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• The paper conceptualizes safety voice climate and presents a measurement tool named the "Safety Voice Climate Scale" (SVCS) • The SVCS consists of the two theoretical dimensions "Work colleagues' encouragement of safety voice" and "Leaders' attitudes towards safety voice". • The paper presents initial evidence for SVCS' validity. • The paper assessed the associations between safety voice climate and safety voice behavior. • The sample included 7624 employees from the Norwegian petroleum sector. • Confirmatory factor analyses supported the proposed two-factor model, and the internal consistency of the factors was good. • A SEM model including the SVCS as predictor of safety voice behavior showed good fit, indicating acceptable criterion validity. Introduction : Speaking up about safety issues, termed "safety voice," is a proactive response where people across all levels of the organization express their concerns to prevent physical hazards. An understanding of safety voice requires insight into its antecedents. A perceived need to fit in with the organization and fear of consequences can trump the courage to speak out about safety concerns. Safety voice climate can be seen as a manifestation of the social exchanges in an organization and functions as a roadmap of which speaking out behaviors are encouraged and which behaviors are not. This study conceptualizes safety voice climate, presents the Safety Voice Climate Scale (SVCS) as a measurement tool, and gathers initial evidence for its validity. The study also assesses the associations between the SVCS and safety voice behavior. Method : The SVCS and the measurement of safety voice behavior were derived from the Trends in Risk Level in the Norwegian Petroleum Activity questionnaire. The SVCS includes the two theoretical dimensions Work colleagues' encouragement of safety voice and Leaders' attitudes towards safety voice. Psychometric properties were tested with a representative sample from the Norwegian petroleum sector (n = 7,624). Results : Confirmatory factor analyses supported the proposed two-factor model, and the internal consistency of the factors was good. Furthermore, a structural equation model including the SVCS as predictors of safety voice behavior showed a good fit, indicating acceptable criterion validity, although only the Work colleagues' encouragement of safety voice variable was significantly associated with safety voice behavior. Conclusion and practical application : The SVCS can be used as a tool to detect some of the barriers and supporting elements relating to safety voice and guidance on the efforts needed to foster work climates that promote communication of safety issues. [ABSTRACT FROM AUTHOR]

Background: Healthcare leaders play an important and complex role in managing and handling the dual responsibility of both Health, Safety and Environment (HSE) for workers and quality and patient safety (QPS). There is a need for better understanding of how healthcare leaders and decision makers organize and create support structures to handle these combined responsibilities in practice. The aim of this study was to explore how healthcare leaders and elected politicians organize, control, and follow up the work of HSE and QPS in a Norwegian nursing home context. Moreover, we explore how they interpret, negotiate, and manage the dual responsibility and possible tensions between employee health and safety, and patient safety and quality of service delivery. Methods: The study was conducted in 2022 as a case study exploring the experience of healthcare leaders and elected politicians in five municipalities responsible for providing nursing homes services in Norway. Elected politicians (18) and healthcare leaders (11) participated in focus group interviews (5) and individual interviews (11). Data were analyzed using inductive thematic analysis. Results: The analysis identified five main themes explaining how the healthcare leaders and elected politicians organize, control, and follow up the work of HSE and QPS: 1. Establish frameworks and room for maneuver in the work with HSE and QPS. 2. Create good routines and channels for communication and collaboration. 3. Build a culture for a health-promoting work environment and patient safety. 4. Create systems to handle the possible tensions in the dual responsibility between caring for employees and quality and safety in service delivery. 5. Define clear boundaries in responsibility between politics and administration. Conclusions: The study showed that healthcare leaders and elected politicians who are responsible for ensuring sound systems for quality and safety for both patients and staff, do experience tensions in handling this dual responsibility. They acknowledge the need to create systems and awareness for the responsibility and argue that there is a need to better separate the roles and boundaries between elected politicians and the healthcare administration in the execution of HSE and QPS. [ABSTRACT FROM AUTHOR]

Emergency departments (EDs) are high-risk environments for workplace violence. Research into techniques to prevent violence has less frequently explored the influence of leadership. This study aims to analyze the association of leadership with the prevention of violence using the concepts of health-oriented leadership (HoL) and the violence prevention climate (VPC). This quantitative cross-sectional study was conducted through online surveys between November 2021 and March 2022 across Germany. A sample of 370 doctors and nurses working in German EDs were recruited. Perceptions towards VPC and HoL were compared between groups divided according to profession and position using independent t-tests or Mann–Whitney U tests. Separate multiple linear regression models for supervisors and employees analyzed the association between different profiles of HoL with VPC. Supervisors and employees showed significant differences in supervisor staff-care and VPC. Regression analysis demonstrated that supervisors' self-care and employees' assessment of supervisor's staff-care positively predicted all dimensions of VPC. This empirical study provides insights into the variable perceptions of different groups and the association of leadership profiles with the perceptivity of VPC. The results of this study can be used to emphasize the importance of HoL training for both employees and supervisors to improve communication and health-promoting behavior. [ABSTRACT FROM AUTHOR]

An effective safety leader is more than a job or position in an organisation. Safety leaders must understand and mitigate workplace risks and difficulties for themselves, their team and their organisation. One of the essential aspects of Process Safety Management (PSM) is that leaders and managers understand the qualities and safety behaviour of all chemicals utilised in the process. This paper emphasises that leaders and managers promote a positive safety culture by showing safety commitment; they have more influence to pave all activities while ensuring it is conducted safely within the organisation. Due to human characteristics, it may be challenging to obtain all 'perfect' leadership and management traits. But leadership is a skill that anyone can develop. Competency, empowerment, compliance, governance and dedication to safety are more important than leadership styles in a small organisation. The most exemplary leaders are articulate and can adapt their style to the situation. [ABSTRACT FROM AUTHOR]

