安全创新理论新探索:基于高危行业的实证研究
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摘要
创新科技的发展和人类对安全管理需求的提升加快了安全管理创新的诞生。本文将安全研究与创新研究相结合,基于认知科学理论,通过实证检验,探索了安全创新视角下组织安全绩效提升的新路径。本研究采用层次分析的方法对跨越7省的32家企业的442名员工做了实证研究。结果表明:团队安全创新意愿与团队安全创新资源可以积极促进团队安全创新行为的产生,进而对团队安全绩效产生正向影响,从而证明了安全管理领域创新对于提升高危行业的安全性有显著的积极作用。
The continuous development of innovative science and technology makes the elements of safety management system increasingly complex and difficult to master and has been in a state of dynamic and continuous updating. Based on cognitive science theory,this paper combines safety research with innovation research,and attempts to explore a new way to improve organizational safety performance from the perspective of safety innovation. In previous safety management,most of the business operators and managers refused to innovate in the field of safety management in order to "avoid"risks,because they believed"doing less,making less mistakes". Hofmann( 2003) is a pioneer to initiate safety innovation behavior in an organization from the perspective of human to promote the performance of safety. However,since then,the research on safety innovation behavior has not been profoundly studied. How to start safety innovation behavior and whether safety innovation behavior affects organizational safety performance have not been solved yet. Therefore,this study focuses on team safety innovation behavior and explores how to initiate safety innovation behavior within enterprises.Specifically,this paper puts forward a model of organizational safety performance affected by safety innovation intention through safety innovation behavior. Safety innovation intention represents the motivation and intensity of innovation willingness to work in a safer way to enhance safety. Safety performance refers to themeasurable results of an organization's safety management system,which is related to the safety risk control of an organization,based on the enterprise's safety policies and objectives. Only when the team employees have a strong desire for safety innovation,will they actively collect all kinds of information about improving safety level,be more sensitive to safety innovation resources and integrate them,so as to promote the development of team safety performance. Safety innovation resources also have an important impact on safety behavior and safety performance. There are 4 dimensions of safety innovation resources:( 1) human capital,it can reduce the incidence of accidents caused by human factors in enterprise safety production,and improve the performance of enterprise safety management by absorbing and cultivating employees with safety awareness and safety capabilities( such as safety skills,responsibility,risk awareness,etc.)( 2) equipment and technology,they can reduce the error rate of human factors in production process by assisting and early warning,and provide technical guarantee for safety production( 3) management and organizational resources,they play a leading role in the safety production of enterprises,formulating strategic plans for safety,carrying out total quality management for the whole process,and strengthening system safety( 4) safety culture,as a common consensus on safety innovation within the organization,safety culture can discover the potential dangers in safety management in time through the constraints of employees' behavior so as to improve the safety performance of enterprises. The overall safety intention of the team can promote the safety innovation behavior of employees and improve the safety performance of the team; abundant safety innovation resources can also provide more opportunities for team members to conduct safety innovation-related behavior,and further help the team to improve safety performance.This paper took chemical and civil explosive enterprises as the research objects. Their business included blasting engineering,production of explosive materials,chemical industry,mining and other high-risk industries. The respondents were senior managers and safety specialists of enterprises. In this study,32 teams from 21 enterprises across 7 provinces were randomly selected. A total of 460 questionnaires were distributed,among which 442 were valid,and the validity of the questionnaires was96%. In this paper,Amos22 and SPSS21. 0 were used as statistical analysis software to analyze and process the data. The results show that:( 1) employee's safety innovation intention is an important factor affecting the internal safety innovation behavior;( 2) the support of organizational safety resources will also promote the internal safety innovation behavior;( 3) safety innovation behavior plays an intermediary role between safety innovation intention/safety innovation resources and organizational safety performance. Similarly,safety innovation intention and safety innovation resources can respectively promote organizational safety performance through safety innovation behavior.This study has important theoretical and practical significance in the current environment. Firstly,it is necessary to enhance the safety innovation intention of managers and employees. Relatively rigid system,backward thinking,traditional production and operation mode will inevitably lead to severe security problems in high-risk industries. To enhance the safety innovation intention of managers and employees in high-risk industries is to treat safety issues from a dynamic perspective and to actively put forward new ideas in the face of safety issues. Secondly,we should strengthen the resources for safety innovation: to improve the safety of production process through advanced production technology,safer production materials and equipment; to make effective changes in management system through continuous optimization of the system; to strengthen the construction of organizational safety innovation. Through the penetration of cultural concepts,managers and employees can meet a common understanding of safety innovation,which has a positive impact on their attitude and behavior in safety performance. To the best of our knowledge,our study is the first one that considers a safety innovation model. The support for the mediating role of safety innovation behavior not only adds to our understanding of the role of safety behavior in relationship between safety innovation intention and safety performance,but also implies the complicated role of behavior plays between the intention-performance relationships in safety area.We hope the supportive results reported in our study will stimulate further research in areas of safety innovation intention,safety innovation behavior and safety performance to help meet the unanticipated challenges now and in the future.
