Do as you say: The effects of psychosocial safety climate on managerial quality in an organizational health intervention. Issue 4 (6th August 2018)

• Record Type: Journal Article
• Authors: Biron, Caroline; Parent-Lamarche, Annick; Ivers, Hans; Baril-Gingras, Genevieve
• Is Part Of: International journal of workplace health management. Volume 11:Issue 4(2018)
• Page Start: 228
• Page End: 244
• Publication Date: 2018-08-06
• Subjects: Implementation -- Management practices -- Process evaluation -- Psychosocial safety climate -- Organizational health interventions -- Psychosocial risks; Industrial hygiene -- Periodicals; Industrial safety -- Periodicals; Electronic journal; 658.38205
• DOI: 10.1108/IJWHM-01-2018-0009
• Languages: English
• ISSNs: 1753-8351

Abstract

Abstract : Purpose: The purpose of this paper is to uncover the effect of psychosocial safety climate (PSC – a climate for psychological health) on managerial quality and the mediating processes explaining that association. It is posited that the alignment between what is said (espoused PSC) and what is done (enacted PSC via managerial quality) is important for successful organizational interventions. Managers' own psychosocial work factors act as resources to facilitate the enactment of managerial quality. Design/methodology/approach: Two waves of survey were administered over a three-month period ( n at Time 1=144, n at Time 2=166, overall n =115) in a study of four organizations involved in implementing the Quebec Healthy Enterprise Standard (QHES). A cross-lagged panel analysis was used to determine the temporal direction of the PSC–managerial quality relationship. A longitudinal mediation model of PSC as a determinant of managerial quality was tested using job demands, job control, social support and quality of relationships with subordinates as mediators. Findings: The cross-lagged panel analysis showed that PSC is temporally prior to managerial quality in that the relationship between PSC at T1 and managerial quality at T2 was stronger than the relationship between managerial quality at T1 and PSC at T2. A two-wave mediation analysis showed that PSC was positively associated with managerial quality, and that job control partially mediated this relationship. Contrary to expectations, managers' workload, their social support and the quality of their relationships with subordinates did not mediate the PSC–managerial quality relationship. Research limitations/implications: Despite the small sample size and short timeframe of this study, it contributes to knowledge on the resources facilitating managerial quality, which is important for employees' psychological health. Little is known regarding the mediating processes that explain how managers' own context and psychosocial work factors affect their management practices during organizational health interventions. Practical implications: From a practical view point, this study contributes to the literature showing that managers need to be supported during the implementation of health interventions, and need the leeway to pursue the organization's prevention objectives. Originality/value: Whereas previous studies have focused on describing the impact of leadership behaviors on employee health outcomes, the study offers insights into the resources that help managers translate PSC into action in the implementation of a national standard, the QHES.