Background: Creating a healthy, decent and safe workplace and designing quality jobs are ways to eliminate precarious work in organisations and industries. This review aimed at mapping evidence on how psychosocial safety climate (PSC) influence health, safety and performance of workers. Methods: A literature search was conducted in four main databases (PubMed, Scopus, Central and Web of Science) and other online sources like Google Scholar. A reference list of eligible studies was also checked for additional papers. Only full-text peer-reviewed papers published in English were eligible for this review. Results: A search in the databases produced 13,711 records, and through a rigorous screening process, 93 papers were included in this review. PSC is found to directly affect job demands, job insecurity, effort-reward imbalance, work-family conflict, job resources, job control and quality leadership. Moreover, PSC directly affects social relations at work, including workplace abuse, violence, discrimination and harassment. Again, PSC has a direct effect on health, safety and performance outcomes because it moderates the impact of excessive job demands on workers' health and safety. Finally, PSC boosts job resources' effect on improving workers' well-being, safety and performance. Conclusion: Managers' efforts directed towards designing quality jobs, prioritising the well-being of workers, and fostering a bottom-up communication through robust organisational policies, practices, and procedures may help create a high organisational PSC that, in turn, promotes a healthy and decent work environment. [ABSTRACT FROM AUTHOR]

Aim: The aim of this study was to compile, assess and synthesise empirical research on violence by social and healthcare clients or patients against staff and its connections to staff's well‐being at work, implementation of work and activities of leaders related to it. Background: Workplace violence against social and healthcare staff is a global and daily problem. One in three employees encounters violence from patients or clients and the risk of this is 16 times higher compared to other professions. None of the recent reviews on this topic were focused on the well‐being at work, implementation of work or leaders' role in the cases of violence of clients or patients against the staff. Design: An integrative review reported according to PRISMA Checklist. Methods: The search was conducted to CINAHL, PubMed, PsychINFO and Scopus databases resulting in 21 articles. The quality of the articles was evaluated, and the data were analysed narratively. Results: The workplace violence committed by clients and patients was negatively connected to staff's psychological, emotional and physical well‐being at work and to their work performance and commitment. The leaders found this form of workplace violence challenging and ethically conflicted and felt that they were left alone without training and support. The employees expressed disappointment with their leaders' activities and suggested many measures to make environment safer to staff and patients. Conclusions: In future, intervention studies are needed for prevention of workplace violence by patients and clients against staff and for supporting the well‐being at work of staff in relation to violent incidents. Relevance to clinical practice: Workplaces should introduce uniform protocols for reporting, preventing and processing workplace violence committed by clients and patients. An open dialogue with leaders and co‐workers of the cases is of high importance. Leaders and staff need training that ensure patient and work safety. [ABSTRACT FROM AUTHOR]

The article discusses the effects of the coronavirus pandemic to the operations of radiology departments and the recommended strategies for radiology leaders to ensure the continuous growth and define the pathway for the future. Also cited are the recommendations like using virtual platforms like Zoom videoconferencing system to improve communications among radiology team members and the U.S. Centers for Disease Control and Prevention guidelines for cleaning and decontaminating patients.

Purpose This study investigated several determinants of radiation safety culture among radiologic technologists to determine whether factors related to work shifts or workday length affect the perception of workplace radiation safety. Methods The secondary analysis used de-identified data from 425 radiologic technologists collected with the Radiation Actions and Dimensions of Radiation Safety (RADS) questionnaire, a 35-item survey with valid and reliable psychometric properties. Respondents included radiologic technologists working in radiography, computed tomography (CT), mammography, and hospital radiology administration. Descriptive statistics were used to report RADS survey item outcomes, and analysis of variance (ANOVA) tests with Games-Howell post hoc tests were conducted to analyze the hypotheses. Results Mean differences in perception of teamwork across imaging stakeholders (P < .001) and leadership actions (P = .001) were found across shift-length groups. In addition, mean differences in perception of teamwork across imaging stakeholders (P = .007) were found across work-shift groups. Discussion Longer shifts (≥ 12 hours) and night shifts are related to a diminished perception of the importance of radiation safety among radiologic technologists. The study showed a significant effect of these shift factors on the perception of teamwork and leadership actions concerning radiation safety. Conclusion These results underscore the importance of leadership actions and messaging, teamwork-building, and inservice training on radiation safety for technologists who frequently work long, after-hours shifts. [ABSTRACT FROM AUTHOR]

Workplace violence (WPV) is widespread and increasing in health care organizations. The purpose of this performance improvement (PI) project was to understand what measures could effectively be implemented to decrease the incidence of WPV events in an acute inpatient health care facility. The A3 problem-solving methodology was utilized. The current state and countermeasures to decrease gaps in the current processes were examined. The methodology engaged all stakeholders in problem-solving and continuous improvement. PI members implemented the house-wide interventions in January 2019 and in financial year 2019 assault with injuries decreased to 39. Further research is needed to support effective interventions against WPV. [ABSTRACT FROM AUTHOR]

Purpose: At the outbreak of the COVID-19 pandemic, health care was at the centre of the crisis. New demands made existing organizational practices and services obsolete. Primary health care had a great deal of responsibility for COVID-19-related care. The pandemic demanded effective leadership to manage the new difficulties. This paper aims to explore experiences and perceptions of managers in primary health care in relation to their efforts to manage the COVID-19 crisis in their everyday work. Design/methodology/approach: The authors used a qualitative approach based on 14 semi-structured interviews with managers in primary health care from four regions in Sweden. The interviews were conducted during September to December 2020. Data were analysed using conventional qualitative content analysis. Findings: Data analysis yielded three categories: lonely in decision-making; stretched to the limit; and proud to have coped. The participants felt lonely in their decision-making, and they were stretched to the limit of their own and the organization's capacity. The psychosocial working conditions in primary care worsened considerably during the pandemic because demands on leaders increased while their ability to control the work situation decreased. However, they also expressed pride that they and their employees had managed the situation by being flexible and having a common focus. Originality/value: Looking ahead and using lessons learnt, and apart from making wise decisions under pressure, an important implication for primary health-care leaders is to not underestimate the power of acknowledging the virtues of humanity and justice during a crisis. Continuing professional education for leaders focusing on crisis leadership could help prepare leaders for future crises. [ABSTRACT FROM AUTHOR]

Witnessing the discrimination faced by a prisoner brought into the emergency department (ED) where she was working prompted a change of career direction for nurse Sheree-Leigh Woodall. ‘He was wearing handcuffs and everyone was looking at him,’ recalls Ms Woodall, who was recently appointed the first head of equality, diversity and inclusion (EDI) at independent healthcare provider Practice Plus Group. [ABSTRACT FROM AUTHOR]

