**2. Literature Review**

#### *2.1. Safety Management and Safety Consciousness*

According to Barling et al. [11], safety consciousness consists of two components: the cognitive component and the behavioral component. This indicates that the idea goes beyond only being aware of safety risks and that taking necessary action is important too [31,32]. Furthermore, in the organizations, the modeling of behaviors depends upon demands put forth by the top managers. The managers emphasize the importance of health and safety policies and procedures and will inspire subordinates to ponder safety, hence increasing their safety consciousness [33]. Similarly, safety management requires clear communication of the health and safety policies. This requires the provision of training to the employees to enhance their subordinates' consciousness. Studies suggest that consciousness is an important predictor of safety behaviors.

The main goal of safety management is to prevent workplace injuries, illnesses, and deaths, as well as the suffering and financial hardships of the organizations [34]. The recommended practices use a proactive approach to managing workplace safety and health, instead of using the reactive ones, i.e., problems are addressed only after a worker is injured or becomes sick. These recommended practices recognize that finding and fixing hazards before they cause injury or illness is a far more effective approach [35].

The rate of accidents can be minimized through safety management and consciousness. This relationship forms a pattern that affects the well-being of all workers. The factor of luck may distort the pattern, but over a long period of time the pattern remains unchanged [36]. The employees are required to perform in a safer way that would not harm themselves and their co-workers [37]. Common causes of error may include time pressure, mental pressure, fatigue, being new to the task, distractions, and overconfidence.

The safety management practices enforced through safety policies, plans, procedures, training, and frequent safety communication enable people to avoid accidents [13,38]. The push to follow the safety practices from the managers adds to the consciousness. This consciousness as mindfulness brings positive results for individuals and organizations. Safety-conscious workers are more likely to notice potential risks, make unbiased judgments, and control their unsafe or risky behaviors [39,40]. Bahari [41] conducted a safety-related study and found that the employees' safety can be improved by employees' understanding of safety, knowledge about safety, and the skills necessary to ensure safety. Moreover, the management's attitude and actions toward safety were found to be crucial in improving organizational safety.

Accidents at work generally occur because of deficient knowledge or training, deficient supervision, and deficient procedures to carry out task safety [42]. The organizations can prevent the dangers via a safety policy implementation across the organization by setting safety objectives. This enables employees to achieve the set safety objectives, which directly means facing low risks and damage [43]. At the same time, preventive planning is a key to ensuring safety in organizations [44].

An effective way to promote safety management is safety communication. Pandit et al. [45] found safety communication to be an effective way of promoting safety management in the organization and poor safety communication can lead to disasters. It is also noted that when not only the managers but also the employees do not communicate frequently about the hazards involved in their work and possible preventive measures to be taken, this leads them to unexpected injuries. Safety training is equally important and enables employees to learn the relevant knowledge, skills, and abilities to tackle possible dangers [9]. The social systems theory posits that when components of a system combine and work in the same direction, they achieve a synergetic safety working (see Figure 1). Therefore, the hypothesis developed is:

**Hypothesis 1.** *There is a positive impact of safety management on safety consciousness*.

#### *2.2. Safety Management and Safety Climate*

Management concern for safety develops the safety climate. The safety climate is the perceptions and attitudes of the organization's workforce about surface features of the culture of safety in the organization at a given point in time [46]. Safety management is the adoption of practices to reduce errors, which fosters a safe climate in the organization. A better safety climate in an organization is associated with committing fewer errors and better outcomes.

Anticipated benefits would stem from the ability of organizations (use of safety practices) with strong safety climates to cultivate behaviors that enhance collective learning by addressing unproductive beliefs and attitudes about errors, their cause and cure [47].

According to Mearns et al. [48], the organizations that want safe operations have to ensure a safe climate. Research has focused on supervisors as role models for instilling safety awareness and supporting safe behavior [48]. Involvement of the workforce in safety-decision-making has also received attention [49]. These things require a consideration of the safety philosophy of upper management and the safety management system of the organization. Organizations with lower accident rates were characterized by the presence of upper managers who were personally involved in safety activities, the prioritization of safety in meetings and in decisions concerning work practices, and the thorough investigation of incidents [48,50]. The accumulation of the safety practices and compelling employees to follow the safety measures while at work makes a safety climate in the organization.

Guo et al. [51] noted that the climate can be developed through management emphasizing safety practices. A safety climate consists of social support, management safety commitment, knowledge of safety, and pressure of production. Management's commitment to safety has a direct relationship with social support [52]. Hence, management should establish clear policies on safety and safety issues that encourage people to follow safety standards. The present study posits that the managers with safety concerns will ensure the formulation of effective health and safety policies and procedures, provide necessary training on such policies and procedures, communicate performance standards, and promote a safety culture [53].

The safety climate is the shared perceptions of employees about the importance of safety within the organization. This is developed when the individual parts work together and develop a common sense of safety in the organization to make a system, as per social systems theory (see Figure 1). In the light of such arguments the hypothesis developed is:

### **Hypothesis 2.** *There is a positive impact of safety management on safety climate*.
