浅议加强安全生产执法队伍建设

为了充分发挥安全生产执法队伍的作用,规范执法行为,依法履职,端正执法形象,必须加强安全生产执法队伍建设,维护国家法律的尊严,保障执法的公平、正义,提高安全生产执法队伍管理水平。本文对安全生产执法队伍把好人员进入关、完善机构、建章立制等加强基础建设,探索和转变执法方式等方面进行探讨,论述加强安全生产执法队伍建设的重要性和具体作法。     

Positive group affective tone and team creativity: Negative group affective tone and team trust as boundary conditions

Drawing on multiple group‐level theories, we explored boundary conditions of the relationship between positive group affective tone (PGAT) and team creativity. We collected data from members and leaders of 68 research and development teams and performed hierarchical linear modeling analyses to test our hypotheses. Consistent with the “group‐centrism” perspective, we found that PGAT was beneficial for team creativity only when team trust was low; when trust was high, PGAT had a negative relationship with team creativity. In accord with the “dual‐tuning” perspective, the positive effect of PGAT on creativity was present only when team trust was low but negative group affective tone was high. We discussed the theoretical and practical implications. Copyright © 2011 John Wiley & Sons, Ltd.     

Measuring team trust: A critical and meta-analytical review

Team trust is gaining attention in research and practice due to its benefits for team performance, yet clarity about the intricacies of its measurement is needed. Therefore, we meta-analyzed 118 studies (N = 7,738) to untangle the role of measurement features by investigating the degree to which they influence the trust–performance relationship. Results showed that the trust–performance relationship is contingent upon time lag and source of measurement. Specifically, cross-sectional and single-source studies produced higher effect sizes than time-lagged and different-source studies. In contrast, the moderating roles of conceptualization–operationalization alignment and referent of trust measures were not supported. Post hoc analyses revealed that affective trust is more strongly related to global, versus specific team outcomes, and that mixed-referent items are particularly effective within intact teams, whereas the trust–performance relationship is constrained when direct consensus items are used within ad hoc teams. Furthermore, we provided a critical review that highlights the importance of composites, multilevel forces, and item content and wording. Finally, we clarified key gaps in the literature, calling for research where needed. This review serves as a bridge between conceptualization and measurement and lays the groundwork for advancing knowledge of team trust.     

Measuring safety climate: identifying the common features

In UK industry, particularly in the energy sector, there has been a movement away from ‘lagging’ measures of safety based on retrospective data, such as lost time accidents and incidents, towards ‘leading’ or predictive assessments of the safety climate of the organisation or worksite. A number of different instruments have been developed by industrial psychologists for this purpose, resulting in a proliferation of scales with distinct developmental histories. Reviewing the methods and results from a sample of industrial surveys, the thematic basis of 18 scales used to assess safety climate is examined. This suggests that the most typically assessed dimensions relate to management (72% of studies), the safety system (67%), and risk (67%), in addition themes relating to work pressure and competence appear in a third of the studies.     

Modeling organizational processes across hierarchical levels: climate,leadership, and group process in work groups

Perceptions of organizational climate, leadership, and group processes were aggregated within hierarchically nested work groups. Relationships across hierarchical boundaries were examined for two samples at different hierarchical levels in a military organization. Perceptions of climate were positively related across levels in both samples. There was evidence that the pattern of relationship among the other constructs was different in the two samples. The results have implications for the process which organizational interventions can be expected to flow through hierarchical levels of an organization. © 1997 John Wiley & Sons, Ltd.     