While there is a lot of emphasis on the need for good infection prevention and control practices and acute care, the increasing complexity of patients being cared for in their own homes means that there is an increased risk for infection. Good practice is required by community nurses to minimise this risk. Patients' own homes can present particular challenges in complying with good practice and this article looks at some of the barriers to optimum infection prevention and control precautions in this setting. [ABSTRACT FROM AUTHOR]

Much recent literature has highlighted the stressful nature of teaching and its relations with teacher and student well-being. The present study extended this literature to focus on special education teachers. We first conducted a latent class analysis to characterize patterns of stress and coping among special education teachers (N = 404). Consistent with several prior studies with general education teachers and principals, we found three profiles: normative (high stress/high coping), maladaptive (high stress/low coping), and adaptive (low stress/high coping). Next, we examined school contextual predictors of these profiles including leadership characteristics (collegial, instructional), density of special education teachers (an indicator of professional isolation), and climate factors (teacher affiliation, school structure and support, safety, expectations). The maladaptive class was distinguished by a lower proportion of special education teachers, worse perceptions of school disciplinary structure and school safety, and higher academic expectations. The findings have implications for improving the burnout model presented in the special series overview and for creating school contexts that improve special education teacher well-being, persistence, and implementation fidelity. [ABSTRACT FROM AUTHOR]

[Display omitted] • A survey study with junior leaders and front-line workers at a petroleum company. • Benevolent (humane, kindly) leadership was positively related to safety behavior. • Subordinates' moqi was positively correlated with safety behavior. • Benevolent leadership affected safety behavior via Subordinates' moqi. • Safety climate moderated the link between subordinates' moqi and safety behavior. Introduction : While high quality leadership is of great importance for enhancing safety behavior in the workplace, there has been a lack of research on how benevolent leadership influences such behavior. Subordinates' moqi (i.e., their unspoken understanding of the work expectations, intentions, and requirements of their superiors) and safety climate were introduced to examine this relationship. Method: Based on implicit followership theory, this study explores the relationship between benevolent (well meaning, kindly) leadership and employees' safety behavior, as well as the mediating role of subordinates' moqi and the moderating role of safety climate. 608 employees of a petroleum company in China were randomly selected as participants, and the data were collected in two stages. Results: The results showed that: (1) Benevolent leadership is positively correlated with employees' safety behavior. (2) Subordinates' moqi mediates between benevolent leadership and employees' safety behavior. (3) Safety climate moderates the mediating role of subordinates' moqi between benevolent leadership and employees' safety behavior. (4) The positive effect of subordinates' moqi on employees' safety behavior is enhanced under a positive safety climate. Conclusions: Benevolent leadership is an effective leadership style that enhances employees' safety behaviors by promoting a moqi state between supervisors and subordinates. The invisible environmental climate, in particular, the safety climate, should be a key focus in the promotion of safety behaviors. Practical Applications: This study further broadens the research perspective of employee safety behavior from the perspective of implicit followership theory. It also provides practical guidance for improving employee safety behavior, namely selecting and cultivating benevolent leaders, enhancing subordinates' moqi, and actively fostering a positive organizational safety climate. [ABSTRACT FROM AUTHOR]

In the article, the author discusses how the coronavirus pandemic has allowed nurse leaders in fostering positive, creative and effective leadership and showed their hidden abilities. Also cited are the need for leaders to continue using the tools and leadership behaviors they show during normal times, and the set of organized strategies developed by the author to promote personal and team joy.

Objectives. The purpose of this study is to present a model – the safety performance map – that specifies the key factors influencing organizations' safety performance and suggests the relationships between the identified factors. There is a need for an exhaustive illustration of the path leading to occupational health and safety (OHS) supporting measuring, managing and developing OHS proactively. Methods. A qualitative multiple-case study consisted of three stages: design, iteration and testing of the created model. An interview study was conducted in four companies from different industries, and later the model was tested in three complementary companies. The companies involved represented the metal, food, forest and chemical industries; industrial services; and infrastructure and house construction. Results. The study identified a total of 42 individual factors that fall under the following seven main perspectives on OHS: OHS management, OHS leadership, structure, processes, culture, individual behavior and performance. Conclusions. The study suggests the safety performance map to illustrate the path leading to OHS and indicative causal relationships between the factors affecting it. The same factors affecting OHS recur in all of the included industrial contexts. The study answers the call for proactive performance measurement and more balanced measurement systems for safety. [ABSTRACT FROM AUTHOR]

Objectives. Workplace safety problems are often catastrophic. There are both external and internal factors that influence employee safety performance. Strengthening internal factors is crucial to enhancing safety performance. Methods. Through a sense-making perspective, in the present study the impact of spiritual leadership on employees' career callings and safety performance was investigated, along with the moderating function of future work self-salience. A total of 339 paired leader–employee data were obtained. Results. Spiritual leadership significantly improved employee safety performance. Career callings served a mediating role between spiritual leadership and employee safety performance. The moderating effect of future work self-salience was significant. When future work self-salience was high, the influence of career callings on employees' safety performance was greater. Conclusion. The present results indicated that spiritual leadership sense-giving influences the development of employees' career sense and improves employees' safety performance in regard to spiritual motivation and pursuing career callings. In the present article, a theoretical and practical basis is provided for the safe development of organizations and society. [ABSTRACT FROM AUTHOR]

The article discusses the high-reliability principles and practices at the U.S. Veterans Health Administration (VHA). Topics include the launch by the VHA of an array of supports to strengthen high-reliability organizations (HRO) capabilities across the largest integrated healthcare system in the U.S., the VHA's assessment process, and how the VHA boosts HRO improvement initiatives and leadership practices that support a safety culture.

