From Beliefs to Behavior: The Role of Managerial Fatalism in Shaping Employee Safety Involvement

The main objective of behavior-based safety approaches is to prevent accidents by enhancing employee safety involvement. This study examines the relationships between employee involvement in workplace safety and factors such as management fatalistic beliefs, rule violations, management commitment to safety, safety resources, and training, using a model developed within an antecedent-mediator-successor framework. Creating a sustainable workplace environment involves not only employee safety but also environmental and social responsibilities. Using a quantitative research approach, the study tested eight hypotheses with a sample of 391 managers from the metal sector in Denizli province. The study employed a cross-sectional survey design with data collected through a structured questionnaire. Factor and path analyses were conducted using SmartPLS software (version 4.1.1.5). Statistically significant direct relationships were found among fatalism and rule violations (p < 0.001), rule violations and management involvement (p < 0.001), and several other key relationships. The findings indicate that managerial perceptions and roles significantly influence employee involvement in safety practices. It is recommended that fatalistic beliefs be considered in management recruitment criteria, and managerial groups with high fatalistic beliefs should receive training on the link between unsafe behaviors and accidents. The findings offer crucial insights into how managerial perceptions and safety practices contribute to organizational resilience and the long-term sustainability of the workforce.