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Organisational culture, climate & stress

Organisational culture, climate & stress. Emma Wadsworth. What is organisational culture?. Shared beliefs, attitudes, values, and norms of behaviour the way things are done around here , and the way things are understood, judged, and valued Safety culture describes:

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Organisational culture, climate & stress

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  1. Organisational culture, climate & stress Emma Wadsworth

  2. What is organisational culture? • Shared beliefs, attitudes, values, and norms of behaviour • the way things are done around here, and the way things are understood, judged, and valued • Safety culture describes: • Shared attitudes, values and beliefs in relation to safety within an organisation

  3. Why is safety culture important? • Poor safety culture has been associated with: • Industrial disasters (Chernobyl, Columbia, Clapham Junction) • Workplace accidents & injuries

  4. How is safety culture measured? • Most often measured using an employee “climate” survey to give a “snapshot” of current safety culture • Safety climate is a current-state reflection of underlying safety culture

  5. What does a climate survey measure? • Employee perceptions of: • Organisational commitment to safety • Line management commitment to safety • Supervisor’s role • Personal role • Workmates’ influence • Competence • Risk taking behaviour • Obstacles to safety • Reporting accidents • General job satisfaction • From: HSE Climate Survey Tool

  6. Findings from a recent study: Safety culture Safety performance H&S advice Funded by:

  7. Participants • Two groups of workers completed safety climate questionnaires: • 1752 from 33 UK firms • 475 as part of a general workers sample

  8. How much stress? • Described their job as very or extremely stressful: • Firms sample – 15% • Range – 0% to 31% • General sample – 18% • Overall – 16%

  9. Safety culture and stress • Work stress is linked to: • Safety culture overall • Specific aspects of culture including: • Management approach to safety • Individual (own & others) behaviour • Job satisfaction • Factors also linked to sickness absence

  10. Safety culture & stress

  11. Conclusions • Work stress is linked to organisational culture or perceptions ofthe way we do things round here • Work stress is also linked to other factors e.g. job demand • Perceptions vary at an individual level within organisations or sections

  12. Implications Line management Job satisfaction Risk taking • Improvements in one area may have significant knock-on effects Culture Control Demand Support

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