Background: In healthcare, ensuring safety is crucial for quality care and patient outcomes. While research links leader–member exchange (LMX) quality to safety behavior, this remains understudied in healthcare. Our study explores LMX's long-term impact on safety behavior, proposing a model that includes the moderated mediating role of psychological safety and job satisfaction in the relationship between LMX and safety behaviors, regarding compliance (SCB) and participation (SPB). By identifying the mechanisms through which LMX influences safety behavior, this study can provide insights into the development of interventions that promote workplace safety and enhance the well-being of healthcare workers. Methods: We collected data from 325 Algerian healthcare workers across three public hospitals at three points. Through SmartPLS analysis, we used advanced features of Partial Least Squares Structural Equation Modeling (PLS-SEM) alongside PROCESS analysis to evaluate the relationships within our proposed model. Results: Our analysis found a significant association between higher LMX and increased job satisfaction that positively correlated with enhanced SCB adherence and mediated the LMX–SCB relationship. This relationship was strengthened with high psychological safety. Conclusion Our study emphasizes the crucial role of LMX quality in shaping safety behavior among Algerian healthcare workers, providing insights for cultivating a safety culture in healthcare settings, highlighting the significance of prioritizing LMX, JS, and PS to improve workplace safety and support healthcare worker well-being.

BACKGROUND: To elucidate the relationship between safety culture maturity and safety performance of a particular company. METHODS: To identify the factors that contribute to a safety culture, a survey questionnaire was created based mainly on the studies of Fernandez-Muniz et al. The survey was randomly distributed to 1000 employees of two oil companies and realized a rate of valid answer of 51%. Minitab 16 software was used and diverse tests, including the descriptive statistical analysis, factor analysis, reliability analysis, mean analysis, and correlation, were used for the analysis of data. Ten factors were extracted using the analysis of factor to represent safety culture and safety performance. RESULTS: The results of this study showed that the managers' commitment, training, incentives, communication, and employee involvement are the priority domains on which it is necessary to stress the effort of improvement, where they had all the descriptive average values lower than 3.0 at the level of Company B. Furthermore, the results also showed that the safety culture influences the safety performance of the company. Therefore, Company A with a good safety culture (the descriptive average values more than 4.0), is more successful than Company B in terms of accident rates. CONCLUSION: The comparison between the two petrochemical plants of the group Sonatrach confirms these results in which Company A, the managers of which are English and Norwegian, distinguishes itself by the maturity of their safety culture has significantly higher evaluations than the company B, who is constituted of Algerian staff, in terms of safety management practices and safety performance.
Motivation ; Surveys and Questionnaires ; Safety Management