This study aimed to investigate the effects of supportive leadership and psychosocial safety climate on personal hope and resilience among nurses during the pandemic. Conservation of resource theory was employed to explain the effects of psychosocial safety climate and supportive leadership on nurses' hope and resilience. A cross‐sectional design was employed to collect data. Six‐hundred and twenty‐three nurses across 68 hospitals who were in direct contact with COVID‐19 patients during the fifth wave of the pandemic in Iran were recruited. Hierarchical Linear Modelling (HLM) and Structural Equation Modelling using Amos were used to analyze the data. Results revealed that both psychosocial safety climate and supportive leadership improved personal resilience through personal hope. Findings showed that the positive relationship between supportive leadership and personal hope was stronger when the hospital‐level psychosocial safety climate was high. To improve personal hope and resilience among nurses during critical times, hospital management must ensure consistent supportive leadership and establish policies, practices and procedures that support nurses' psychosocial health and safety at the hospital level. [ABSTRACT FROM AUTHOR]

Research on the correlation between personality traits and safety behaviors has been thoroughly explored in previous literature. However, most of these studies are based on explaining the relationship between the Big Five personality traits and safety behavior, with few explaining the relationship between proactive personality and safety behavior. This study relies on trait activation theory, social cognitive theory, and social exchange theory to understand the relationship between proactive personality and safety behavior (safety participation and safety compliance) by using safety self-efficacy and team member exchange as mediating variables and safety-specific transformational leadership as moderating variables. Method: Considering the issue of common method bias, a multi-source and multi-stage data collection research design was used to collect 287 valid questionnaires from construction workers in 10 construction projects and apply regression analysis for hypothesis testing. Conclusions: Research results indicated that proactive personality positively and significantly influenced construction workers' safety behaviors, while safety self-efficacy and team member exchange partially mediated the relationship between proactive personality and safety behaviors. In addition, safety-specific transformational leadership enhanced the positive relationship between proactive personality and safety behavior. These findings enrich the research on the correlation between personality traits and safety behaviors of construction workers in a safety context. [ABSTRACT FROM AUTHOR]

When organizational attributes like management commitment and communication are favorable, they are known to positively influence safety behaviors, morale, and well-being. Fire departments should focus on improving overall safety culture as a way to address the mental health burden of fire and rescue service work. Objective: This study aimed to examine the COVID-19 pandemic's impact on fire service safety culture, behavior and morale, levers of well-being, and well-being outcomes. Methods: Two samples (Stress and Violence against fire-based EMS Responders [SAVER], consisting of 3 metropolitan departments, and Fire service Organizational Culture of Safety [FOCUS], a geographically stratified random sample of 17 departments) were assessed monthly from May to October 2020. Fire department–specific and pooled scores were calculated. Linear regression was used to model trends. Results: We observed concerningly low and decreasing scores on management commitment to safety, leadership communication, supervisor sensegiving, and decision-making. We observed increasing and concerning scores for burnout, intent to leave the profession, and percentage at high risk for anxiety and depression. Conclusions: Our findings suggest that organizational attributes remained generally stable but low during the pandemic and impacted well-being outcomes, job satisfaction, and engagement. Improving safety culture can address the mental health burden of this work. [ABSTRACT FROM AUTHOR]

Non-technical skills, the social and cognitive skills thought necessary for safe and effective working, have been studied within the farming context over the past six years. However, these skills are not yet taught as part of a safety curriculum for farmers, due, in part, to a lack of defined framework and assessment system. The current paper describes the development of the FLINTS behavioral marker system for discussion, observation, evaluation and feedback on non-technical skills for farmers. The development of the behavioral marker system proceeded through three key stages. First, the current research knowledge on non-technical skills was synthesized to compile a list of non-technical skill categories and elements. Second, a series of discussion groups with subject matter experts was conducted to develop behavioral markers for each element. Lastly, refinement and review of the system was undertaken by academics and experts. The prototype FLINTS taxonomy containing five non-technical skill categories and 16 elements was produced. The non-technical skill categories comprised situation awareness, teamwork & communication, leadership, task management and decision-making each with specific elements and behavioral markers. FLINTS represents the first behavioral marker system for farmer non-technical skills, constructed through expert knowledge and advice via discussion and review groups, combined with underpinning research findings. This represents the first step towards the development of non-technical training and assessment for farmers. The current version of the FLINTS system is freely available to all potential users (). [ABSTRACT FROM AUTHOR]

InMalaysia, small and medium enterprises (SMES) account for the majority of workplace accidents. SMEs encounter challenges in achieving effective safety performance due to limitations in organisational resource in managing occupational safety risks. Scholars have a unified agreement on the substantial factor that contributes towards accident and injury, which is human factor namely unsafe behaviour. On the other hand, scholars advocated that leadership is an effective approach in encouraging safety behaviour at work, especially among SME workers. Through the conceptualization of Transformational-Transactional Leadership Theory and models established by previous studies, this paper proposed to model of both leadership styles in effecting safety behaviour as well as safety performance. A total of 107 responses were collected from Safety and Health / Human Resource personnel who work in the SME (manufacturing) firms in the northern region of Malaysia. In this research, a questionnaire was constructed by adapting items from previous studies. SmartPLS 3.2.9 was used to analyse the data by applying partial least square-structural equation modelling (PLS-SEM) analyses. The results of this research showed that safety behaviour had a substantial effect on safety performance. Furthermore, a significant mediating effect of safety behaviour could be found in the relationship between transformational and transactional leadership on safety performance. This research contributes to the existing body of knowledge by offering an alternative model that has been empirically validated which can be employed as a reference by academia and industry to explain the significant role of transformationaltransactional leadership towards overall safety performance for SME manufacturing industry. [ABSTRACT FROM AUTHOR]

Background: In contrast to alarming reports of exhaustion and burnout amongst healthcare workers in the first wave of the COVID-19 pandemic, we noticed surprisingly positive staff experiences of working in a COVID-19 field hospital in South Africa. The 862-bed "Hospital of Hope" was established at the Cape Town International Convention Centre specifically to cope with the effects of the first wave of the COVID-19 pandemic in Cape Town. Methods: We aimed to systematically describe and assess the effects on staff and the local health system. A cross-sectional descriptive study design was employed using mixed methods including record reviews and interviews with key informants. Results: Quantitative results confirmed high job satisfaction and low staff infection rates. The emerging themes from the qualitative data are grouped around a "bull's eye" of the common purpose of person-centeredness, from both patient and staff perspectives, and include staff safety and support, rapid communication, continuous learning and adaptability, underpinned by excellent teamwork. The explanations for the positive feedback included good disaster planning, adequate resources, and an extraordinary responsiveness to the need. Conclusions: The "Hospital of Hope" staff experience produced valuable lessons for designing and managing routine health services outside of a disaster. The adaptability and responsiveness of the facility and its staff were largely a product of the unprecedented nature of the pandemic, but such approaches could benefit routine health services enormously, as individual hospitals and health facilities realize their place in a system that is "more than the sum of its parts". [ABSTRACT FROM AUTHOR]

