Monday 14 July 2014

Degree of Participation of Public Industrial Joint Stock Companies in Jordan in Activities Relating to Accounting Social Responsibility


Degree of Participation of Public Industrial Joint Stock Companies in
Jordan in Activities Relating to Accounting Social Responsibility
Talal Souliman Jrairah1 & Suleiman Hussien Al-Beshtawi2
International Journal of Business and Management; Vol. 9, No. 7; 2014
ISSN 1833-3850 E-ISSN 1833-8119
Published by Canadian Center of Science and Education
111
 Associate professor, Accounting Dept., Jerash University, Jordan
2 Associate professor, Accounting Dept., AL-Israa University, Jordan
Correspondence: Suleiman Hussien Al-Beshtawi, Accounting Dept., AL-Israa University, Jordan. E-mail:
dr_sulieman@yahoo.com
Received: March 7, 2014 Accepted: May 11, 2014 Online Published: June 22, 2014
doi:10.5539/ijbm.v9n7p111 URL: http://dx.doi.org/10.5539/ijbm.v9n7p111
Abstract
The study aimed to identify the degree of participation on the part of the public industrial joint stock companies
in Jordan in activities related to social responsibility accounting, and to get to know the bases of applying it. To
achieve the purpose of the study, the two researchers designed a questionnaire and distributed it to the financial
managers and accountants in the public industrial joint stock companies in Jordan included in Amman financial
market during the month of May, 2013. The number of these managers and accountants was 81. Two
questionnaires were assigned for each company, so the number of questionnaires which were used for analytical
purposes was 98. (49 companies ×2). The study showed that these companies did participate in the activities
connected with the aspects of social responsibility accounting by using measures for applying them. However,
these aspects of accounting were not given the same amount of attention. For example, priority was given to the
quality of products and the protection of consumers; next came human resources and environment, while the
local community came last. In addition, the act of disclosing social responsibility often takes the form of
descriptive report within the framework of the annual financial reports.
The study suggested that a joint accounting model for social responsibility be designed where the elements of
social activities are ordered according to their importance and disclosed. The study also stressed the need to
develop a style for displaying financial lists that reveals bases and detailed information about social performance,
and the social activities performed by industrial companies.
Keywords: social responsibility accounting, protecting a consumer, human resources, environment, local
community
1. Introduction
The process of social responsibility accounting is considered to be an approach to the development of accounting.
This development arises from the increasing size and capabilities of the companies which exert a wide range of
financial economic and social influence. This has the effect of enhancing the social responsibility of these
companies. These companies have been held responsible for the environmental pollution they cause, and for the
comfort of their workers as well as for the protection of customers through improving the quality of products and
services. Social responsibility accounting has come into being as a result of the importance of information
associated with social responsibility of these companies to their future, and also as a result of more concern
shown to it by the financial report users. All these has caused accounting to shift from its traditional role of the
estimation of income, preparing and distributing reports and financial lists into a broad comprehensive role
through defining the participation of companies in activities related to social responsibilities, which greatly
contributes to the achievement of societal goals.
1.1 The Study Problem
The problem is centered around the degree of the participation of public industrial joint stock companies in
Jordan in the social role towards 5 surroundings: environment, human resources, consumer and society as a
whole. In the past two decades companies have paid much attention to their social role. So the aspects of the
problem can be summed up and as follows:
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 To what extent have public industrial joint stock companies in Jordan contributed to the maintenance of
environment as part of their social responsibility?
 To what extent have these companies been involved in the development of human resources within their
social responsibility?
 To what extent have these companies participated in serving the local community within their social
responsibility?
 To what extent have these companies contributed to the product quality and consumer protection within
their social responsibility?
 To what extent are the bases of applying social responsibility accounting provided by these companies?
1.2 Significance of Study
The study derived its significance from the topic it tackled, which is related to social responsibility accounting,
as industrial companies have to play a social role in addition to their economic role, considering the principle of
cost and benefit.
The study also derived its importance from the fact that companies are no longer assessed on profitability alone.
These companies no longer depend on establishing their reputation on their financial position alone, either.
Rather there have appeared new concepts that assist in creating an environment that can cope with technological
and administrative aspects. High among these is the concept of social responsibility.
Hence, this study, together with the results it will come up with, and the recommendations based on them will
benefit all the parties concerned by encouraging industrial companies to enhance their participation in all aspects
of social activities related to environment, human resources, as well as the protection of the local community and
consumers.
1.3 Aims of the Study
The study aimed to identify the extent to which public industrial joint stock companies in Jordan are involved in
activities connected with social responsibility accounting, and the possibility of applying them in these
companies. These aims can be realized through:
 Identifying the amount of contribution of these companies to environment maintenance.
 Identifying the extent to which these companies can participate in developing human resources.
 Identifying the extent to which these companies participate in serving the local community.
 Identifying the extent to which these companies can improve product quality and protect a consumer.
 Identifying the extent to which these principles of applying social responsibility accounting in public
industrial stock companies in Jordan are available.
2. The Article Framework for Social Responsibility Accounting and Previous Studies
The concept of social responsibility is counted to be a concept with deep roots in history dating back to long
centuries. The idea of social responsibility is not a new concept in the 20th century. Rather, it dates back to the
sixties of this century when the concept of social responsibility began to have broader dimensions. It was no
longer confined to voluntary activities or dimensions. Rather, it took the form of programmes, plans and
strategies (Asongu, 2007).
The concept of social responsibility has become more common and more important, and the term social
responsibility accounting has become a modern term that is used in accounting thought. (Scheldon) referred to
the responsibility of an organization as a social responsibility in the first place, and that in order for any
organization to survive, it has to be fully committed to its social responsibilities in all respects (Jarbou, 2007).
Therefore, social responsibility accounting is regarded as a mirror that reflects the degree of commitment of
enterprises to their social responsibilities whether this commitment is voluntary or legal (Laufer, 2003).
(Asongu, 2007) defined social responsibility as the relationship between the organization and the community it
works within. It emphasizes the commitments that an organization has to fulfill so that it can be considered an
example of good citizenship. The World Bank, however, defined social responsibility of the private sector
institutions as: being committed to the contribution to sustained development through the cooperation of their
employees with the local community as a whole, to improve the living standard of people in a way that serves
both business and development at the same time (World Bank, 2005).
The European Legation defined social responsibility as a concept in which an organization combines social and
environmental interests in its business transactions and dealings on a voluntary basis. (Abdul-Mutaal and Rifa'I,
2007) As for (Seider), he defines social responsibility as one o the elements of accounting in its broad sense; that
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is, it is an art or science which aims to measure and explain the activities and phenomena which originally have a
socio–economic nature (Al–Fadl et al., 2002).