The continuous development of innovative science and technology makes the elements of safety management system increasingly complex and difficult to master and has been in a state of dynamic and continuous updating. Based on cognitive science theory,this paper combines safety research with innovation research,and attempts to explore a new way to improve organizational safety performance from the perspective of safety innovation. In previous safety management,most of the business operators and managers refused to innovate in the field of safety management in order to "avoid"risks,because they believed"doing less,making less mistakes". Hofmann( 2003) is a pioneer to initiate safety innovation behavior in an organization from the perspective of human to promote the performance of safety. However,since then,the research on safety innovation behavior has not been profoundly studied. How to start safety innovation behavior and whether safety innovation behavior affects organizational safety performance have not been solved yet. Therefore,this study focuses on team safety innovation behavior and explores how to initiate safety innovation behavior within enterprises.Specifically,this paper puts forward a model of organizational safety performance affected by safety innovation intention through safety innovation behavior. Safety innovation intention represents the motivation and intensity of innovation willingness to work in a safer way to enhance safety. Safety performance refers to themeasurable results of an organization's safety management system,which is related to the safety risk control of an organization,based on the enterprise's safety policies and objectives. Only when the team employees have a strong desire for safety innovation,will they actively collect all kinds of information about improving safety level,be more sensitive to safety innovation resources and integrate them,so as to promote the development of team safety performance. Safety innovation resources also have an important impact on safety behavior and safety performance. There are 4 dimensions of safety innovation resources:( 1) human capital,it can reduce the incidence of accidents caused by human factors in enterprise safety production,and improve the performance of enterprise safety management by absorbing and cultivating employees with safety awareness and safety capabilities( such as safety skills,responsibility,risk awareness,etc.)( 2) equipment and technology,they can reduce the error rate of human factors in production process by assisting and early warning,and provide technical guarantee for safety production( 3) management and organizational resources,they play a leading role in the safety production of enterprises,formulating strategic plans for safety,carrying out total quality management for the whole process,and strengthening system safety( 4) safety culture,as a common consensus on safety innovation within the organization,safety culture can discover the potential dangers in safety management in time through the constraints of employees' behavior so as to improve the safety performance of enterprises. The overall safety intention of the team can promote the safety innovation behavior of employees and improve the safety performance of the team; abundant safety innovation resources can also provide more opportunities for team members to conduct safety innovation-related behavior,and further help the team to improve safety performance.This paper took chemical and civil explosive enterprises as the research objects. Their business included blasting engineering,production of explosive materials,chemical industry,mining and other high-risk industries. The respondents were senior managers and safety specialists of enterprises. In this study,32 teams from 21 enterprises across 7 provinces were randomly selected. A total of 460 questionnaires were distributed,among which 442 were valid,and the validity of the questionnaires was96%. In this paper,Amos22 and SPSS21. 0 were used as statistical analysis software to analyze and process the data. The results show that:( 1) employee's safety innovation intention is an important factor affecting the internal safety innovation behavior;( 2) the support of organizational safety resources will also promote the internal safety innovation behavior;( 3) safety innovation behavior plays an intermediary role between safety innovation intention/safety innovation resources and organizational safety performance. Similarly,safety innovation intention and safety innovation resources can respectively promote organizational safety performance through safety innovation behavior.This study has important theoretical and practical significance in the current environment. Firstly,it is necessary to enhance the safety innovation intention of managers and employees. Relatively rigid system,backward thinking,traditional production and operation mode will inevitably lead to severe security problems in high-risk industries. To enhance the safety innovation intention of managers and employees in high-risk industries is to treat safety issues from a dynamic perspective and to actively put forward new ideas in the face of safety issues. Secondly,we should strengthen the resources for safety innovation: to improve the safety of production process through advanced production technology,safer production materials and equipment; to make effective changes in management system through continuous optimization of the system; to strengthen the construction of organizational safety innovation. Through the penetration of cultural concepts,managers and employees can meet a common understanding of safety innovation,which has a positive impact on their attitude and behavior in safety performance. To the best of our knowledge,our study is the first one that considers a safety innovation model. The support for the mediating role of safety innovation behavior not only adds to our understanding of the role of safety behavior in relationship between safety innovation intention and safety performance,but also implies the complicated role of behavior plays between the intention-performance relationships in safety area.We hope the supportive results reported in our study will stimulate further research in areas of safety innovation intention,safety innovation behavior and safety performance to help meet the unanticipated challenges now and in the future.
