A social exchange perspective for achieving safety culture in healthcare organizations

Trinchero, E; Farr-Wharton, B; Brunetto, Y

A social exchange perspective for achieving safety culture in healthcare organizations

Trinchero, E Farr-Wharton, B

Brunetto, Y

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Publication Type:: Journal Article
Citation:: International Journal of Public Sector Management, 2019, 32 (2), pp. 142 - 156
Issue Date:: 2019-03-04

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Field	Value	Language
dc.contributor.author	Trinchero, E	en_US
dc.contributor.author	Farr-Wharton, B https://orcid.org/0000-0001-9987-934X	en_US
dc.contributor.author	Brunetto, Y	en_US
dc.date.issued	2019-03-04	en_US
dc.identifier.citation	International Journal of Public Sector Management, 2019, 32 (2), pp. 142 - 156	en_US
dc.identifier.issn	0951-3558	en_US
dc.identifier.uri	http://hdl.handle.net/10453/134815
dc.description.abstract	© 2018, Emerald Publishing Limited. Purpose: Using social exchange theory (SET) and Cooper’s (2000) model, the purpose of this paper is to operationalise a comprehensive model of safety culture and tests whether SET factors (supervisor-employee relationships and engagement) predict safety culture in a causal chain. Design/methodology/approach: The model was tested using surveys from 648 healthcare staff in an Italian acute care hospital and analysed using structural equation modelling. Findings: Safety behaviours of clinical staff can be explained by the quality of the supervisor-employee relationship, their engagement, their feelings about safety and the quality of organisational support. Practical implications: The model provides a roadmap for strategically embedding effective safe behaviours. Management needs to improve healthcare staff’s workplace relationships to enhance engagement and to shape beliefs about safety practices. Originality/value: The contribution of this paper is that it has empirically developed and tested a comprehensive model of safety culture that identifies a causal chain for healthcare managers to follow so as to embed an effective safety culture.	en_US
dc.relation.ispartof	International Journal of Public Sector Management	en_US
dc.relation.isbasedon	10.1108/IJPSM-06-2017-0168	en_US
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject.classification	Political Science & Public Administration	en_US
dc.title	A social exchange perspective for achieving safety culture in healthcare organizations	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	32	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1605 Policy and Administration	en_US
utslib.for	1501 Accounting, Auditing and Accountability	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access	*
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	32	en_US

Abstract:

© 2018, Emerald Publishing Limited. Purpose: Using social exchange theory (SET) and Cooper’s (2000) model, the purpose of this paper is to operationalise a comprehensive model of safety culture and tests whether SET factors (supervisor-employee relationships and engagement) predict safety culture in a causal chain. Design/methodology/approach: The model was tested using surveys from 648 healthcare staff in an Italian acute care hospital and analysed using structural equation modelling. Findings: Safety behaviours of clinical staff can be explained by the quality of the supervisor-employee relationship, their engagement, their feelings about safety and the quality of organisational support. Practical implications: The model provides a roadmap for strategically embedding effective safe behaviours. Management needs to improve healthcare staff’s workplace relationships to enhance engagement and to shape beliefs about safety practices. Originality/value: The contribution of this paper is that it has empirically developed and tested a comprehensive model of safety culture that identifies a causal chain for healthcare managers to follow so as to embed an effective safety culture.

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http://hdl.handle.net/10453/134815