The stronger motives for the organizational social responsibility lie in promoting self-interest, social investment,
transparency and trust, and high expectations of the public from companies (The association of Banks in Jordan,
2011).
The European legation determined two major dimensions in companies, namely; the internal and external
dimensions. The internal dimension is associated with the practices within the company which require
modification so as to include social responsibility practices. This dimension includes the management of human
resources, smoothness of work and hygienic measures. The health of an employee and safety standards have a
direct effect on productivity. The internal dimension also includes the element of managing environmental
effects, which necessitates less consumption, less waste of resources, and pollution caused by negative practices
of the company, as well as the necessity of environmental investment.
The external dimension is associated with the company's external environment, including local communities or
business companies (importers, customers, and sometimes competitors). This dimension also concerns with
keeping human rights, for these companies contribute to local communities via employments, training, pay rise,
advantages, and taxes.
The development in the accounting element has led to more interest in the social responsibility of the companies
in modern times. Organizations are held accountable for the environmental pollution they produce, in addition to
their responsibility for the workers’ well-being. They are also accountable for providing protection to their
customers through the improvement of the quality of services rendered to them. So there have been more and
more studies that aim to state social performance, standard of organizations, and the social impact of this
standard on preparing the reports and financial lists of social nature. Despite the fact that social responsibility
accounting has become a reality that can never be ignored by a company, researchers are not yet agreed on a
definite, clear definition of it.
(Al-Shirazy, 1990) defined social responsibility as a group of activities intended to measure and analyze the
social performance of a certain unit of accounting, and communicate this information to the specialist parties and
groups who are in need of it. This will help them in taking decisions and assessing the social role of the
organization. (Al Hussein, 2003) indicates that the aims of social responsibility accounting are exemplified in
measuring the net social contribution of an organization, assessing the social role of an organization, and
disclosing the activities carried out by an organization. Khalaf, (2009) notes that the most important advantages
of social responsibility accounting are: to enable an organization to estimate the production cost more accurately;
to determine the production cost appropriately; and to develop the company workers' awareness of health affairs
and vocational safety.
The concept of social responsibility accounting is viewed via three angles: first, looking at social accounting as
an extension or complement to the areas of financial accounting. This requires that financial lists should include
thorough data or information about social performance, and essential data about the economic performance of an
organization. Second, looking at social responsibility accounting with broader and more comprehensive
perspective as a comprehensive intellectual framework of accounting in general, rather than just a branch of
financial accounting; finally, viewing social responsibility accounting as a unique concept which has its own
particularities within the general framework of accounting, as in the case of financial administrative and cost
accounting. The system of social responsibility accounting also has its own characteristics that make it similar to
other systems of accounting (Matar & Suwaiti, 2008).
As for the measurement of social responsibility which is represented by identifying exchange processes, or
activities with social implications, is considered the most difficult problem affecting the current intellectual
framework of accounting. The main reason for this difficulty lie in the difficulty of measuring social activities,
for some of these activities have no definite financial value. This has the effect of ignoring them or just
disclosing them through some observations about financial lists. This case is similar to the procedures taken by
an economic unit to protect a consumer from misusing the products, or monitoring pollution. Hence, the
difficulty of measuring the effect of social exchanges impedes the process of measuring them (Khalaf, 2009). It
is noticed that writers are not agreed on accounting standards that can be relied on when disclosing the effects of
the different items of social responsibility related to the economic unit. Most attempts aimed to provide a sound
basis for providing the information and data connected with these activities. The American Accountants
Association found that these standards can be represented by:
Primary: represented by suitability, being unbiased and understandability.
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Secondary: represented by proper timing, achievability, comparability and brevity.
Additional considerations: represented by the significance of data, centralization, caution, acceptance, right to
objection, consistency, quantity measure, cash measure, permanent test and possibility of assessment.
Among the styles which are suggested for disclosing social activities (Al sharairi & Al mornani, 2006) are:
 The style of enlisting social activities in a report which is separate from financial reports. This report
includes the sums of money spent on each social activity, and displayed with the financial lists simultaneously,
but it does not include the benefits behind these activities.
 The style of enlisting social activities within financial lists without resorting to cost analysis and activity
benefits. The report in this case takes a descriptive form devoid of financial values. The social activities in this
sort of style are categorized into four groups: employees or human resources, environment, community, and
consumers.
 The style of displaying social activities within the financial lists, showing all the sums of money spent on
each activity. This style depends on disclosing quantity information, activities achieved, and the measurements
of benefits gained from these activities as compared to the sums of money spent.
 The style of displaying social activities separate from financial lists, here the list includes costs and social
benefits. This list is called the social impact list in which benefits, costs, net deficit, or the social surplus gained
for the community.
we can be disclosed through an investigation into the accounting thought and the practical application in relation
to the process of disclosing this information about social activities which economic enterprises follows, it turns
out that there are two ways :
Separation: enlisting information linked with the social responsibility accounting in lists separate from financial
accounting.
Combining: This way is based on combining the information about social responsibility accounting with the
traditional information of financial accounting within the financial lists. (Al Qadi & Hamdan, 2001)
2.1 Previous Studies
The study of (Ziyoud, 2013): This study aimed to find out the extent of Jordan Banks commitment to their social
responsibility towards the external and internal surroundings of their workers. The study hypothesis was applied
to 15 banks between 2008 and 2010. The study concluded that banks take a responsibility for the local
community as part o their plans and policies aiming at achieving sustained development as for as the internal
dimension is concerned, it turned out that the sum of money spent on workers were insufficient and that the
workers were not trained and developed as should be.
The study of (Al Farah & Al Hindawi, 2011): The study aimed to find out the degree of the disclosure of the
social responsibility elements in the annual company reports of the Jordan industrial companies subsumed under
Amman Stock Exchange, for the years 2007 and 2008. The study also aimed to identify the effect of the assets
and sales 'size on the degree of accentuating the social responsibility elements. The study consisted of 72
industrial companies. It was found out that there was a variation in terms of the level of the disclosure of social
responsibility elements between companies. The highest percentage of disclosure went to the environment
preservation. The findings of the size of assets and sales had no statistically significant impact on the level of
social disclosure.