引文
[1]Rasmussen J.Risk management in a dynamic society:A modelling problem[J].Safety Science,1997,27(2):183-213.
[2]Hofmann D A,Morgeson F P,Gerras S J.Climate as a moderator of the relationship between leader-member exchange and content specific citizenship:Safety climate as an example[J].Journal of Applied Psychology,2003,88(1):170.
[3]Zaltman G,Duncan R,Holbek J.Innovations and organizations[J].Contemporary Sociology,1976,5(4):15-24.
[4]Bandura A.Self-efficacy:Towards a unifying theory of behavior change[J].Psychological Review,1977,84(2):191-215.
[5]赵斌,栾虹,李新建等.科技人员创新行为产生机理研究---基于计划行为理论[J].科学学研究,2013,31(2):286-297.Zhao Bin,Luan Hong,Li Xinjian,et al.The study of generating mechanism of scientific and technical personnel innovation behavior based on theory of planned behavior[J].Studies in Science of Science,2013,31(2):286-297.
[6]Ajzen I.The theory of planned behavior[J].Organizational Behavior and Human Performance,1991,50(2):179-211.
[7]徐建中,曲小瑜.低碳情境下装备制造企业技术创新行为的影响因素分析[J].科研管理,2015,36(3):29-37.Xu Jianzhong,Qu Xiaoyu.An empirical study on the influencing factors of technological innovation behavior of equipment manufacturing enterprises under the circumstance of low carbon economy[J].Science Research Management,2015,36(3):29-37.
[8]阎亮,张治河.组织创新氛围对员工创新行为的混合影响机制[J].科研管理,2017,38(9):97-105.Yan Liang,Zhang Zhihe.A mixed mechanism model of organizational innovation climate influencing the employee innovation behavior[J].Science Research Management,2017,38(9):97-105.
[9]张双文.组织气候与安全绩效关系研究[J].企业经济,2004(5):28-29.Zhang Shuangwen.Research on the relationship between organizational climate and safety performance[J].Business E-conomy,2004(5):28-29.
[10]魏荣.企业知识型员工创新动机的理论演释[J].自然辩证法研究,2010,26(6):94-99.Wei Rong.Theoretical representation of innovation motivation of knowledge workers in enterprises[J].Studies in Dialectics of Nature,2010,26(6):94-99.
[11]姜健.产业环境、创新意愿与光伏企业技术创新绩效研究[D].渤海大学,2013.Jiang Jian.Industrial environment,willingness for innovation,and technological innovation performance of PV enterprises[D].Bohai University,2013.
[12]Amabile T M.Motivating creativity in organizations:On doing what you love and loving what you do[J].California Management Review,1997,40(1):39-58.
[13]Teece D J,Pisano G,Shuen A.Dynamic capabilities and strategic management[J].Strategic Management Journal,1997,18(7):509-533.
[14]宋利.人力资源政策对安全氛围及安全绩效的影响实证研究[J].科技管理研究,2011,31(10):126-128.Song Li.Empirical study on effect between HR policy and safety climate and safety performance[J].Science and Technology Management Research,2011,31(10):126-128.
[15]Aryee S,Hsiung H H.Regulatory focus and safety outcomes:An examination of the mediating influence of safety behavior[J].Safety Science,2016,86:27-35.