Measuring safety climate in aviation: A review and recommendations for the future

This paper reviews 23 studies that have examined safety climate within commercial and military aviation. The safety climate factors identified in the aviation safety climate questionnaires were found to be consistent with the literature examining safety climate in non-aviation high reliability organizations. Therefore, it was concluded that the aviation safety climate tools had some construct validity (the extent to which the questionnaire measures what it is intended to measure). However, the majority of the studies made no attempt to establish the discriminate validity (the ability of the tool to differentiate between organizations or personnel with different levels of safety performance) of the tools. It is recommended that rather than constructing more aviation safety climate questionnaires, researchers should focus on establishing the construct and discriminate validity of existing measures by correlating safety climate with other metrics of safety performance. It is recognized that the accident rate in commercial aviation is too low to provide a sufficiently sensitive measure of safety performance. However, there are other measures of safety performance, collected as part of a company’s Aviation Safety Action Program or Flight Operational Quality Assurance, which could be used to assess the discriminate validity of an aviation safety climate tool.     

Safety climate and firefighting: Focus group results

BackgroundFirefighting is a hazardous occupation and there have been numerous calls for fundamental changes in how fire service organizations approach safety and balance safety with other operational priorities. These calls, however, have yielded little systematic research.MethodsAs part of a larger project to develop and test a model of safety climate for the fire service, focus groups were used to identify potentially important dimensions of safety climate pertinent to firefighting.ResultsAnalyses revealed nine overarching themes. Competency/professionalism, physical/psychological readiness, and that positive traits sometimes produce negative consequences were themes at the individual level; cohesion and supervisor leadership/support at the workgroup level; and politics/bureaucracy, resources, leadership, and hiring/promotion at the organizational level. A multi-level perspective seems appropriate for examining safety climate in firefighting.ConclusionsSafety climate in firefighting appears to be multi-dimensional and some dimensions prominent in the general safety climate literature also seem relevant to firefighting. These results also suggest that the fire service may be undergoing transitions encompassing mission, personnel, and its fundamental approach to safety and risk.Practical applicationsThese results help point the way to the development of safety climate measures specific to firefighting and to interventions for improving safety performance.     

Antecedents and consequences of empowering leadership: Leader power distance,leader perception of team capability,and team innovation

The evidence that empowering leadership is an effective form of team leadership brings the question on what the antecedents of empowering leadership are into focus. We propose that empowering leadership is driven by considerations of the normative and situational appropriateness of empowering leadership that are associated with leader power distance value and leader perception of team capability. We propose that leader power distance and perceived team capability interact such that the influence of leader power distance on empowering leadership is stronger with higher perceived team capability. We extend our model to show that by affecting empowering leadership, the interaction of leader power distance and perceived team capability indirectly influences team innovation, an important team outcome associated with empowered teamwork. We tested our model in two multisource surveys in China: Study 1 of 84 technical teams and Study 2 of 83 financial service teams. We discuss how our study contributes to empowering leadership theory by providing a theoretical perspective that lends itself well to identifying other trait and situational antecedents of empowering leadership.     

Differential implications of team member promotive and prohibitive voice on innovation performance in research and development project teams: A dialectic perspective

How and when does team member voice facilitate team innovation? Integrating research on member voice and a dialectic perspective of innovation, we advance a model in which team member promotive voice enhances team innovation through team knowledge utilization, whereas team member prohibitive voice enhances team innovation through team reflexivity in a nonlinear fashion. We further propose that the differential effects of team member promotive and prohibitive voice will be stronger at different stages (idea generation vs. idea implementation) of the innovation cycle. Survey data from 78 research and development project teams showed a positive indirect effect between team member promotive voice and team innovation through team knowledge utilization, although this relationship was also mediated through team reflexivity. Moreover, the indirect effect of team member promotive voice on team innovation via team knowledge utilization was stronger for teams in the idea generation stage of team innovation. Results also confirmed a nonlinear indirect relationship between team member prohibitive voice and team innovation via team reflexivity such that the positive effects of team member prohibitive voice tapered off at high levels. Contrary to our expectations, the effects of prohibitive voice held regardless of stage. Theoretical and practical implications are discussed.     