The study of (Mishra & Suar, 2010): This study aimed to check whether the companies social responsibility has
an impact on financial and non- financial performance. So a questionnaire was distributed to 150 consecutive
principals at the Indian industrial companies. As for as the information concerning financial performance, this
was obtained from secondary resources. Social responsibility was assessed on the basis that people concerned
with social responsibility consist of 6 groups: employees, agents, investors, community, environment and
suppliers. The results showed that the social responsibility of the companies subsumed under the financial
market were better than companies outside the markets, the thing which positively reflects on their financial
performance. Therefore, companies that disclose their social responsibility enjoy better financial performance.
The study of (Rahahleh & Sharairi, 2008): The study emphasized the degree to which industrial estates apply
and understand the concept of social responsibility accounting to achieve this purpose; the study employed the
descriptive approach as well as secondary information from specialized studies. The study population consisted
of 107 companies. Questionnaire was distributed to these companies. The study showed that these companies
were not fully aware of the concept of social responsibility except for certain phenomena, and that the concept
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was not fully applied except in certain aspects. The study recommended that social performance at industrial
companies has to be considered and given weight the study also recommended holding training courses and
workshops, for workers about the social responsibility accounting. Attention has to be given to the measurement
of social costs benefits and disclosure.
The study of (Jarbou, 2007): This research aimed to find out whether there are business organizations concerned
with social responsibility in Gaza strip. To achieve the practical aspects of the study, a questionnaire based on
the previous studies and theoretical framework was designed. The questionnaire was distributed to financial
managers and company accountants. The results of the study showed that social responsibility accounting has
not been given enough attention by vocational societies for accounting and reviewing. The results also showed
that the general framework of social responsibility is not well–defined and its dimensions have not been
decisively agreed on to date. The study also showed that social responsibility accounting for these enterprises is
an activity that can be defined in terms of its types, areas, aims and variations, and finally this activity can be
measured and its results can be objectively disclosed.
The study of (Smith, 2007): this study aimed to discuss Maurice Stans writings and observations which he had
gathered in his capacity as an expert in accountancy and the principal of the American Institute for Accountancy.
The study concluded that the disclosure of the activities of social accounting in financial reports will lead to
more clarity as to the nature of company work, in addition to the reliability of these reports.
Study of (Sharairi & Mamani, 2006): This study aimed to find out the extent of Jordan Industrial companies
'participation in social activities and environment protection through field researches, to investigate the
possibility of playing the required role towards community by these companies, to disclose the role of the
statement of social activities the company provides through accountancy, and to examine the ability of joint
stock companies to render services to the local community in terms of unemployment, fighting poverty and
health care. The study concluded that industrial companies in Jordan care for environment, fight poverty and
unemployment, render medical and industrial services to the local community. In addition to this, these
companies disclose these social services at different proportions from one activity to another through the
accountancy statements.
2.2 Characteristics of This Study
This study differs from previous studies in that it focuses on:
 The contribution of the public industrial stock companies in Jordan to the activities associated with social
responsibility accounting, and the relative importance of these areas.
 The degree of these companies' commitment to the disclosure of social responsibility activities in their
financial lists.
 The basis of applying accounting to social responsibility through a system of accounting which can
measure social performance and through the government laws, rules and legislation related to social
responsibility and the extent of the companies' commitment to applying them.
3. Study Hypothesis
According to the theoretical framework and previous studies, and in order to answer the questions raised in the
study problem, the following hypotheses were formulated:
 The First Hypothesis: Public industrial stock companies in Jordan do not pay attention to environment as
part of their social responsibilities.
 The Second Hypothesis: Public industrial stock companies in Jordan do not contribute to the development
of human resources within their social responsibilities.
 The Third Hypothesis: Public industrial stock companies in Jordan do not contribute to serving the local
community within their social responsibilities.
 The Fourth Hypothesis: Public industrial stock companies in Jordan do not participate in improving product
quality and consumer protection as part of their social responsibilities.
 The Fifth Hypothesis: Public industrial stock companies in Jordan lack.
4. The Study Approach
4.1 Population and Sample of the Study
The population of the study consists of the public industrial stock companies in Jordan, numbering 81, which
were subsumed under Amman Market for securities. The sample size was 57 companies after excluding the
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companies going into liquidation and companies which ignored the questionnaire. The questionnaire was
distributed to the financial managers and accountants, 2 questionnaires to each company. The number of the
questionnaires which were valid and accredited was 98(49 companies× 2), a percentage of (60. 49%) of the study
population.
4.2 Data Resources
This study was based on two types of data: secondary data, represented by library contents, such as researches,
studies published in periodicals, scientific journals and books relevant to the study subject. The other data was
directly gathered Via field visits to Jordan industrial companies where two questionnaires designed by the
researchers were distributed and completed.
4.3 Data Gathering Instrument
An instrument for gathering data (a questionnaire) based on published literature about social responsibility
accounting: this questionnaire was offered to some teaching staff members in the accounting department to be
assessed and developed, and a number of financial managers and accountants in some companies were also
consulted to achieve the highest degree of accuracy and objectivity so that the questionnaire results could be
acceptable and reliable.
Table 1 states the questionnaire sections and the questions measuring each study variable.
Table 1. The questionnaire sections and study variables
Section Variable Questions measuring–variable
One - Qualification
- Specialization
- Job Description
- Work Experiences In The Present Job
1
2
3
4
Two Protecting Environment 1-8
Developing Human Resources 9-18
Serving Local Community 19-24
Protecting Customers 25-31
Application Bases 32-41
4.4 Statistical Analysis Styles
In the study, two styles of statistics were adopted: analytical statistics and descriptive statistics. These were
intended to point out the extent to which public industrial stock companies in Jordan participate in activities
related to areas of social responsibility accounting. Statistical package for the social sciences (SPSS) was used to
extract the result associated with the statistical style being used in the study, namely:
Description statistics: in which the percentage of frequencies of comparison between the dimensions measuring
the study variables were employed together with the mean.
Compare Means: The one sample T-test aiming to disclose a significant difference of the mean of the community,
from which the sample was drawn, from a fixed value, limited to the value (3) in the study.
4.5 Reliability of the Study Instrument
To test the instrument reliability, Chronbach’s alpha coefficient of internal consistency between the
questionnaire items was estimated, in addition, split–half method of estimating reliability according to
Spearman–Brown formula was used as well the value of Cronbach’s coefficient between all the questionnaire
items amounted to (0.8358), and the value reliability according to spearman–brawn formula was (0.7336). These
values indicate the reliability of the study instrument. Table (2) shows the reliability coefficients of the study
variables.
