Social Dialogue and Psychosocial Risk Management: Added Value of Manager and Employee Representative Agreement in Risk Perception and Awareness

Houtman, Irene; van Zwieten, Marianne; Leka, Stavroula; Jain, Aditya; de Vroome, Ernest

doi:10.3390/ijerph17103672

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Social Dialogue and Psychosocial Risk Management: Added Value of Manager and Employee Representative Agreement in Risk Perception and Awareness

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and

Ernest de Vroome

TNO, Work Health Technology, 2301 DA Leiden, The Netherlands

Cork University Business School, University College Cork, T12 K8AF Cork, Ireland

Centre for Organizational Health and Development, School of Medicine, University of Nottingham, Nottingham NG8 1BB, UK

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Nottingham University Business School, University of Nottingham, Nottingham NG8 1BB, UK

Author to whom correspondence should be addressed.

Int. J. Environ. Res. Public Health 2020, 17(10), 3672; https://doi.org/10.3390/ijerph17103672

Received: 28 February 2020 / Revised: 15 May 2020 / Accepted: 20 May 2020 / Published: 22 May 2020

(This article belongs to the Special Issue Well-being, Mental Health and Prevention of Psychosocial Risks in Contemporary Working Life)

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Abstract

The present study aimed to explore the added value of managers’ and employee representatives’ agreement in risk perception and awareness in explaining the management of more ‘subjective’ psychosocial risks as compared to the more ‘objective’ traditional OSH risks. The general assumption tested was whether the added value of agreement in risk perception and awareness between these parties would be larger for psychosocial risk management as compared to traditional OSH risk management. European Survey of Enterprises on New and Emerging Risks (ESENER-1) data were used from 7226 enterprises in which both managers and employee representatives were interviewed. Answers by employee representatives and managers to mirror questions on risk perception and awareness were used as independent variables, and answers to questions on risk management by the manager were used as dependent variables. Polynomial regression with response surface analysis was used. Differences in risk perception and awareness between managers and employee representatives explained more variance in psychosocial risk management as compared to more traditional OSH risk management. The implications of these findings and the importance of ‘social dialogue’ particularly in the case of psychosocial risk management as opposed to general OSH management are discussed. View Full-Text

Keywords: risk perception and awareness; psychosocial risk management; manager; employee representative; social dialogue; ESENER

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MDPI and ACS Style

Houtman, I.; van Zwieten, M.; Leka, S.; Jain, A.; de Vroome, E. Social Dialogue and Psychosocial Risk Management: Added Value of Manager and Employee Representative Agreement in Risk Perception and Awareness. Int. J. Environ. Res. Public Health 2020, 17, 3672. https://doi.org/10.3390/ijerph17103672

AMA Style

Houtman I, van Zwieten M, Leka S, Jain A, de Vroome E. Social Dialogue and Psychosocial Risk Management: Added Value of Manager and Employee Representative Agreement in Risk Perception and Awareness. International Journal of Environmental Research and Public Health. 2020; 17(10):3672. https://doi.org/10.3390/ijerph17103672

Chicago/Turabian Style

Houtman, Irene, Marianne van Zwieten, Stavroula Leka, Aditya Jain, and Ernest de Vroome. 2020. "Social Dialogue and Psychosocial Risk Management: Added Value of Manager and Employee Representative Agreement in Risk Perception and Awareness" International Journal of Environmental Research and Public Health 17, no. 10: 3672. https://doi.org/10.3390/ijerph17103672

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Social Dialogue and Psychosocial Risk Management: Added Value of Manager and Employee Representative Agreement in Risk Perception and Awareness

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