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dc.contributor.authorTurner, N.
dc.contributor.authorBarling, J.
dc.contributor.authorDawson, J.F.
dc.contributor.authorDeng, C.
dc.contributor.authorParker, Sharon
dc.contributor.authorPatterson, M.G.
dc.contributor.authorStride, C.B.
dc.identifier.citationTurner, 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.

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.

dc.titleHuman resource management practices and organizational injury rates
dc.typeJournal Article
dcterms.source.titleJournal of Safety Research
curtin.departmentFuture of Work Institute
curtin.accessStatusFulltext not available
curtin.facultyFaculty of Business and Law
curtin.contributor.orcidParker, Sharon [0000-0002-0978-1873]
curtin.contributor.scopusauthoridParker, Sharon [7401647326]

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