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Table 2. Reliability coefficients of the study variables
Items Variables Cronbach’s Alpha Spearman–Brown
1-8 Environment protection 0.8420 0.7424
9-18 Human resources development 0.8071 0.8001
19-24 Local community services 0.7249 0.6989
25-31 Consumer protection 0.7750 0.7220
32-41 Bases of application 0.8258 0.7106
1-41 Reliability general rates 0.838 0.7336
To test the measure the study questionnaire, the degree of approval was divided into three levels: high, medium,
low according to the measure: (5-1)/3=1.33 that is the class length, so the classes were divided as follows:
Degree of Approved Mean
High 3.68 -5.00
Medium 2.34 – 3.67
Low 1.00 – 2.33
4.6 Properties of the Study Sample
Table 3. Shows the properties of the study sample respondents
No. Variable Responses Number Percentage
1. Qualification
Diploma& community college and below 29 29.59%
Bachelors’ degree 54 55.10%
Master’s degree 12 12.24%
Doctor of philosophy 3 3.06%
Total 98 100%
2. Specialization
Accounting 58 59.18%
Business administration 21 21.43%
Financial & banking sciences 13 13.27%
Economics 2 2.04%
Another specialization 4 4.08%
Total 98 100%
3 Job description
Financial manager 49 50%
Accountant 49 50%
Total 98 100%
4 Work experience
Less than 3 years 8 8.16%
From 3–less than 6 26 26.53%
From 6–less than 9 37 37.76%
From 9–less than 12 16 16.33%
12 years more 11 11.22%
Total 98 100%
Table 3, as we see, shows that (55.10%) of the respondents are BA holders, so most of the sample members are
well – qualified. The responses associated with specialization were centered around accounting (59.18 %). This
is a positive indication of the member’s ability to understand the study subject.
The reliability of the result is enhanced by the fact that the respondents enjoy high experience in their present job,
the percentage of respondents who have less than 6 years is (37.76 % + 16.33 % + 11.22% ) =65.31%.
4.7 Testing the Hypothesis
4.7.1 The First Hypothesis
Public industrial stock companies in Jordan do not participate in protecting the environment as part of their
social responsibility.
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This hypothesis was tested through the first 8 questions of the questionnaire (1-8). Table (4) states the result of
the statistical analysis associated with the contribution of public industrial stock companies in Jordan to the
protection of environment.
Table 4. Results of the study sample response about the extent to which public industrial stock companies in
Jordan contribute to the protection of environment
No. Item Mean
Standard
deviation
Order
Approval
degree
1
Companies participate in environment protection programmers
and pollution reduction
3.96 1.28 1 High
2
Companies set up divisions or offices responsible for reducing
environmental pollution
1.98 1.10 8 Low
3 Companies use machines which cause less pollution 3.12 1.23 5 Medium
4 Companies use more economical machines for environment 3.06 1.18 6 Medium
5
Companies conduct researches and studies to reduce industrial
pollution
2.31 1.07 7 Low
6
Companies recycle production outputs and waste and treat
them to reduce environment damage
3.86 1.06 3 High
7 Companies beautify and plant trees in the surrounding areas 3.88 1.00 2 High
8
Companies provide guidance, and help reduce natural
resources consumption
3.71 0.85 4 High
In total Items related to the protection of environment 3.24 0.55 - medium
Table 4 shows that the sample members responses (1), (7), (6) had high means (3.96, 3.88, 3.86) (high approval)
and with the standard deviation (1.28, 1.00, 1.06) This indicates that the sample companies participate in
customer protection programmes, plant and beautify the surrounding areas, and recycle and treat production
waste.
Items (2, 5) had low means (1.98, 2.31), respectively (low approval) and with the standard deviation (1.10, 1.07)
and this means that the sample companies have no divisions or officers which are responsible in an actual and
independent way for environmental pollution. It also means that there are serious researches addressing
environmental pollution. The other questionnaire items had an approval degree ranging from medium to high.
In general, the data analysis results related to this hypothesis show that the contribution of public industrial stock
companies in Jordan to environmental protection was medium the means of the whole question was ( 3.24 ) and
the standard deviation was (0.55), which indicates clear agreement and lack of variation between the
respondents' answers.
In order to verify the statistical significance of the results above and test the first hypothesis, the one–sample
T–test was employed.
Table 5. Illustrates the results of the first hypothesis
Variable T tabulated T calculated
Statistical
significance
Degree of
freedom
Hypothesis test result
Environment
protection
1.660 5.511 0.000 97 Rejection
Note. *Statistically significant differences at level (0.05); *Significance level does not exactly equal o, but approximately 0, but the computer
does not display the number which is less than zero after the third place.
The result tests in Table 5 indicate that the T calculated value (5.511) is higher than the T tabulated value (1.660)
and that its significant level is (0.000) and since the decision base indicates the acceptance of the null hypothesis
if the value of T accepted is less than that of T tabulated and the Rejection of the null hypothesis if the value of T
accepted is greater than that of the T tabulated, the null hypothesis will be rejected and the alternative one is
accepted. The alternative hypothesis states that public industrial stock companies in Jordan do contribute to
environment protection.
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4.7.2 The Second Hypothesis
Public industrial stock companies in Jordan do not contribute to their human resources as part of their social
responsibility.
This hypothesis was tested depending on the question (9–18) of the questionnaire; Table (6) illustrates the results
of the statistical analysis of the questions associated with the development of human resources.
Table 6. Results of the sample study responses concerning the extent to which public industrial stock companies
in Jordan contribute to human resources
No. Items Mean
Standard
deviation
Order
Approval
degree
9
The companies provide appropriate working conditions and
leisure time to their workers
3.98 0.99 4 High
10
The companies adopt fair bases of salaries, promotion and
incentives according to the workers abilities and contribution
4.01 0.90 3 High
11 The companies contribute to the education of workers' children 2.32 0.94 7 Low
12
The companies organize training courses to promote workers
skills and improve their job performance
3.91 0.87 5 High
13 The companies provide transportation for workers 4.48 0.63 1 High
14 The companies provide accommodation for workers 2.28 1.69 10 Low
15 The companies help provide health insurance system for workers 4.41 0.70 2 High
16
The companies provide a system of insurance and pension for
workers
2.30 0.96 8 Low
17 The companies form sports team from their workers 2.30 0.96 8 Low
18
The companies involve their workers in social and recreational
programmers outside working hours
2.29 1.16 9 Low
In total Items associated with human resources development 3.37 0.05 medium
As we can see Table 6 shows that the approval level according to the sample members responses to items (13.15)
was high, with the means (4.48, 4.4) and standard deviation (0.63, 0.70), respectively. This indicates that the
sample companies give considerable attention to health insurance and transport.
