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High-performance work systems and safety performance in the mining sector: exploring the mediating influence of workforce agility and moderating effect of safety locus of control

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Abstract

Despite the investments made by mining companies and other regulatory bodies in improving workplace safety in the mines, the mine site continues to record undesirable safety outcomes, making it imperative to explore systems that could deal directly or indirectly with transforming employee behaviour. As a result, this study examined how a high-performance work system (HPWS) could impact mineworkers’ safety performance through the mediating role of workforce agility. The study also examined the moderating capacity of safety locus of control (SLOC) on the impact of workforce agility on safety performance. Using 597 valid responses through self-reported questionnaires and analysing the data quantitatively, we found that HPWS significantly influenced the safety performance components- safety compliance and participation- and the workforce agility dimensions- proactivity, adaptability, and resilience. The results also showed that proactivity, adaptability, and resilience significantly influenced safety compliance and participation. Results from the mediation analysis revealed a partial mediation effect of proactivity, adaptability, and resilience in the relationship between HPWS and the two components of safety performance. From the moderation analysis, SLOC had no significant moderating effect on proactivity and the safety performance components. Also, the results showed that SLOC could not moderate the relationship between adaptability and safety compliance but had a significant moderating effect on adaptability and safety participation relationships. Moreover, SLOC significantly moderated the relationships between resilience and all two dimensions of safety performance. This current study is relevant as it espouses the mechanisms through which HPWS, workforce agility, SLOC, and safety performance relate in one model.

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Data Availability

The datasets generated during and/or analysed during the current study are not publicly available [data are stored as self-study archives] but are available from the corresponding author on reasonable request.

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Acknowledgements

The authors would like to thank all the participants in this study.

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Authors and Affiliations

  1. School of Management, Jiangsu University, 301 Xuefu Road, Jingkou, Zhenjiang, Jiangsu, 212013, People’s Republic of China

    Yongyue Zhu, Prince Ewudzie Quansah, Anthony Frank Obeng & Guo Minyu

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  1. Yongyue Zhu
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  2. Prince Ewudzie Quansah
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  3. Anthony Frank Obeng
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  4. Guo Minyu
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Correspondence to Prince Ewudzie Quansah.

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The authors followed the Ethical Code of Conduct of the American Psychological Association (APA) to conduct this study. A cover letter suggesting the willingness of respondents’ participations and confidentiality of their responses were given to respondents after we had taken permission from the board of directors. Participation was voluntary, and respondents were free to quit at any point in time. All respondents willingly partook in the study. Also, the study was in accordance with the Declaration of Helsinki, and the participants provided written informed consent. A professor from Jiangsu University supervised this research work, and the Institutional Review Board of Jiangsu University approved the study.

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Appendix

Appendix

Variable

Code

Description

High-performance work system

HPWS1

I get involved in my firm’s formal information sharing programme

HPWS2

My job has been subjected to a formal job analysis

HPWS3

In recent years, my organisation has filled nonentry level jobs from within

HPWS4

This firm administers attitude surveys to employees regularly

HPWS5

This firm allows employees to participate in quality work-life programmes

HPWS6

I benefit from my company’s profit-sharing plans/incentive plans/gain sharing plans

HPWS7

I receive regular training from my company

HPWS8

I have access to a formal grievance procedure / complaint resolution system

HPWS9

I was administered an employment test prior to my hiring

HPWS10

I receive a formal performance appraisal in this company

HPWS11

My compensation depends on the outcome of performance appraisal

HPWS12

I am aware of the promotion decision rule (s) this firm uses to promote employees

Safety compliance

Sac1

My fellow mineworkers minimize exposure to hazards by using the appropriate work practices

Sac2

My fellow mineworkers use the correct personal protective equipment as indicated by the mine’s health and safety plan

Sac3

My fellow mineworkers use the right steps if denied from or penalized for exercising their rights under OSHA policies and procedures

Sac4

They appropriately report injuries, accidents, or illnesses to their superiors

Safety participation

Sap1

They help others to ensure they do their work safely

Sap2

They explain to others why they will report safety violations

Sap3

They try to change the way the job is done to make it safer

Sap4

They attend non-mandatory safety-oriented training

Sap5

They take actions to prevent safety violations to protect the well-being of other crew members

Sap6

They voice out and encourage others to get involved in safety issues

Proactivity

Pro1

I look for opportunities to make improvements at work

Pro2

I am trying to find out more effective ways to perform my job

Pro3

I let time take care of things that I have to do

Pro4

At work, I stick to what I am told or required to do

Pro5

I find new ways to obtain or utilize resources when resources are insufficient to do my job

Adaptability

Ad1

In my work, I can change my behavior to work more effectively with other people

Ad2

In my work, I can accept critical feedback

Ad3

In my work, I can adjust to new work procedures

Ad4

Use new equipment at work

Ad5

Keep up-to-date at work

Ad6

I can quickly adapt to switch from one project to another

Resilience

Res1

I am able to perform my job efficiently in difficult or stressful situations

Res2

I am able to work well when faced with a demanding workload or schedule

Res3

When a different situation occurs, I react by trying to manage the problem

Res4

I drop everything and take an alternate course of action to deal with an urgent problem

Safety locus of control

Sloc1

If workers follow all the rules and regulations, they can avoid many accidents

Sloc2

Most accidents and incidents can be avoided

Sloc3

People can avoid getting injured if they are careful and aware of potential dangers

Sloc4

Accidents and injuries occur because workers do not take enough interest in safety

Sloc5

Occupational accidents are mostly caused by a lack of regulation and ineffective supervision

Sloc6

Accidental happenings outside people’s control cause most injuries

Sloc7

Accidents are usually caused by unsafe equipment

Sloc8

Poor safety regulations usually cause accidents

Sloc9

Most accidents are unavoidable

Sloc10

Whether people get injured or not is a matter of fate, chance, or luck

Sloc11

Workers can do very little to avoid accidents and injuries

Sloc12

Avoiding accidents is a matter of luck

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Zhu, Y., Quansah, P.E., Obeng, A.F. et al. High-performance work systems and safety performance in the mining sector: exploring the mediating influence of workforce agility and moderating effect of safety locus of control. Curr Psychol 42, 25100–25126 (2023). https://doi.org/10.1007/s12144-022-03606-w

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