The Role of Supervisory Support in Fostering a Positive Safety Culture That Enhances Workers’ Performance

DISCLAIMER The findings and conclusions in this paper are those of the authors and do not necessarily represent the views of the National Institute for Occupational Safety and Health. Reference to specific brand names does not imply endorsement by the National Institute for Occupational Safety and Health. ABSTRACT Leadership is a critical component to an organization’s safety culture and influences the ways that health and safety is enacted on site. Therefore, it is not surprising that improving leadership will also improve safety. Worker perceptions of management practices are shaped through unique leader-employee interactions over time. However, few details are known about the communicative support (i.e., emotional, informational, and tangible) offered by supervisors and its impact on miners’ perceptions and performance. Using pre and post-interview data with 20 supervisors and 48 workers during six-week interventions, researchers identified positive and negative instances of supervisor support and its implications on worker performance. This paper highlights the common support tactics offered by supervisors and desired by workers to help practitioners identify ways to improve their safety culture and subsequently, the proactivity and compliance of their workforce. INTRODUCTION Supervisory leadership is a critical component to the effective implementation of an organization’s health and safety management system (HSMS). Specifically, supervisors serve as representatives of an organization and their actions are indicative of the organization’s safety culture (Eisenberger et al. 1986). Senior management has been shown to serve as a frame of reference for guiding safe behaviors in the workplace (Mearns et al. 1998) and, more recently, research has related supervisory enforcement to workers’ safety compliance (Petitta et al., 2017). Therefore, it is not surprising that by improving leadership, perceptions of management and subsequent safety outcomes are likely to improve as well (Zohar, 2002). Perceptions of management are shaped through unique leader-employee interactions over a period of time (Hofmann and Morgeson, 2004, 1999). How these unique interactions impact worker performance, however, remains unexamined. As a result, understanding how supervisor-employee relationships operate in high-risk environments is unclear (Mirza and Isha, 2017; Denis et al., 2010). A starting point to better recognize the idiosyncrasies of these relationships is by way of examining the communicative support offered by front-line management and received by industry workers. To this end, this paper uses pre- and post-interview data to study the communicative aspects of supervisor-employee interactions at mine sites. The analysis uses a social support framework to identify positive and negative instances of supportive communication. From interview data with 20 managers and 48 mineworkers, data emerged that shows how supervisors’ unique types of support contribute to workers’ perceptions, motivation, and follow-through of safe work behavior.