Item (10) has a mean as high as (4.01) and a standard deviation of (0.90), which means that stock companies
adopt fair systems of salaries, promotion and incentives. Item (9) has a mean of (3.98 ) ( high approval ) and a
standard deviation of (0.99), which emphasizes that providing suitable working conditions, costly though,
enhances the efficiency of productivity and increases the company income as a result. In contrast, items (14, 18,
17, 11) have low means (2.28, 2.29, 2.30, 2.32) respectively with a low level of approval. This is due to the fact
that some companies believe that securing accommodation, organizing recreational activities, forming sports
teams, and providing education for workers' children do not benefit the company and are just extra expenses.
These activities, in fact, enhance workers pride and trust in the company, and considered to be in the meanwhile
an indirect propaganda to the company. The other items, however, were close to one another and with a higher
approval level.
To verify the statistical significance of the result above, and to test the second hypothesis, the One-sample T-test
was used. Table 7 illustrates the results of the second of hypothesis test.
Table 7. Result of the second hypothesis T–test
Variable T tabulated T calculated
Statistical
significance
Degree of
freedom
Hypothesis test
result
Human resources 1.660 12.227 0.000 97 rejection
T–Test results (Table 7) show that the value of T calculated (12.227) is greater than that of T tabulated (1.660)
and its statistical significance (0.000); and accordingly, the null hypothesis is rejected and the alternative one is
accepted. The latter result states that public industrial stock companies in Jordan do contribute to human
resources development.
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4.7.3 The Third Hypothesis
Public industrial stock companies in Jordan do not participate in local community services as part of their social
responsibilities.
This hypothesis was tested depending on the question (19–24) of the questionnaire. Table 8 illustrates the
statistical analysis of the questions associated with local community service.
Table 8. Results of the study sample responses around the extent to which public industrial stock companies in
Jordan periapt in local community service
No. Item Mean
Standard
Deviations
Order
Approval
level
19
The companies support educational institutions, health facilities,
and sport clubs
3.71 1.49 2 High
20 The companies donate money to charities and cooperative societies 3.69 0.74 3 High
21 The companies carry out projects in poorer areas 2.26 1.50 6 Low
22
The companies help in training university and college students
during and after their study
3.81 0.92 1 High
23 the companies employ workers with special requirements 3.06 1.00 4 Medium
24
The companies set plans and programs to reduce poverty.
unemployment and illiteracy
2.28 1.01 5 Low
In total The items associated with local community service 3.14 0.61 - medium
Table 8, as you can see shows that the sample members’ responses to items (22, 19, 20) had greater means (3.81,
3.71, 3.69) and receptivity. These items are linked with the companies’ acceptance of training university and
college students, supporting educational institutions health facilities, 16 sports clubs, and donation to charities.
This means that companies accept taking responsibility for developing their relationship with the local
community. In contrast, items (21, 24) relating to the establishment of projects in poor areas and setting plans
and programmers to reduce poverty, unemployment and illiteracy won low level of approval as their means
indicate (2.26, 2.28),respectively with the standard deviations (1.50, 1.01)
To verify the statistical significance of the results above and to test the third hypothesis, the one–sample. T–Test
was employed. Table 9 illustrates the results of the third hypothesis.
Table 9. Results of the third hypothesis based m T-test
Variable T tabulated T calculated
Statistical
significance
Degree of
freedom
Hypothesis test
result
Local community 1.660 4.579 0.000 97 refusal
The result of the test in Table 9 show that the value of the T calculated (4.579) is higher than that of T tabulated
(1.660) whose statistical significance is (0.000). Therefore the null hypothesis is rejected and the alternative one
is accepted. The latter hypothesis states that public industrial joint stock companies in Jordan contributed to the
service of local community.
4.7.4 The Fourth Hypothesis
Public industrial stock companies in Jordan do not help in the improvement of product quality and consumer
protection as part of their social responsibilities.
This hypothesis was tested depending on the questions (from 25 to 31) of the questionnaire. Table (10) illustrates
the results of the statistical analysis of the questions linked with product quality improvement and consumer
protection.
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Table 10. Results of study sample responses concerning the extent to which public industrial stock companies in
Jordan contribute to product quality improvement and consumer protection
No. Item Mean
Standard
deviation
Order
Approval
level
25 The companies produce high quality products 3.81 1.21 3 High
26
The products have clear directions showing their contents, their
way of use, and their validity
3.74 1.49 5 High
27
The companies respond to the customers' complaints and
suggestions
3.68 0.98 6 High
28 The companies stick to the consumer protection legislation 3.76 1.30 4 High
29
The companies produce a variety of goods and services in
response to customers’ needs
3.68 1.00 7 High
30
Te companies lunch advertising campaigns to introduce the
properties of a product and how it is used
4.11 0.84 1 High
31
The companies do marketing research to determine customers’
needs
4.06 0.82 2 high
In total The items related to product quality improvement and
customer protection
3.83 0.64 - high
Table 10, as we see, shows that : the items connected with product quality improvement and consumer protection
all have great means, and this means that there is almost a general agreement among the sample companies that
they are responsible for everything and that these companies exert their responsible role towards customers. This,
of course, indicate that companies view customers as the market on which their success or failure depends.
Hence, consumer satisfaction is considered as the companies' chief aims.
In order to verify the statistical significance of the results above and to test the fourth hypothesis, the one-sample
t-test was employed. Table 11 illustrates the results of the fourth hypothesis.
Table 11. Results of the fourth hypothesis T-test
Variable T Tabulated T Calculated
Statistical
Significance
Degree Of
Freedom
Hypothesis Test
Result
Consumer
Protection
1.660 12.971 0.000 97 Rejection
The result of the test Table 11 show that the value of T calculated (12.971) is greater than that of T tabulated
(1.660) whose statistical significance is (0.000) and accordingly, the null hypothesis is rejected. The latter
hypothesis states that public industrial stock companies in Jordan contribute to product quality improvement and
customer protection.
4.7.5 The Fifth Hypothesis
Public industrial stock companions in Jordan do not have bases for applying social responsibility accounting.
This hypothesis was tested through the questions (from 32 to 41) of the questionnaire. Table 12 illustrates the
statistical analysis results of the questions related to the degree of the availability of applying bases for social
responsibility accounting in public industrial stock companies in Jordan.
