Abstract

This study proposed and examined a model in which perceived organizational support and leader-member exchange are linked to safety communication, safety commitment, and accidents. In addition, a moderating effect of role overload in the relationship between safety communication and safety commitment and that of performance monitoring in the relationship between safety commitment to accidents. Data were collected from 456 workers in a chemical factory, an airline, and a railroad company. The results indicated that the goodness of fitness of the proposed model was acceptable. More specifically, both perceived organizational support and leader-member exchange were significantly related to safety communication and safety communication was, in turn, significantly related to safety commitment which was ultimately related to accidents, Also, the moderating effects of both role overload and performance monitoring were found. Implications of these findings for safety and the possible roles of variables in the organizational level are discussed.