J. Mekinc, Sebastjan Repnik, D. Edgar, Anita Trnavcevic, Borut Kodric
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Safety culture as competitive advantage for slovenian natural health resorts
BACKGROUND: Many studies are focused on safety culture. There is no study on employees’ perceptions of safety culture in natural health resorts. OBJECTIVE: This study aims to examine the concept of safety culture from the perspective of the employees in natural health resorts in Slovenia. METHODS: The survey was administered to a sample of 268 employees in six Slovenian natural health resorts to measure the attitudes, practices/behaviors, knowledge, and training of employees. RESULTS: The results of the survey did not show a statistical correlation between the employees’ safety attitudes and their age, their level of education and their position within the organization. However, this study revealed significant differences in understanding of the safety measures and selected safety attitudes across six resorts. Similarly, the study revealed significant differences in knowledge and understanding of the safety protocols across six resorts. The results are reflecting higher management safety awareness in selected resorts what could result in an important competitive advantage for a selected organization. CONCLUSIONS: The research provides an in-depth insight into the concept of safety culture, presented through the attitudes, practices/behaviors, knowledge, and training of employees in natural health resorts in Slovenia. Findings contribute to the development of conceptual knowledge in safety science.
期刊介绍:
Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.