Table 12. Results of the study sample responses about the availability degree of applying bases for social
responsibility accounting in public industrial stock companies in Jordan
No. Item Mean
Standard
deviation
Order
Approval
level
32 The companies disclose the costs and social returns of their activity 2.31 1.06 6 Low
33
The companies are fully aware of social responsibility in its broad
sense
4.04 0.85 3 High
34
The difficulty in measuring costs and social benefits makes it difficult
for companies to apply
3.84 0.88 4 High
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35
The accounting system applied by the companies is able to measure
social performance
2.25 1.33 10 Low
36
The companies disclose social responsibility data within their financial
lists
2.27 1.34 8 Low
37
The companies disclose a description of social responsibility data in the
appendices accompanied with published financial lists
1.17 0.53 2 High
38
The commitment of companies to laws, regulations and government
legislation is considered the only way to guarantee the application of
social responsibility accounting
4.42 0.72 1 High
39
There is a uniform model for disclosing social activities accounting
applied by all companies
2.32 1.06 5 Low
40
The best way of disclosing social activity accounting is giving freedom
to a company to chose the optimum way of disclosure
2.26 1.12 9 Low
41
The financial returns expected from the company's disclosure of its
social activates are higher than the cost of disclosing them
2.30 1.06 7 low
In total The items relating to the availability degree of applying bases 3.02 0.52 - medium
Table 12, as we see, shows that the sample members responses to item (38) had the greatest mean (4.42) (high
approval level), and with a standard deviation (0.72). This means that the application of social responsibility
accounting requires legal legislation, and this necessitates updating, laws, rules and legislation concerning the
rendering and activating social services on the part of the companies to be able to provide the social services and
disclosing them in accounting. This, of course, enhances companies' interest in social performance, and
measuring it in terms of quality and quantity. The sample members ' response to item (37) showed a mean of
(4.17) (high approval level) and a standard deviation of (0.53) and this indicates that the disclosure of social
responsibility accounting often takes the form of a descriptive report within the annual financial reports with the
help of some simple figures and proportions.
The sample members ' responses to items (35, 40, 36, 41, 32, 39) showed low means (2.25, 2.26, 2.27, 2.30, 2.31,
2.32), respectively. This indicates that:
 The outputs of current accounting systems adopted by companies are still incapable of disclosing the costs
and benefits of social responsibility.
 The expected financial returns due to the disclosure of industrial companies of their social activities are
often less than the costs being disclosed. The reason according to industrial companies is that social
responsibility is not profitable. Rather, it is a moral commitment, and social activities often have no financial
returns.
 Difficulty in measuring financial data related to costs and social benefits. There are real accounting
problems which can hardly be measured. The result is that the integration of social information with financial
data becomes a more complicated process.
 There is a real commitment to a uniform accounting model, which stresses the need of setting a uniform
social accounting model to be applied in all companies, which is easy to understand and apply with acceptable
cost.
In order to verify the statistical significance of the results above, and test the fifth hypothesis, the One- sample
T-test was employed. Table (13) illustrates the results of the fifth hypothesis test.
Table 13. Results of the fifth hypothesis T-test
Variable T tabulated T calculated
Statistical
significance
D.F.
Hypothesis test
result
Applying bases 1.660 5.308 0.000 97 rejection
The test results in Table 13 show that the value of T calculated (5.308) is greater them that of T tabulated (1.660)
with the significance level (0.000) Hence, the null hypothesis is rejected and the alternative hypothesis is
accepted. The latter hypothesis states that public industrial stock companies in Jordan do have the bases for
applying social responsibility accounting.
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5. Results
In the light of the theoretical framework data analysis and hypothesis tests the following results:
1) Public industrial stock companies in Jordan contribute to activities related to social responsibility areas.
However, these areas of social responsibility were not given the same weight. Priority was given to product
quality and consumer protection, than came human resources and environment, and finally came local
community:
 Product quality improvement and consumer production came first with a total mean (3.83) and standard
deviation (0.64) high approval; this of course reflects the importance of a consumer from the company's view
point. They are viewed as the market on which the company's survival depends. Hence, one of the company's
major goals is to satisfy the customer's needs.
 Human resources development came second with a total mean (3.37) and standard deviation (0.50). This
stresses the fact that companies have fair bases for salaries, promotion and incentives, and provide appropriate
working conditions for workers. This contributes to workers' satisfaction and psychological stability, which, in
turn, benefits both the company and the workers. However, companies do not pay enough attention to forming
sport teams, educating workers’ children and carrying out recreational programmers. These are considered to be
extra costs from the viewpoint of these companies. This activity, in fact, enhances workers' trust and pride in
their company and act as indirect promotional advertising to the company.
 Environment pollution came third with a total meal (3,24) and standard deviation (0,55) this was
represented by the company’s contribution to environmental pollution programmes, beautification and
afforestation of the surrounding areas, and treatment and cycling production waste. However, there were no
departments or offices responsible for pollution reduction and there was rather a scarcity of research associated
with environmental pollution.
 Local community service came fourth with a total mean (3,14) and standard deviation (0,61). Companies
showed interest in teaching university and college students, supporting educational institutions and health
facilities, donating money to charities. In general, companies showed less attention to this area than other areas,
the thing which may be due to the fact that these companies consider local community service part of the state's
responsibility in general.
2) The availability of laws, systems and legislation is considered to be an essential factor that ensures the
application of social responsibility accounting.
3) The accounting disclosure of social responsibility areas often takes the form of a descriptive report within
the annual financial reports, with the help of some simple figures and proportions.
4) There is difficulty in measuring the financial data related to cost and social benefits, and this is reflected by
accounting problems that can hardly be measured. This is due to various variations, some of which can be
measured in terms of quantity and some can't. This has the effect of making the process of integrating social and
financial information more complicated.
5) Lack of a uniform social accounting model, though there is a uniform disclosure of social activities.
However, each company has its own way of disclosure. This is due to the lack of unified efforts on the part of all
parties to establish a general framework for social responsibility accounting.
6) Public industrial stock companies in Jordan have requirements for applying social responsibility accounting,
and the total mean which amounted to (3.02) indicates this fact and emphasizes the possibility of applying it.
6. Recommendations
About the results, the two researchers recommend the following:
 Designing and disclosing one accounting model for social responsibility accounting which illustrates social
activities according to their importance.
 The necessity for developing the way financial lists are directed to include detailed and essential data about
the industrial companies' social performance this has the effect of making the company's nature of work
clearer and contributing to the reliability of these reports.
 Social activities influence the results of the company's economic activity. This must be reflected through
financial lists; otherwise, these results will be misleading.
 The need of developing the university academic syllabuses in terms of teaching social responsibility
accounting so that costs and social benefits can be measured.