Empowered and enabled positive safety culture methodology is possibly the best option to deliver a zero-harm objective. This paper dwells on a theme of exploring concerns and solutions over corporates' readiness to re-build a positive safety culture. Important recommendations are made to help organisations overcome the challenges for corporates' readiness to re-build positive safety culture, based on the field visits to almost 45 site locations and interactions with 330 managers. Biggest concern is dumping safety culture transformation down the levels by leaders, then asking for a monthly report, not being available for resources support or culture reinforcement. Make behavioural safety positive culture a boardroom agenda, a zero-blame SOP in our organisation as a long-term perspective towards our mission of "one nation one goal - zero harm". Fix safety culture accountability of each department (IT, CSR, HR, CC and operations). Let everyone be on-board for safety culture intervention, make it organisation-wide and purpose-driven at a scale and all leaders take it as personal responsibility for safety of all employees, associates and stakeholders. [ABSTRACT FROM AUTHOR]

Facing pressure to train for victory, warfighters and athletes encounter numerous health risks that are directly related to their regular physical training. The concept of universal training precautions (UTPs) signifies universal processes designed to prevent unnecessary bodily harm, including injury, illness, and death, during physical training programs. Although no formal guidelines exist for collectively implementing a defined set of UTPs to address a broad scope of exercise-related health risks, recommendations and guidelines have been published relating to preventing sudden death during high school sports and collegiate conditioning sessions. A long list of critical topics must be considered as UTPs, including physical fitness factors, transition-period accommodation, hydration, environmental factors and acclimatization, appropriate recovery, use of medications and dietary supplements, and importantly, leadership. In this article, we outline in detail, with corresponding Strength of Recommendation Taxonomy ratings, what should be considered universal recommendations to minimize the risk of warfighters and athletes coming to harm when participating in group physical activities. [ABSTRACT FROM AUTHOR]

Armed forces are expected to support operations domestically and internationally. To perform their assigned duties, optimal preparation to participate in today's complex security environment and in a wide range of operations is crucial. Central to these complexities are the psychosocial challenges that such an intense work environment creates. This article explores the impact of Emotional Intelligence (EI) in the military domain. Literature from various countries confirms a strong link between the competencies associated with EI and leaders' responsibilities. EI can be taught, developed, and enhanced as a group of competencies that directly affect the efficiency of a leader. Research has established a number of protective variables that could reduce the impact of stress on military personnel's emotional health and behavioural issues. We provide evidence that EI training and EI interventions help, improve, and moderate the individual's capacity to adapt to and manage stress and traumatic experiences. We also explore the implications for Human Resource Development (HRD) whose role is pivotal in the military career cycle; from pre-deployment during the formative years by developing soldiers through responsive, tailored, and effective programmes, to post-deployment with initiatives to improve career development, job fulfilment and the successful integration of veterans into civilian life. [ABSTRACT FROM AUTHOR]

Employee innovative behavior is significant in maintaining an organization's sustainable development. This study explored the impact of team psychological safety and workplace anxiety on the association between self-serving leadership and employee innovation behavior by synthesizing social information processing theory, conservation of resources theory, and ego depletion theory. We conducted a hierarchical linear model analysis using three-wave paired data collected from 86 leaders and 392 employees. The research results showed that self-serving leadership is negatively correlated with employee innovation behavior.Meanwhile, team psychological safety and workplace anxiety mediated this relationship. In addition, team psychological safety mitigates the impact of workplace anxiety on employee innovation behavior and the indirect impact of self-serving leadership on employee innovation behavior via workplace anxiety. These findings have a number of theoretical and practical implications in the domains of self-serving leadership and employee innovation behavior. [ABSTRACT FROM AUTHOR]

An organization is responsible for reducing incident and fatality risks among employees. Supervisory figures also play an important role in achieving organizational security goals. Therefore, a study was conducted to analyse the employee safety climate assessment level of supervisors. The study involved quantitative methods using questionnaire. A total of 441 randomly selected respondents among the employees of the operations and maintenance department of city rail transport organizations were involved in this study. Descriptive and inferential tests through t-tests involving dependent variables (operations and maintenance workers) and independent variables (supervisor safety climate dimension) were applied in this study. Results show that the supervisor safety climate assessment is at a moderate level. The competency and reaction dimensions towards employee behaviour is at the highest assessment level (mean = 3.69 and mean = 3.71) compared to the other two dimensions, namely leadership and effort towards improving employee safety respectively (mean = 3.57, mean = 3.62). The study also found that there was a significant difference between the employees in the operating and the maintenance departments for assessment of the supervisor safety climate levels (t = 2.116, p = 0.035) with a small impact magnitude of difference (eta squared = 0.01). This is a challenge for the organization, as the supervisor should be the best example for the employee suitable with the role of the supervisor as the mediator between the higher management and the employee. These results should serve as a reference for the organization in enhancing the supervisory integrity and commitment in improving the level of safety and health of the organization especially for urban rail transport management system. [ABSTRACT FROM AUTHOR]

The positive safety culture at work sites is a buzzword today. Safety culture is the business strategy, and without leadership's active involvement, this is not possible to achieve. The focus of this paper is to describe and simplify the leadership attributes as the strategic drive of executing safety culture for the benefit of the industry. Some salient features discussed are safety criticalities, the role of reward and recognition in safety culture, safety culture management: a ritual or a reality, change in safety culture is possible by employees' involvement, safety culture and transformational leaders, presence of top management at the site for safety culture, top management re-orientation for safety culture, profit-oriented organisations and safety culture, a test of 100 per cent safety culture, safety culture sensitivity, under which conditions, safety culture rules are bypassed/deviated in order to meet projects results, balancing positive safety culture with consequences management, environment focus, and safety culture observations. This paper serves the literature reviews, case briefs, and experiences of field experts/practitioners and highlights how leaders' attributes deliver change through the safety of cultural intervention through their leadership's commitment, passion, and time. [ABSTRACT FROM AUTHOR]

