To be effective, a person employing influence tactics should do which of the following?

Highlights

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Rational persuasion [RP] and legitimating [LGT] were the most frequently used.

Pressure and personal appeals were the least frequently used tactics.

RP was the most effective tactic; LGT was less effective in influencing managers.

Knowledge, interpersonal skills, and experience enabled influence.

Organizational culture, leadership styles, and safety beliefs impede influence.

Abstract

Introduction: The ability to influence upwards and gain management commitment has been identified as an essential capability for safety professionals, yet little is known about managers’ perceptions of their subordinates use and effectiveness of influence tactics. This study utilizes intra-organizational influence theory to explore how safety professionals influence managers who are making important safety decisions. Method: Survey data were collected from managers [n = 145] on influence tactics used by safety professionals, perceived outcomes, and factors that promote and impede influence. Survey data from a previous study of safety professionals [n = 385] were used to compare the differences in perceptions between the two groups. Results: Managers perceive that the use of influence tactics provides explanation for safety professionals’ effectiveness, with rational persuasion being positively associated with influencing effectiveness, and personal appeals and legitimating being negatively associated with effectiveness. Certain factors [i.e., knowledge, understanding organizational context, interpersonal skills, and experience] were more frequently perceived by managers to enable influence, while others were more frequently reported as barriers [i.e., organizational culture, safety beliefs, and leadership styles of managers]. Managers and safety professionals agreed on many of these findings, although safety professionals reported a broader range of tactics as being effective than did managers. Conclusions: This study provides important contributions to understanding the upward influence behavior of safety professionals, and to our knowledge is the first study to report this behavior from the perspective of managers. Practical Applications: These findings may prompt safety professionals to reflect on current tactic usage and associated efficacy from managers’ perspectives. Safety professionals should also consider the culture of the organization, safety beliefs, and the leadership style of managers prior to influencing, as these factors may negatively impact influencing outcomes. Developing knowledge and skills in both technical and non-technical domains may enhance the strategic influence of safety professionals.

Keywords

Safety

Influence

Influence behaviour

Safety professionals

Professional practice

Cassandra Madigan is a Senior Lecturer in the School of Earth and Environmental Sciences, at The University of Queensland. Cassie has over 30 years of OHS and Human Resources experience having worked in senior positions in large Government organisations. Currently undertaking a PhD, her areas of research include organisational influence, OHS professional practice, OHS graduate capabilities, and teaching and assessment practices.

Dr Kelly Johnstone is an occupational hygienist and occupational health and safety [OHS] generalist with a focus on the protection of worker health. She is a Senior Lecturer in the School of Earth and Environmental Sciences, at The University of Queensland. Kelly has over 20 years of experience in a range of industries, including education, energy, construction, transport, and agriculture. She plays an active role within both the Australian Institute of Health and Safety [AIHS] and the Australian Institute of Occupational Hygienists [AIOH]. She is a Certified Chartered Generalist OHS Professional [AIHS] and Certified Occupational Hygienist [COH]. Kelly’s research interests are in applied projects in OHS management and occupational health hazards, including heat, noise, and hazardous chemicals.

Dr Kïrsten Way is Senior Lecturer and Program Director of the Master of Organisational Psychology at The University of Queensland where she conducts research on safety, the role of supervisors in conflict, psychosocial hazards, occupational stress, fatigue, injury management, and occupational health and wellbeing. Dr. Way is an Organisational Psychologist, Occupational Therapist, and Certified Professional Ergonomist. She has significant safety-related industry expertise having worked as the Director of a private consultancy and having held senior positions for Australian and UK OHS regulatory authorities. She has provided expertise to the Australian and UK Governments to assist in the development of numerous safety-related policy documents and legislative instruments.

Professor Mike Capra is an Emeritus professor of OHS at the University of Queensland. His major OHS interest has been in the potential harmful effects of chemicals in the workplace and he has worked with industry and state emergency services to minimise exposure to toxic chemicals. Prof Capra was a member of a group of academics and OHS professionals who developed the OHS Body of Knowledge in Australia, which is now used in the accreditation of University programs and the certification of OHS Professionals in Australia. He chaired the Australian OHS Education Accreditation Board for the first five years of its operation. He has also been involved the consultancies and the development and delivery of OHS programs in Mozambique, Vietnam, Malaysia. Singapore, Fiji and Samoa.

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