Accidents Happen: Psychological Empowerment as a Moderator of Accident Involvement and Its Outcomes
Self-efficacy, Business psychology, Work safety
Research in the occupational safety realm has tended to develop and test models aimed at predicting accident involvement in the workplace, with studies treating accident involvement as the starting point and examining its outcomes being more rare. In the current study, we examine the relationship between accident involvement and a series of outcomes drawing upon a learned helplessness theory perspective. Specifically, we predicted that psychological empowerment would moderate the relationship between prior accident involvement and outcomes. We tested our hypotheses on a sample of 392 employees and their 66 supervisors working in an iron and steel manufacturing firm in Southern Turkey, using data collected from employees and their supervisors via four separate surveys. Results suggest that accident involvement was positively related to supervisor rated employee withdrawal, production deviance, and sabotage only when psychological empowerment was low. The results illustrate that workplace accidents have indirect costs in the form of higher withdrawal and maladaptive behaviors, and organizations may inoculate employees against some of these outcomes via higher psychological empowerment.
Erdogan, Berrin; Ozyilmaz, Adnan; Bauer, Talya N.; and Emre, Onur, "Accidents Happen: Psychological Empowerment as a Moderator of Accident Involvement and Its Outcomes" (2018). Business Faculty Publications and Presentations. 90.
Business Administration, Management, and Operations Commons, Organizational Behavior and Theory Commons
This is the author's version of an article published as "Accidents Happen: Psychological Empowerment as a Moderator of Accident Involvement and Its Outcomes," in Personnel Psychology, 71(1): 99.67-83 (2018) Version of record can be found at https://doi.org/10.1111/peps.12228