Occupational safety varies across countries and industries. This study therefore conducts a Systematic Literature Review to suggest the direction for future work and to identify the effect of safety on individual and organizational outcomes. Articles between 2010-2021 were extracted and screened and a total of 70 articles was reviewed. The findings indicated that safety is essential for individual and organizational outcomes. Safety practices can improve on employee performance, satisfaction, commitment and engagement. They also exert critical impact on organizational outcome such as organizational justice, HRM practice, organizational culture, and organizational identification. In the context of safety compliance and safety practice, and safety performance, the important variables are leadership style and total quality management (TQM). Together with occupational safety, these variables can predict individual and organisational outcomes. Safety at workplace should be a concern for all stakeholders, and this can be observed through implementing effective leadership and establishing safety culture. [ABSTRACT FROM AUTHOR]

Background: NHs have been severely exposed during the COVID‐19 pandemic. Little is known about how staff who provide practical daily care of older residents experienced work during the pandemic. The aim of this study was to understand how nursing assistants (NAs) experienced their work at nursing homes (NHs) for older people during the first wave of the COVID‐19 pandemic. Methods: We conducted a qualitative study of focus group discussions with in total 20 participants from four NHs in Stockholm, Sweden. Discussions were held in November 2020. Transcripts were analyzed using inductive thematic analysis. Results: We identified three major themes: 1) We felt abandoned, scared and disrespected, 2) We made sure we made it through, and 3) We can do good work with appropriate resources. NAs felt disregarded as they were often left alone without adequate support from managers, registered nurses and the municipalities. NAs felt distressed and guilty and developed their own strategies to cope and manage their work. Conclusion and Implication for Practice: During the first wave of the COVID‐19 pandemic NAs felt abandoned and burdened due to lack of leadership. Organizational improvements are required to protect the wellbeing of NAs and to ensure sustainability of patient safety. NAs are crucial in the care for vulnerable older people and their experiences should constitute a keystone for development of future policy and practice in NHs. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to increase knowledge and understanding of the relationship between full-time-culture and the outcome for quality and safety of care. Design/methodology/approach: The paper is a literature review with a qualitatively oriented thematic analysis concerning quality or safety outcomes for patients, or patients and staff when introducing a full-time culture. Findings: Identified factors that could have a positive or negative impact on quality and patient safety when introducing full-time culture were length of shift, fatigue/burnout, autonomy/empowerment and system/structure. Working shifts over 12 h or more than 40 h a week is associated with increased adverse events and errors, lower quality patient care, less attention to safety concerns and more care left undone. Long shifts give healthcare personnel more flexibility and better quality-time off, but there is also an association between long shifts and fatigue or burnout. Having a choice and flexibility around shift patterns is a predictor of increased wellbeing and health. Originality/value: A major challenge across healthcare services is having enough qualified personnel to handle the increasing number of patients. One of the measures to get enough qualified personnel for the expected tasks is to increase the number of full-time employees and move towards a full-time culture. It is argued that full-time culture will have a positive effect on work environment, efficiency and quality due to a better allocation of work tasks, predictable work schedule, reduced sick leave, and continuity in treatment and care. There is limited research on how the introduction of full-time culture will affect the quality and safety for patients and staff, and few studies have been focusing on the relationship between longer shift, work schedule, and quality and safety of care. [ABSTRACT FROM AUTHOR]

Introduction: Antineoplastic drugs are widely used in the treatment of cancer. However, some are known carcinogens and reproductive toxins, and incidental low-level exposure to workers is a health concern. CAREX Canada estimated that approximately 75,000 Canadians are exposed to antineoplastic drugs in workplace settings. While policies and guidelines on safe handling of antineoplastic drugs are available, evidence suggests that compliance is low. In this paper, we identify barriers and facilitators for safe handling of antineoplastic drugs in workplace settings. Methods: We utilized a unique method to study public policy which involved compiling policy levers, developing a logic model, conducting a literature review, and contextualizing data through a deliberative process with stakeholders to explore in-depth contextual factors and experiences for the safe handling of antineoplastic drugs. Results: The most common barriers identified in the literature were: poor training (46%), poor safety culture (41%), and inconsistent policies (36%). The most common facilitators were: adequate safety training (41%), leadership support (23%), and consistent policies (21%). Several of these factors are intertwined and while this means one barrier can cause other barriers, it also allows healthcare employers to mitigate these barriers by implementing small but meaningful changes in the workplace. Conclusion: The combination of barriers and facilitators identified in our review highlight the importance of creating work environments where safety is a priority for the safe handling of antineoplastic drugs. The results of this study will assist policy makers and managers in identifying gaps and enhancing strategies that reduce occupational exposure to antineoplastic drugs. [ABSTRACT FROM AUTHOR]

Low‐ and no‐calorie sweeteners (LNCS) as a category are one of the most thoroughly evaluated additives, and thus their safety has been largely recognised. However, their potential risks and benefits generate great controversy and discussion within countries' food policies and public debate. The goal of this study was to evaluate the degree of knowledge and the perception of key Spanish stakeholders about the role of LNCS in diet, their safety, regulatory issues and their impact on health and wellness, as well as to complete a SWOT analysis of the Strengths, Weaknesses, Opportunities and Threats regarding this topic from their perspective. Participants (n = 45 stakeholders) completed an anonymous survey about their knowledge and perception of LNCS, their role in the diet, safety and legislation, as well as health issues and completed a SWOT analysis. Most of them agreed with aspects related to safety guarantees and authorisation procedure of LNCS; however, certain disparity in their opinion in relation to several of the topics was observed, especially regarding the possible role of LNCS in diet quality and health. Effective communication strategies to inform professionals and the general population, as well as new research that deepens our knowledge of the role of LNCS in weight management and other health outcomes seem to be urgently needed. [ABSTRACT FROM AUTHOR]

Background: Growing evidence supports the integration and coordination of occupational health and safety and workplace health promotion activities instead of these coexisting as siloed efforts. Identifying implementation challenges and how these can be overcome is an important step to achieving truly integrated worker health efforts. We conducted a scoping review to identify the barriers and facilitators to integrated worker health approaches and described recommendations for implementing these efforts. Method: Peer-reviewed articles and gray literature from 2008 to 2019 were searched from the following electronic databases: EMBASE, Ovid Medline, PsycINFO, and ABI/INFORM. References from relevant articles and key informant suggestions also were collected. Data were extracted from documents if they focused on the occupational health and safety and health promotion of workers and described outcomes associated with integrated worker health approaches or outlined considerations relevant to the implementation of these approaches. Results: Fifty-one documents met the inclusion criteria and were reviewed. Barriers and facilitators to implementing integrated worker health approaches were found at the extraorganizational, organizational, worker, and program levels, with limited resource availability the most reported barrier and support from leadership the most reported facilitator. Ten broad recommendations were identified and highlighted gaining leadership support, demonstrating leadership commitment, developing worker-centric approaches, and building capacity for workers. Conclusion: In reviewing the literature, we found clear and consistent recommendations relevant for integrated worker health approaches. Further research is needed to better understand how these recommendations apply to diverse workforces and organizations with varied resources. [ABSTRACT FROM AUTHOR]