Identity salience: a moderator of the relationship between group gender composition and work group conflict

This study proposes and tests models in which the salience of gender serves as a moderator of the relationship between group gender composition and work group conflict. The numerical distinctiveness of gender group composition was found to trigger the salience of group members' gender identities for men in the group. Identity salience was found to affect work group conflict beyond what one would predict on the basis of gender diversity alone. Support was found for gender identity salience as a moderator variable with respect to the linkage between numerical distinctiveness in gender work group composition and relationship conflict in work groups for men. This study offers an explanation for the differing effects found across studies regarding the effect of group composition on work group conflict: the extent to which gender is relied upon by group members in describing those in their group. Copyright © 2002 John Wiley & Sons, Ltd.     

生产班组安全生产承载度评估体系研究

一线生产班组工作安排超能力已经成为基层供电局安全风险增加的主因。为有效规避此类风险,通过分析安全生产承载度三要素,建立起具有针对性和可操作性的承载度模型。利用统计分析工具,对工作项目涉及到的人力资源状况等历史数据进行筛选,抽取各类工作承载度指标,以确定现有人力资源配置状况下各工作项目的承载能力。安全生产承载度评估体系对于基层供电局安全生产风险评估和控制提供了一种新的发展思路。     

Validation of the group nuclear safety climate questionnaire

IntroductionGroup safety climate is a leading indicator of safety performance in high reliability organizations. Zohar and Luria (2005) developed a Group Safety Climate scale (ZGSC) and found it to have a single factor.MethodThe ZGSC scale was used as a basis in this study with the researchers rewording almost half of the items on this scale, changing the referents from the leader to the group, and trying to validate a two-factor scale. The sample was composed of 566 employees in 50 groups from a Spanish nuclear power plant. Item analysis, reliability, correlations, aggregation indexes and CFA were performed.ResultsResults revealed that the construct was shared by each unit, and our reworded Group Safety Climate (GSC) scale showed a one-factor structure and correlated to organizational safety climate, formalized procedures, safety behavior, and time pressure.“Impact on IndustryThis validation of the one-factor structure of the Zohar and Luria (2005) scale could strengthen and spread this scale and measure group safety climate more effectively.     

Professional diversity,identity salience and team innovation: The moderating role of openmindedness norms

The impact of diverse composition in teams is neither straightforward nor direct, and evidence suggests that diversity can be either conducive or detrimental to team innovation. Professionally diverse healthcare teams are increasingly used to develop innovative clinical approaches and solve complex healthcare problems; however, there is evidence that collaboration across professional boundaries creates conflict and is frequently unsuccessful. Healthcare organizations consequently face a dilemma. If they embrace professional diversity in teams, they risk interprofessional hostility, but if they choose homogeneous teams, they diminish their teams' capacity to innovate. We respond to this quandary by utilizing social identity theory to better understand the mechanisms through which professional diversity can enhance team innovation. In particular, we argue that professional identity salience operates as a mediator capable of explaining both positive and negative outcomes of professional diversity, contingent on the moderating effect of openmindedness norms. Analysis of survey data from 70 healthcare teams supports our model and indicates that professional salience can both enhance and undermine team innovation, depending on the extent of team openmindedness. Copyright © 2015 John Wiley & Sons, Ltd.     

Energy at work: A measurement validation and linkage to unit effectiveness

We introduce the notion that the energy of individuals can manifest as a higher‐level, collective construct. To this end, we conducted four independent studies to investigate the viability and importance of the collective energy construct as assessed by a new survey instrument—the productive energy measure (PEM). Study 1 (n = 2208) included exploratory and confirmatory factor analyses to explore the underlying factor structure of PEM. Study 2 (n = 660) cross‐validated the same factor structure in an independent sample. In study 3, we administered the PEM to more than 5000 employees from 145 departments located in five countries. Results from measurement invariance, statistical aggregation, convergent, and discriminant‐validity assessments offered additional support for the construct validity of PEM. In terms of predictive and incremental validity, the PEM was positively associated with three collective attitudes—units' commitment to goals, the organization, and overall satisfaction. In study 4, we explored the relationship between the productive energy of firms and their overall performance. Using data from 92 firms (n = 5939_employees), we found a positive relationship between the PEM (aggregated to the firm level) and the performance of those firms. Copyright © 2011 John Wiley & Sons, Ltd.     

