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  • Curcuruto et al. 2015 Tables

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  • Curcuruto_et_al._2015

    Rights statement: 18 month embargo This is the author’s version of a work that was accepted for publication in Safety Science. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Safety Science, 80, 2015 DOI: 10.1016/j.ssci.2015.07.032

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The role of prosocial and proactive safety behaviors in predicting safety performance

Research output: Contribution to journalJournal articlepeer-review

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<mark>Journal publication date</mark>12/2015
<mark>Journal</mark>Safety Science
Volume80
Number of pages7
Pages (from-to)317-323
Publication StatusPublished
Early online date25/08/15
<mark>Original language</mark>English

Abstract

Employees’ engagement in safety is assumed to be a significant contributor to safety performance within the chemical industry. The current study tested this assumption by examining the role of prosocial safety behaviors (e.g., helping others) and proactive safety behaviors (e.g., seeking change) in predicting four safety performance outcomes: micro-accidents, property damage (accidents without injury), near-miss events, and lost-time injuries. Two-wave data collected from 511 employees located in 2 Italian chemical plants revealed that prosocial safety behaviors predicted micro-accidents and property damage, and proactive safety behaviors predicted near-miss events and lost-time injuries. These results suggest that benefits can be gained from distinguishing between prosocial and proactive safety behaviors when seeking to improve safety performance. Organizations may reduce the rate of minor injuries and property damage by increasing helping among employees. However, this approach will be less effective in reducing more serious accidents or increasing near-miss event reporting. More effective in these cases is creating environments in which employees feel able to raise their suggestions and concerns about safety.

Bibliographic note

18 month embargo This is the author’s version of a work that was accepted for publication in Safety Science. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Safety Science, 80, 2015 DOI: 10.1016/j.ssci.2015.07.032