This article suggests that risk management should be addressed and prioritized to improve the social environment at work among employees in the eldercare and other frontline workers during health crises and thereby, build up the 'social resilience' of workplaces and prevent possible implications for their mental health and (clinical) practice. Objective: To investigate the association between workplace COVID-19 (coronavirus disease 2019) risk management and eldercare workers' perception of their social environment at work. Methods: Cross-sectional questionnaire data from 952 participants were collected by the Danish labor union, FOA, and analyzed using multinomial logistic regression. Results: Unclear guidelines, insecurity regarding organization of work, lack of attention to vulnerable employees, and lack of instruction in the use of personal protective equipment were associated with perceived negative changes in the social environment at work. Also, higher local incidence rates of SARS-CoV-2 infections were associated with a weaker sense of community (odds ratio, 1.18; 95% confidence interval, 1.04–1.36). Conclusions: These findings indicate that risk management is important not only for prevention of infection but also for individual and workplace resilience toward external demands and health threats. [ABSTRACT FROM AUTHOR]

Aim(s): The study aimed to test a model that examined the relationships between authentic leadership, psychological safety, work engagement and team effectiveness and subsequent effects of team effectiveness on job turnover intentions and nurse satisfaction with quality of care. Background: Nurse leaders who exhibit authentic leadership have been shown to contribute to the development of healthy work environments. In workplaces with demonstrated authentic leadership, nurses are more engaged and have lower job turnover intentions. Method(s): A non‐experimental, cross‐sectional design was used to test the hypothesized model via structural equation modelling. A total of 456 nurses were included. Results: Structural equation modelling analysis indicated a good fit for the hypothesized model. Authentic leadership had a positive, significant and direct relationship with team effectiveness, nurses' work engagement and psychological safety. Team effectiveness was found to be negatively related to job turnover intentions but positively related to nurse satisfaction with quality of care. Conclusion(s): Results of this study may help nursing leaders have a better understanding of the essential role of leadership style in increasing healthy work environments. Implications for Nursing Management: Applying authentic leadership style in nursing practice could help to reduce the shortage of nurses stemming from the high turnover intentions of nurses. [ABSTRACT FROM AUTHOR]

Across three studies, we integrate relational leadership theory with affective events theory to examine the leader perspective in dyadic relationships and how this perspective influences differential leader behaviors directed toward each subordinate in terms of safety enforcement. First, in two field studies with different high-risk contexts, we delineate a curvilinear relationship between supervisor-rated leader–member exchange (SLMX) and safety enforcement. In our second field study we also examine the moderating role of leaders' safety commitment as well as the linkage between safety enforcement and accidents. Finally, in a fully randomized experiment, we explore three relational dynamics as mechanisms of the effect of SLMX on safety enforcement—trust, consideration, and liking. Through these efforts, we offer rare direct tests of the theoretical assertion that leader–member exchange includes differential treatment based on affective relationship cues within a leader-and-subordinate relationship. Our two field studies reveal that leaders are likely to monitor safety most closely for low- and high-SLMX subordinates, but mid-SLMX subordinates are most likely to be overlooked. This U-shaped relationship emerges only for less committed leaders, and safety enforcement translates these effects to actual accidents. Our experimental study reveals a similar U shape between liking and enforcement, but a positive relationship emerges between distrust and enforcement, as well as between consideration on enforcement. These results shed insight into theoretical and practical implications for how leaders can foster a safer workplace for all. [ABSTRACT FROM AUTHOR]

Aims: This study investigates the effects of ethical climate and innovative culture on the hospital nurses' job performance and innovative behaviour with the mediating factor of psychological empowerment. Background: Hospital nurses have an opportunity to embrace innovative behaviours and increase their performance through a positive ethical climate and innovative culture. Understanding nurses' psychological empowerment in the workspace context that impacts innovation has not been a focus for hospital leadership. Methods: A cross‐sectional study based on a questionnaire design was used for data collection and analysis. The data are collected through a voluntary survey—selected by a convenience sampling method—of 393 nurses from University Hospital. The Structural Equation Model and Bootstrap method test the study's hypotheses. A STROBE checklist was used for reporting. Results: Ethical climate and innovative culture predict job performance and innovative behaviour with the mediating role of psychological empowerment. Moreover, psychological empowerment decreases the predictive power of ethical climate and innovative culture separately but increases the nurses' job performance and innovative culture. Conclusions: Ethical climate and innovative culture significantly positively affect job performance and innovative behaviour. Additionally, the mediating effect of psychological empowerment increases job performance and innovative behaviour more than the effects of ethical climate and innovative culture. Implications for Nursing Management: Nurses need to be prepared to practice safely, accurately and compassionately by translating moral values into rules of the nursing profession, where innovation increases at an astonishing rate. Nurse leaders and hospital managers should establish ethical norms as the consensus of ultimate criteria of validity of the rational analysis of tasks or particular nursing practice concepts, with an innovative culture by empowering nurses exceedingly in their workplace. [ABSTRACT FROM AUTHOR]

Aims: This study aimed to (a) elucidate the effects of hospital management and unit supervisor support for patient safety on nurse speaking‐up behaviours and (b) identify potential mediators of this relationship. Background: Speaking‐up behaviour among nurses has emerged as a critical source of patient safety. Fuller understanding of the developmental mechanisms contributing to nurses' speaking‐up behaviours could help to enhance patient safety in health care organisations. Methods: A correlational approach was used to conduct a secondary analysis of cross‐sectional survey data collected from 450 staff nurses in Korea. Path analysis was performed to test potential mediation effects. Results: After controlling for nurses' hospital and unit tenure, hospital management and supervisor support for patient safety had significant direct and indirect effects on nurses' speaking‐up (promotive and prohibitive voice) behaviours through their perceptions of response to error and communication openness. Conclusions: Study findings indicate that when hospital management and supervisors emphasize patient safety and provide necessary resources, nurses are likely to perceive the hospital's safety culture more positively, in turn enhancing their speaking‐up behaviours. Implications for Nursing Management: Hospital administrators and nurse managers should clearly display hospital management and supervisory support for patient safety through implementation of related policies, resources, and communication standards. [ABSTRACT FROM AUTHOR]

