Effects of construction project social capital on individual safety performance : the mediating role of work engagement

Abstract

The complex human system which makes up a construction project-based organisation (PBO) demands for novel and system-oriented approaches to solve complex safety issues that stem from institutional arrangements and practices. Work engagement (WE) is a phenomenon that links individual experiences to systemic conditions, allowing the organisations to harness the full potential of individuals’ performance. Hence, WE was established as an antecedent that improves individual safety compliance (SCo) and safety participation (SPa). The study identified social capital as a prerequisite that enhances WE of the individuals in a PBO, and consequently their SCo and SPa. It was postulated that dimensions of social capital (structural [SSC], relational [RSC], and cognitive [CSC]), facilitate the conditions under which WE is enhanced, and in turn, contributes to the individuals’ SCo and SPa. The premise was that WE mediates the impact of project social capital on individual safety performance through a social exchange relationship. A series of related hypotheses were formulated to test this premise developing a conceptual research model. A pre-study was undertaken to validate the conceptual research model to the Hong Kong construction industry. A structured questionnaire survey and a series of respondent validation interviews were subsequently undertaken to collect empirical evidence.

The findings revealed RSC as the prominent dimension of social capital when it comes to enhancing both WE and safety performance. WE strongly influenced both the dimensions of safety performance, while being significantly and positively influenced by RSC and CSC of the PBO. CSC showed positive and significant impacts on both SCo and SPa, however, this positive influence could be completely explained through WE. SSC does not impact WE or SCo but had a positive and significant impact on SPa. SSC is perceived by the participants in a construction PBO as a responsibility of the organisation towards them, and SCo as a part of their job description. They relate these structural networking opportunities and the associated resources to organisational control mechanisms, and therefore, do not apply rules of social exchange to SSC and SCo. However, SSC creates platforms that increase RSC among the project participants, which strongly impacts both WE and safety performance. This showcases how the effectiveness of a complex human system such as a construction PBO highly depends on trusting relations and reciprocity among the involved actors. Furthermore, it was evident that the engaged individuals utilise the systemised CSC of the PBO to increase the effectiveness of their safety performance. Conclusively, the three dimensions of social capital are important for the safety performance of individuals in different ways. However, it should be noted that the three dimensions are highly interrelated and act as substrate for one another and for the WE of individuals. Hence, the construction PBOs in Hong Kong will benefit by implementing strategies to increase project social capital, which lead to WE and consequently increased safety performance of individuals.