職業災害的發生,不僅對勞工的身心造成重大傷害,影響企業的運作,更會造成社會的沉重負擔。過去在職業安全衛生方面的作為與改善措施,著重在管理系統面或工程技術面。但在許多職災事故中,勞工的不安全行為扮演著重要關鍵。根據國外安全專家的統計,組織中人為因素所造成的工地意外大概有80%~90%。目前安全管理人員已開始重視安全績效與人為因素的關聯,國內有很多關於安全議題的問題,主要原因都在於缺少有效的領導。因此,領導行為在整個管理活動中,如何影響組織的安全文化、安全績效、以及部屬工作績效,是一個值得探討的議題。本研究針對現場工作人員,以問卷方式,探討領導行為、安全文化如何影響組織的安全績效,以及員工的工作績效。研究結果顯示:關懷型與體制型領導行為對安全文化有正向的影響;安全文化對於安全績效也呈現部分正向的影響;體制型領導行為、及安全績效之安全遵從對工作績效有正向的影響。根據研究結果,本研究並提出具體建議,提供公司管理者,做為未來營運規劃之參考。
The occurrence of occupational injury, not only cause physical and mental harm to labor, affecting the operation of enterprises, but also will cause a heavy burden on society. In the past, most of the actions and improvement measures for occupational safety and health aspects are focusing on the management system aspect or engineering technology aspect. However, in many occupational injury accidents, labor unsafe behavior plays an important role. According to foreign security experts, 80% to 90% of the site accidents are caused by of human factors in the organization. Now safety managers have begun to pay more attention to the relationship between safety performance and human factors. Domestically, the main reason of many problems about safety issues lies in the lack of effective leadership. Therefore, how leadership style in the entire management activities affects organization's safety culture, safety performance, and the job performance of subordinates, is a topic worth to investigate. Using questionnaire survey, this study investigates how leadership style and safety culture affects the organization's safety performance and the job performance of employees. Results reveal that both consideration and institutional leadership style has positive impact on safety culture; safety culture has some positive impact on safety performance; institutional leadership style and the safety compliance of safety performance have positive impact on job performance. Based on the research results, this study provides specific recommendations for corporate managers as a reference for their future operational planning.