Memento Mori: The development and validation of the Death Reflection Scale

Despite its potential for advancing organizational behavior (OB) research, the topic of death awareness has been vastly understudied. Moreover, research on death awareness has predominantly focused on the anxiety‐provoking aspect of death‐related cognitions, thus overlooking the positive aspect of death awareness, death reflection. This gap is exacerbated by the lack of a valid research instrument to measure death reflection. To address this issue, we offer a systematic conceptualization of death reflection, develop the Death Reflection Scale, and assess its psychometric properties across four studies. Further, using a sample of 268 firefighters, we examine whether death reflection buffers the detrimental impact of mortality cues at work on employee well‐being and safety performance. Results provide strong support for the psychometric properties of the Death Reflection Scale. Further, moderation analysis indicates death reflection weakens the negative effect of mortality cues on firefighters' safety performance. Overall, these findings suggest the newly developed Death Reflection Scale will prove useful in future research on death‐related cognitions.     

Team reward attitude: construct development and initial validation

This paper reports the development of a team reward attitude construct and intial validation of a measure in a longitudinal study of team members (initial n = 566). Confirmatory factor analysis results provide support for a revised 9‐item scale in two different time periods separated by four months. The measure was positively related to other team‐related attitudes (preference for group work and perceived efficacy of teams) and locus of control, and negatively related to a proxy for ability. Implications of the research and future research directions are addressed. Copyright © 2001 John Wiley & Sons, Ltd.     

Diversity and team outcomes: the moderating effects of outcome interdependence and group longevity and the mediating effect of reflexivity

Reflexivity—the extent to which teams reflect upon and modify their functioning—has been identified as a possible key factor in the effectiveness of work teams. We examined the extent to which team composition affected team process (i.e., reflexivity) and in turn team outcomes (i.e., satisfaction, commitment, and performance). The results of diversity research thus far have been inconclusive in terms of positive or negative effects of team composition on team process and outcomes. In the current research, group longevity and outcome interdependence were expected to moderate the relationship between diversity on the one hand and reflexivity and team outcomes on the other hand. Reflexivity was expected to mediate these interaction effects. The current field study was conducted among 54 work teams from 13 different organizations. As predicted, few main effects were found. Instead, analyses showed interaction effects of diversity and outcome interdependence on the measures of reflexivity, satisfaction, and performance. As predicted, interaction effects were also found for diversity and group longevity on the measures of reflexivity, satisfaction, and performance. Three‐way interactions were found for satisfaction and commitment. Also, reflexivity was shown to mediate these relationships, indicating that the moderating effects of outcome interdependence and group longevity on the relation between diversity and team outcomes are due to the effects on process. Copyright © 2003 John Wiley & Sons, Ltd.     

Predicting collective climates: assessing the role of shared work values,needs, employee interaction and work group membership

Previous research has debated whether the collective climates, produced through cluster analysis of psychological climate perceptions, are representative of meaningful organizational collectives or simply statistical artifacts. In this study we examined the extent to which collective climates are comprised of individuals with similar interpretive schemata such as work values and need strength or consist of individuals who share work group or interaction group membership. Measures of psychological climate, work values, need strength, and employee interaction patterns were collected from the management and administrative staff of a manufacturing organization. Results supported the symbolic interactionist perspective to the formation of collective climates. We found clear evidence that collective climates are related to employee interaction groups. Employee interaction based on sensemaking and information seeking activities was most strongly related to shared climate perceptions. There was also some evidence that individuals with similar levels of need strength share collective climate membership. Implications of these results on the debate over the use of collective climates are discussed. Copyright © 1999 John Wiley & Sons, Ltd.