[16]于广涛,王二平.安全文化的内容、影响因素及作用机制[J].心理科学进展,2004,12(1):87-95.Yu Guangtao,Wang Erping.Safety culture’s contents,causes and working mechanism[J].Advances in Psychological Science,2004,12(1):87-95.
[17]Zohar D.Promoting the use of personal protective equipment by behavior modification techniques[J].Journal of Safety Research,1980,12(2):78-85.
[18]Rundmo T,Hale A R.Managers’attitudes towards safety and accident prevention[J].Safety Science,2003,41(7):557-574.
[19]Goldberg L R.A broad-bandwidth,public-domain,personality inventory measuring the lower-level facets of several five-factor models[A].In:Personality Psychology in Europe[C].Netherlands:Tilburg University Press,1999:7-28.
[20]Arampatzis A,Karamanidis K,Morey G.Environment,resources and interpretation:Influences in the internationalization strategies of the food industry in Brazil[J].Bar Brazilian Administration Review,2007,4(2):40-63.
[21]Desarbo W S,Benedetto C A D,Song M.A heterogenous resource based view for exploring relationships between firm performance and capabilities[J].Journal of Modelling in Management,2007,2(2):103-130.
[22]胡艳,许白龙.安全氛围对安全行为影响的中介效应分析[J].中国安全科学学报,2014,24(2):132-137.Hu Yan,Xu Bailong.Intermediary effect-based analysis of effects of enterprise safety climate on safety behavior[J].China Safety Science Journal,2014,24(2):132-137.
[23]Liu X,Huang G,Huang H,et al.Safety climate,safety behavior,and worker injuries in the Chinese manufacturing industry[J].Safety Science,2015,78(6):173-178.
[24]Fernández-Mu珘niz B,Montes-Peón J M,Vázquez-Ordás C J.Safety management system:Development and validation of a multidimensional scale[J].Journal of Loss Prevention in the Process Industries,2007,20(1):52-68.
[25]Eid J,Mearns K,Larsson G,et al.Leadership,psychological capital and safety research:Conceptual issues and future research questions[J].Safety Science,2012,50(1):55-61.
[26]Vinodkumar M N,Bhasi M.Safety management practices and safety behaviour:Assessing the mediating role of safety knowledge and motivation[J].Accident;Analysis and Prevention,2010,42(6):2082-2093.
[27]牛莉霞,李乃文,姜群山.安全领导、安全动机与安全行为的结构方程模型[J].中国安全科学学报,2015,25(4):23-29.Niu Lixia,Li Naiwen,Jiang Qunshan.SEM of safety leadership,safety motivation and safety behavior[J].China Safety Science Journal,2015,25(4):23-29.
[2]Hofmann D A,Morgeson F P,Gerras S J.Climate as a moderator of the relationship between leader-member exchange and content specific citizenship:Safety climate as an example[J].Journal of Applied Psychology,2003,88(1):170.
[3]Zaltman G,Duncan R,Holbek J.Innovations and organizations[J].Contemporary Sociology,1976,5(4):15-24.
[4]Bandura A.Self-efficacy:Towards a unifying theory of behavior change[J].Psychological Review,1977,84(2):191-215.
[5]赵斌,栾虹,李新建等.科技人员创新行为产生机理研究---基于计划行为理论[J].科学学研究,2013,31(2):286-297.Zhao Bin,Luan Hong,Li Xinjian,et al.The study of generating mechanism of scientific and technical personnel innovation behavior based on theory of planned behavior[J].Studies in Science of Science,2013,31(2):286-297.
[6]Ajzen I.The theory of planned behavior[J].Organizational Behavior and Human Performance,1991,50(2):179-211.
[7]徐建中,曲小瑜.低碳情境下装备制造企业技术创新行为的影响因素分析[J].科研管理,2015,36(3):29-37.Xu Jianzhong,Qu Xiaoyu.An empirical study on the influencing factors of technological innovation behavior of equipment manufacturing enterprises under the circumstance of low carbon economy[J].Science Research Management,2015,36(3):29-37.
[8]阎亮,张治河.组织创新氛围对员工创新行为的混合影响机制[J].科研管理,2017,38(9):97-105.Yan Liang,Zhang Zhihe.A mixed mechanism model of organizational innovation climate influencing the employee innovation behavior[J].Science Research Management,2017,38(9):97-105.