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 The necessity for updating the legislation concerned with rendering and activating social services on the
part of companies, so that these companies can enhance their ability to provide social services and disclose
them in accounting.
 The necessity for developing the disclosure of social responsibility accounting to be a financial, quantitative
one.
 The necessity of setting a special body of legal laws which aim to enhance the commitment level of
applying social responsibility accounting.
 Organizing workshops and training courses for the industrial companies' workers about social responsibility
accounting.
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Copyrights
Copyright for this article is retained by the author(s), with first publication rights granted to the journal.
This is an open-access article distributed under the terms and conditions of the Creative Commons Attribution
license (http://creativecommons.org/licenses/by/3.0/).

An Integrated Approach to Promoting Innovation in an Organization


An Integrated Approach to Promoting Innovation in an Organization
Mohammad Essawi1 & Oleg Tilchin1
International Journal of Business and Management; Vol. 9, No. 7; 2014
ISSN 1833-3850 E-ISSN 1833-8119
Published by Canadian Center of Science and Education
70
1 Al-Qasemi Academic College of Education, Baqa El-Gharbieh, Israel
Correspondence: Oleg Tilchin, Academic College of Education P.O. Box 124, Baqa El-Gharbieh 30100, Israel.
E-mail: otilchyn@yahoo.com
Received: March 24, 2014 Accepted: May 28, 2014 Online Published: June 22, 2014
doi:10.5539/ijbm.v9n7p70 URL: http://dx.doi.org/10.5539/ijbm.v9n7p70
Abstract
The suggested approach promotes innovation in organizations through construction and coordinated use of an
accountability system, combined assessment system, and adaptive reward system. The approach provides the
involvement of the largest possible number of employees in the creation and assessment of the innovation
proposals. First, managers determine the possible directions for attaining the desired organizational result, form
the reward conditions aimed at intensification of collaborative innovational activity of employees, and inform the
employees about these conditions. Next, the submission of innovation proposals by employees is realized. Then,
the submission process is managed. Next, the combined assessment of the employees’ proposals is realized. The
assessment involves managers and peer assessments of the proposals, and assessments of the willingness to
collaborate in building innovations. It allows calculation of the proposal weight, which is determined as a sum of
its coefficient of significance and a coefficient of collaboration. Next, the most preferable course of action, and
the key employees who can attain the desired result are determined. Next, accountability at different levels for
building innovations is set, owing to the presented innovation proposals. The extent of accountability of the
employee conforms to the proposal weight. The greater extent of the accountability is set for the key employee.
Finally, the adaptive rewarding of employees is accomplished. Innovation rewards are divided according to the
proposals’ weight. Adaptability of reward is reached by adjustment of reward size in accordance with the
dynamics of creating the innovation proposals, the extent of accountability of the employees, and the roles of
employees in the assessment of peer proposals.
Keywords: innovation, assessment, accountability, rewarding an organization
1. Introduction
Survival of an organization in a modern dynamic and competitive environment requires continuous improvement
of organizational performance. It can be attained through creating an innovation culture directed towards
developing the innovation capability of the organization (Lawson & Samson, 2001; Horibe, 2009). The
innovation capability of the organization provides for the possibility of innovation activity aimed at
“development and implementation of new ideas by people who over time engage in transactions with others
within an institutional order” (Van de Ven, 1986). An innovation is a result of realizing an innovation process
(Poole, Van de Ven, Dooley, & Holmes, 2000; Jones, 2012).
The innovation process can be presented by the following phases: determining strategic directions to improve
organizational performance; creating innovation proposals according to specified directions; choice of the most
effective proposals following assessments; and building innovations on the basis of these proposals.
Promotion of innovation can be attained through use of different mechanisms of innovation management (Bettina
von Stamm, 2008; Shephard & Ahmed, 2010; Ettlie, 2011; Tidd & Bessant, 2013). One applicable mechanism is
the knowledge management (KM) mechanism (Rodney, 2000). The central problem of KM consists in
management of tacit knowledge, its conversion in explicit knowledge, and knowledge sharing among employees
(Nonaka, 1994; Botha & Snyman, 2008; Dawson & Andriopoulos, 2014). Tacit knowledge is experience-based
knowledge embodied in people (Sternberg & Horvath, 1999). Explicit knowledge can be found in documents
(Wellman, 2009). The most valuable knowledge is tacit knowledge (Hislop, 2009; Dalker, 2011). This type of
knowledge promotes innovation and sustains competitive advantage (Gamble & Blackwell, 2001; Wellman, 2009).
However, management of tacit knowledge is extremely problematic.
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The culture of organizations can have a negative influence on innovation because of the presence of an obstacle
in knowledge sharing among employees through the organization. The obstacle is caused by rigid organizational
structure, and restriction of employees that prevents them from experimenting with new ways of thinking and
acting. However, organizations should possess a culture providing motivation for innovation with the help of an
appropriate reward system (Nacinovic, Galetic & Cavlek, 2009; Glasberg & Ouerghemi, 2011).
A significant element of promoting innovation is accountability, which gives employees and an organization a
sense of purpose (Evans, 2008). Creating efficient personal accountability should be based on willingness and
the desire of an employee to realize actions.
Hence, effective KM in an organization can be attained by creating an innovation culture, which determines the
new way of thinking and behavior in employees, leading to the building of high-quality innovation (Horibe,
2009). The innovation culture requires creating a specific result-based accountability system, effective
assessment system, and adaptive reward system for building innovation. It should provide the involvement of a
maximal quantity of employees in an innovation process, and collaboration among employees through all levels
of the organizational structure.
Therefore, the goal of this paper is to develop an integrated approach for promoting innovation in an
organization through coordination of work and a result-based accountability system, combined assessment
system, and adaptive reward system.
2. Literature Review
Research directed towards promoting innovation in an organization is examined. It involves: improvement of
organizational performance through innovation; the influence of organizational culture on innovation,
knowledge management, creating accountability, and motivating employees through rewards.
Improvement of organizational performance through innovation requires realizing determined practical actions.
Tidd & Bessant (2013) determines the requirements for building an innovative organization. These requirements
are shared vision, leadership providing a creative climate, appropriate organizational structure, key employees,
high involvement in innovation, effective teamwork, pushing for knowledge, and observing others. Brands &
Kleinman (2010) suggest the practical steps to achieve improvement of organizational performance and business
growth through innovation. The basic steps are inspiring, creating needed values, building accountability, idea
management, observing, measuring, and rewarding. Ettlie (2011) unfolds the dependence on innovation
strategies from organizational strategies. The author describes the innovation process and shows the important
role of collaboration in this process.
