Online from: 2014
Subject Area: Human Resource Management
|Title:||No accident: health, well-being, performance … and danger|
|Author(s):||James Campbell Quick, (Goolsby Leadership Academy, The University of Texas at Arlington, Arlington, Texas, USA), Ann McFadyen, (Department of Management, The University of Texas at Arlington, Arlington, Texas, USA), Debra Lynn Nelson, (Department of Management, Oklahoma State University, Stillwater, Oklahoma, USA)|
|Citation:||James Campbell Quick, Ann McFadyen, Debra Lynn Nelson, (2014) "No accident: health, well-being, performance … and danger", Journal of Organizational Effectiveness: People and Performance, Vol. 1 Iss: 1, pp.98 - 119|
|Keywords:||Accidents, Leadership, Organization development, Stress|
|Article type:||Conceptual paper|
|DOI:||10.1108/JOEPP-01-2014-0006 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||The authors thank Marcus Butts, Sanjiv Sabherwal, Mahmut Yasar, Dean Rachel Croson, and other members of the Research Incubator Seminar on 13 November 2013 for critique and comment on an earlier version of this paper.|
Purpose – The purpose of this paper is to develop a theory of preventive health management for high-risk employees, who are the 1-3 percent with a propensity to become dangerous.
Design/methodology/approach – The paper reviews the literature and design a prevention model for high-risk employees that relies on primary, secondary, and tertiary surveillance indicators as well as prevention methods. The behaviors of these employees are often not accidental, even if not always intentional.
Findings – Primary prevention through organizational socialization and supervision can reduce emergence of high-risk employees. Early identification through secondary surveillance then prevention of incivility and deviance can deter escalation to violent behavior. When high-risk employees become dangerous and violent, tertiary prevention calls for containment, caregiving, forgiveness, and resilience.
Practical implications – The paper suggests that HR professionals can advance health, well-being, and performance while averting danger and violence by identifying and managing high-risk employees, anticipating their needs, and providing supportive resources and advising.
Originality/value – The paper applies public health prevention to deviant and violent employees.
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