees who experience high job demands are more inclined to show unsafe behaviors in the workplace. In this paper, we examine why some behave safely when faced with these while others do not. We add literature by incorporating both physical and psychosocial safety climate resources (JD-R) model extending it include variants of behavior. METHOD: Using a sample 6230 health care nested within 52 organizations, examined relationship between (a) resources, (b) climate, (c) conducted multilevel analyses test our hypotheses. RESULTS: Job (i.e., work pressure), autonomy, supervisor support, co-worker support) (both climate) directly associated with, respectively, lower higher also found evidence buffers negative impact work-family conflict insecurity) on behavior strengthens positive CONCLUSIONS: Regardless whether focus is or psychological safety, results strengthening an organization can increase employees' Practical implication: An organization's optimal target intervention prevent ameliorate outcomes, especially times uncertainty change. Language: en