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    Human resource management practices and organizational injury rates

    Access Status
    Fulltext not available
    Embargo Lift Date
    2024-06-17
    Authors
    Turner, N.
    Barling, J.
    Dawson, J.F.
    Deng, C.
    Parker, Sharon
    Patterson, M.G.
    Stride, C.B.
    Date
    2021
    Type
    Journal Article
    
    Metadata
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    Citation
    Turner, N. and Barling, J. and Dawson, J.F. and Deng, C. and Parker, S.K. and Patterson, M.G. and Stride, C.B. 2021. Human resource management practices and organizational injury rates. Journal of Safety Research. 78: pp. 69-79.
    Source Title
    Journal of Safety Research
    DOI
    10.1016/j.jsr.2021.06.003
    ISSN
    0022-4375
    Faculty
    Faculty of Business and Law
    School
    Future of Work Institute
    URI
    http://hdl.handle.net/20.500.11937/85248
    Collection
    • Curtin Research Publications
    Abstract

    Introduction: This study investigated the extent to which five human resource management (HRM) practices—systematic selection, extensive training, performance appraisal, high relative compensation, and empowerment—simultaneously predicted later organizational-level injury rates.

    Methods: Specifically, the association between these HRM practices (assessed via on-site audits by independent observers) with organizational injury rates collected by a national regulatory agency one and two years later were modeled.

    Results: Results from 49 single-site UK organizations indicated that, after controlling for industry-level risk, organization size, and the other four HRM practices, only empowerment predicted lower subsequent organizational-level injury rates.

    Practical Applications: Findings from the current study have important implications for the design of HRM systems and for organizational-level policies and practices associated with better employee safety.

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