WORKPLACE SAFETY MANAGEMENT SYSTEMS AND THEIR INFLUENCE ON EMPLOYEE PERFORMANCE

Abstract

Workplace accidents, injuries, and near-miss incidents continue to impose substantial human and financial costs on organizations across industrial and service sectors. This study examines the influence of Workplace Safety Management Systems (WSMS) on Employee Performance (EP), using Safety Climate (SC) and Employee Engagement (EE) as mediating variables. Guided by Social Exchange Theory and the Job Demands-Resources (JD-R) model, a quantitative, cross-sectional survey design was adopted. Data were collected from a sample of 410 employees drawn from manufacturing, construction, and oil and gas firms using a stratified random sampling technique and a structured, validated questionnaire anchored on a five-point Likert scale. The sample size was determined using Cochran's formula for large populations, adjusted for an anticipated non-response rate. Data were analyzed using advanced statistical tools and techniques, including IBM SPSS Statistics version 28 for descriptive and preliminary analysis, and IBM AMOS / SmartPLS 4 for Confirmatory Factor Analysis (CFA) and Structural Equation Modelling (SEM) to test the hypothesized relationships. Results indicate that Workplace Safety Management Systems exert a statistically significant positive effect on Employee Performance (β = 0.42, p < 0.001), and that this relationship is partially mediated by Safety Climate and Employee Engagement. The measurement model demonstrated acceptable convergent and discriminant validity (AVE > 0.50; CR > 0.70), and the structural model exhibited a good fit to the data (CFI = 0.96, TLI = 0.95, RMSEA = 0.045). The findings extend the theoretical understanding of how formalized safety systems translate into productivity outcomes and offer practical guidance for managers seeking to strengthen safety governance as a performance-enhancing strategy. Implications, limitations, and directions for future research are discussed.