[9]张双文.组织气候与安全绩效关系研究[J].企业经济,2004(5):28-29.Zhang Shuangwen.Research on the relationship between organizational climate and safety performance[J].Business E-conomy,2004(5):28-29.
[10]魏荣.企业知识型员工创新动机的理论演释[J].自然辩证法研究,2010,26(6):94-99.Wei Rong.Theoretical representation of innovation motivation of knowledge workers in enterprises[J].Studies in Dialectics of Nature,2010,26(6):94-99.
[11]姜健.产业环境、创新意愿与光伏企业技术创新绩效研究[D].渤海大学,2013.Jiang Jian.Industrial environment,willingness for innovation,and technological innovation performance of PV enterprises[D].Bohai University,2013.
[12]Amabile T M.Motivating creativity in organizations:On doing what you love and loving what you do[J].California Management Review,1997,40(1):39-58.
[13]Teece D J,Pisano G,Shuen A.Dynamic capabilities and strategic management[J].Strategic Management Journal,1997,18(7):509-533.
[14]宋利.人力资源政策对安全氛围及安全绩效的影响实证研究[J].科技管理研究,2011,31(10):126-128.Song Li.Empirical study on effect between HR policy and safety climate and safety performance[J].Science and Technology Management Research,2011,31(10):126-128.
[15]Aryee S,Hsiung H H.Regulatory focus and safety outcomes:An examination of the mediating influence of safety behavior[J].Safety Science,2016,86:27-35.
[16]于广涛,王二平.安全文化的内容、影响因素及作用机制[J].心理科学进展,2004,12(1):87-95.Yu Guangtao,Wang Erping.Safety culture’s contents,causes and working mechanism[J].Advances in Psychological Science,2004,12(1):87-95.
[17]Zohar D.Promoting the use of personal protective equipment by behavior modification techniques[J].Journal of Safety Research,1980,12(2):78-85.
[18]Rundmo T,Hale A R.Managers’attitudes towards safety and accident prevention[J].Safety Science,2003,41(7):557-574.
[19]Goldberg L R.A broad-bandwidth,public-domain,personality inventory measuring the lower-level facets of several five-factor models[A].In:Personality Psychology in Europe[C].Netherlands:Tilburg University Press,1999:7-28.
[20]Arampatzis A,Karamanidis K,Morey G.Environment,resources and interpretation:Influences in the internationalization strategies of the food industry in Brazil[J].Bar Brazilian Administration Review,2007,4(2):40-63.
[21]Desarbo W S,Benedetto C A D,Song M.A heterogenous resource based view for exploring relationships between firm performance and capabilities[J].Journal of Modelling in Management,2007,2(2):103-130.
[22]胡艳,许白龙.安全氛围对安全行为影响的中介效应分析[J].中国安全科学学报,2014,24(2):132-137.Hu Yan,Xu Bailong.Intermediary effect-based analysis of effects of enterprise safety climate on safety behavior[J].China Safety Science Journal,2014,24(2):132-137.
[23]Liu X,Huang G,Huang H,et al.Safety climate,safety behavior,and worker injuries in the Chinese manufacturing industry[J].Safety Science,2015,78(6):173-178.
[24]Fernández-Mu珘niz B,Montes-Peón J M,Vázquez-Ordás C J.Safety management system:Development and validation of a multidimensional scale[J].Journal of Loss Prevention in the Process Industries,2007,20(1):52-68.
[25]Eid J,Mearns K,Larsson G,et al.Leadership,psychological capital and safety research:Conceptual issues and future research questions[J].Safety Science,2012,50(1):55-61.
[26]Vinodkumar M N,Bhasi M.Safety management practices and safety behaviour:Assessing the mediating role of safety knowledge and motivation[J].Accident;Analysis and Prevention,2010,42(6):2082-2093.
[27]牛莉霞,李乃文,姜群山.安全领导、安全动机与安全行为的结构方程模型[J].中国安全科学学报,2015,25(4):23-29.Niu Lixia,Li Naiwen,Jiang Qunshan.SEM of safety leadership,safety motivation and safety behavior[J].China Safety Science Journal,2015,25(4):23-29.