Background: The health of nurse work environments has been shown to affect both patient and nurse outcomes. In 2005, the American Association of Critical-Care Nurses published the AACN Standards for Establishing and Sustaining Healthy Work Environments: A Journey to Excellence, and a second edition was published in 2016. The American Association of Critical-Care Nurses conducted critical care nurse work environment studies in 2006, 2008, 2013, 2018, and, most recently, October 2021, which was expanded to include registered nurses in all areas of practice. Objective: To report the results of the October 2021 study with comparisons to previous studies and recommendations for continued improvement and to evaluate the current state of nurse work environments. Methods: An online survey was used. A total of 9862 registered nurses responded to the survey; 9335 met the study criteria of currently practicing as a registered nurse. Results: The health of nurse work environments has declined dramatically since the 2018 study. However, as in 2018, evidence of a positive relationship exists between implementation of the American Association of Critical-Care Nurses Healthy Work Environment Standards and the health of nurse work environments, between the health of nurse work environments and job satisfaction, and between job satisfaction and the intent of nurses to leave their current positions or to stay. Conclusion: It is time for bold, intentional, and relentless efforts to create and sustain healthy work environments that foster excellence in patient care and optimal outcomes for patients, nurses, and other members of the health care team. [ABSTRACT FROM AUTHOR]

The article presents a framework for achieving the recommendations of the National Plan for Health Workforce Well-Being. Cited are the seven priorities of the plan that further strengthens its potential to positively impact the well-being of the healthcare workforce, and the findings of a crosswalk comparing the alignment between the National Plan for Health Work-force Well-Being's recommendations and the American Nurses Credentialing Center (ANCC) Pathway to Excellence Program requirements.

The COVID-19 pandemic has posed an ongoing threat to the mental wellbeing of countless individuals worldwide, with healthcare workers at particularly high risk. We developed the STEADY staff wellness program prior to the pandemic based on the available literature and input from stakeholders, guided by the Knowledge-to-Action (KTA) Implementation Science Framework. We quickly adapted the STEADY program for implementation in selected high-need units within Canada's largest trauma hospital during the pandemic's first wave. This brief report describes implementation of the STEADY program, retroactively applying the structure of the Knowledge-to-Action Implementation Science Framework to the practical steps taken. We identified the importance of more frequent, shorter contact with HCWs that occurred in-person, with an emphasis on peer support. A flexible approach with strong support from hospital leadership were key facilitators. Our findings suggest that a flexible approach to practical program implementation, theoretically underpinned in best-practices, can result in an acceptable program that promotes increased HCW wellbeing during a pandemic. [ABSTRACT FROM AUTHOR]

It has been estimated that medical errors are the third highest‐ranking cause of death in the United States. A patient safety culture has been touted for many years as best practice to reduce medical error. While there is a general agreement of its importance, it has remained elusive for many. This study sought to learn how strengthening leadership skills within a health care organization could catalyze patient safety culture improvement. The research asked the following to gain an appreciation for that question: How does a leader ensure consistency in policies, practices, and protocols to create a patient safety culture? What attitudes, beliefs, and collective efficacy are needed to produce a patient safety culture? What leadership characteristics are needed to create a patient safety culture? The research participants were the employees who make up the patient safety department in a large academic health care system. Information was gathered to capture their view of leadership's role in patient safety culture and to gain knowledge relative to their individual experiences following a medical error. [ABSTRACT FROM AUTHOR]

During the COVID‐19 pandemic, teachers in the United States, an already at‐risk occupation group, experienced new work‐related stressors, safety concerns, and work‐life challenges, magnifying on‐going retention concerns. Integrating the crisis management literature with the unfolding model of turnover, we theorize that leader actions trigger initial employee responses but also set the stage for on‐going crisis response that influence changes in teachers' turnover intentions. We apply latent growth curve modelling to test our hypotheses based on a sample of 617 K‐12 teachers using nine waves of data, including a baseline survey at the start of the 2020–2021 school year and eight follow‐up surveys (2‐week lags) through the Fall 2020 semester. In terms of overall adaptation, teachers on average, experienced an increase in work‐life balance and a decrease in turnover intentions over the course of the semester. Results also suggest that district and school leadership provide unique and complementary resources, but leader behaviours that shape initial crisis responses do not similarly affect employee responses during crisis, contrary to theory. Instead, teachers' adaptive crisis response trajectories were triggered by continued resource provision over the semester; increasing provision of valued resources (i.e., continued refinement of safety practices) and improvements in work‐life balance prevented turnover intentions from spiralling throughout the crisis. Crisis management theory and research should continue to incorporate temporal dynamics and identify factors that contribute to crisis response trajectories, using designs and analyses that allow for examination as crises unfold in real time. [ABSTRACT FROM AUTHOR]

Aim: The aims of the study are to explore workplace violence perpetrated by patients or visitors from the perspective of hospital ward managers and to describe how ward managers perceive their leadership role and manage related incidents. Background: Few studies focus on workplace violence from the perspective of ward managers even though they are the closest managers to the operational staff. Method: Fifteen semistructured interviews were analysed using qualitative content analysis. Results: Four categories emerged: the face of workplace violence, a two‐fold assignment, strive towards readiness to act, and managing incidents. Conclusion: While the most common acts of workplace violence are considered less serious and related to patients' medical conditions or dissatisfied visitors, hospital organizations focus on serious but rarely occurring incidents. Consequently, ward managers have limited opportunities to ensure a safe work environment on an everyday basis. Implications for nursing management: To support ward managers' occupational safety and health management, workplace violence prevention and management should be acknowledged as an important responsibility for senior management in hospitals. It is important to identify incidents that most likely will occur at the wards and to create strategies related to those incidents. Strategies could include risk assessments, prevention, evaluation, education and reflection combined with, for example, scenario training. [ABSTRACT FROM AUTHOR]