Health and Safety Management System (HSMS) and Its Impact on Employee Satisfaction and Performance—A New HSMS Model

Abstract

The main aim of this study is to investigate the association of an assortment of factors pertaining to the implementation of a Health and Safety Management System (HSMS) with firms’ Health and Safety (H&S) level and employees’ satisfaction and performance. The proposed research model incorporates six independent factors: (i) the development of a safety culture, (ii) the availability of H&S specific procedures/instructions/rules, (iii) the forethought of H&S-focused training, (iv) the availability of the essential resources to improve H&S equipment, (v) the augmentation of employee motivation for safe behavior, and (vi) the top management commitment to upgrade H&S at the workplace. The model was empirically tested using primary data from 230 employees of 10 manufacturing firms operating in Greece. It was found that H&S meliorates employees’ performance, but, on the other hand, firm’s management should be committed towards creating a high-level safety culture. To achieve this, proper resources should be invested, comprehensible procedures/instructions/rules should be established, and focused training should be provided. The acceptance of this policy would result in an enhanced safety culture, an augmented firm H&S level, amplified employee satisfaction and, accordingly, improved employee performance. In addition, this article suggests a new HSMS model, which, by relying on the principles of the Plan–Do–Check–Act cycle, incorporates the examined six H&S factors, which can upgrade other known standards (like OHSAS 18001 and ISO 45001).