Innovation in an organization can be influenced by a specific organizational culture. Essawi (2012) created the
structured dynamic value confrontation leadership model for organizational culture change. The model provides
constructive confrontation by changing current employee values according to the required organizational values.
Martins & Martins (2002) suggest determinants of organizational culture that influence creativity and innovation.
The determinants are leadership strategy, flexible organizational structure allowing freedom and group
interaction, recognition and reward, behavior that encourages innovation, and communication possibility.
Westover (2011) describes leadership practices and methods for creating organizational culture to promote
innovations for driving organizational effectiveness. Wellman (2009) describes leadership roles that can
facilitate organizational culture change in providing effective KM.
Organizational culture fostering innovation should induce knowledge sharing among employees. Thus, Bukowitz
& Williams (1999), Park & Schulte (2004), and Gamble & Blackwell (2001) emphasize the importance of an
organizational culture promoting the willingness of its employees to share their knowledge that allows for the
transfer and the creation of knowledge. O’Dell & Hubert (2011) illustrate the building of a knowledge sharing
culture as an important part of their strategy for making KM successful. The authors claim that recognition is
needed to energize employees.
Pasher & Ronen (2011) affirm that successful knowledge creation and knowledge sharing in an organization are
a result of a management style based on shared cultural values. The values are trust, innovation, and respect for
employee knowledge. The authors emphasize the necessity to encourage employees to contribute their
knowledge in the means of organizational development and suggest methods for promoting interactions in order
to foster knowledge creation and knowledge sharing in organizations.
Success of innovation activity in an organization depends on efficiency of KM. Hislop (2009) represents an
approach to the facilitation of KM through organizational culture change and human resource management
practices, including performance evaluation and rewarding employees. Rodney (2000) examines the constitutive
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role of KM in supporting, sustaining and enhancing innovation activity in organizations. The author suggests a
KM model oriented to increase innovation within the organization. Seidler-de Alwis, Hartmann & Gemünden
(2004) substantiate the crucial role of tacit knowledge on the innovation management process. It allows the
authors to represent innovation management as tacit knowledge management, and to develop an integrated
model describing the impact of tacit knowledge on successful innovation management.
KM characterizes innovation capability of an organization. Cavusgil, Calantone & Zhao (2003) examine
different aspects of the relationship between tacit knowledge transfer and innovation capability of an
organization. Lawson & Samson (2001) define innovation management as a form of organizational capability.
The authors suggest an aggregate of elements characterizing an innovation capability of an organization. The
aggregate embraces vision and strategy, competence and organizational intelligence, creativity and idea
management, organizational structures and systems, culture and climate, and technology management.
Creating correct result-based accountability promotes innovation in an organization. Samuel & Chiche (2004)
determine accountability as action that’s consistent with the desired outcomes of an employee. The authors have
developed the personal accountability model, furthering realization of intention to stay accountable. The model
components are: recognize, own, forgive, self-examine, learn, take action. Connors & Smith (2011) consider
creation of accountability culture in an organization as a result of consecutive realization of the steps conducive
to employee accountability. These steps are: see it, own it, solve it, and do it. Evans (2008) claims success of an
organization requires embedding accountability into its strategy, determining clear expectations, and creating
relationships among team members based on accountability. Owing to this, job satisfaction and organizational
performance are improved.
Motivation of employees through reward can serve as a basic factor of innovation intensification. Nacinovic,
Galetic & Cavlek (2009) argue that an organization must have an appropriate reward system that promotes
innovation. Glasberg & Ouerghemi (2011) emphasize the importance and the key role of employee motivation
for building innovation in an organization. They assert a reward system within an organization motivates
creativity, engendering innovation from employees.
The analysis of the above publications shows that the challenges associated with the promotion of innovation in
an organization through the providing of effective KM and energizing the creativity of employees remain. An
organizational environment inducing employees toward innovation has not been created. Self-forming
collaborative groups of employees through all levels of organizational structure aimed at building innovation
have not been specified. A balance between competition and collaboration among employees for innovation has
not been achieved. Stimulation and facilitation of employees’ tacit knowledge externalization have not been
realized. Recognizing and rewarding employees has not been connected with the measurement and the
assessment of their accountability and contribution to innovation process. The key employees who can be
accountable for attaining the desired results and the most preferable course for organization performance
improvement are not determined.
Therefore, there is a need for development of the integrated approach aimed at promoting innovation of
employees in an organization through building and providing coordinated use of a result-based accountability
system, a combine assessment system, and an adaptive reward system.
3. The Integrated Approach to Promoting Innovation in an Organization
The review of research allows for conclusion that desired organizational results can be attained by creating an
organizational environment that induces innovation of employees.
The goal of the approach is to promote the creation of innovation proposals by employees, determine the most
preferable course of action, and determine the relevance of key employees in building innovations conducive to
improvement of organizational performance.
The goal is reached by providing:
 Awareness in employees about the possible directions conducive to a desired organizational result,
reward conditions, and innovation activity in their peers;
 Managed submission of the innovation proposals, engendering self-forming collaborative groups for
building innovation through all levels of organizational structure, and a balance between competition
and collaboration among employees;
 Combined assessment of the innovation proposals, allowing determination of the most preferable course
of action and the key employees;
 Building employee accountability for innovation based on intellectual willingness;
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 Adaptive rewarding.
The approach intends consistent performance of the determined steps.
Step 1: Determination and declaration of the reward conditions and the possible directions conducive to a
desired organizational result
An organizational result which should be attained by an organization is established. Attaining the result requires
productive innovation activity from employees. The possible directions to attain the desired organizational result
are determined and declared by managers. The employees are informed about the need to submit their innovation
proposals according to the possible directions.
Aspiration to induce the employees toward innovation activity causes development of the formative conditions
of rewards for innovation proposals conducive to attaining the desired organizational result. All employees
participating in the creation and assessment of peers’ innovation proposals are awarded according to determined
conditions. The reward conditions take into account all of the possible roles of an employee in the innovation
process. The roles are: creator of an innovation proposal; valuator of the peer proposal; and wishing to
collaborate in building the innovation on the basis of the proposal. Prior employee familiarity with the reward
conditions is realized.
Step 2: Managed submission of innovation proposals by employees
An employee explores the possible directions that could lead to attaining the desired result. Then, self-evaluation
of an employee’s ability to prepare innovation proposals according to the directions is realized. Owing to
self-evaluation, the employee submits his (her) proposals.
The employee proposals are manifested in the organization for peers’ awareness.
The employee examines the peers’ innovation proposals. As a result of examination of peer proposals and
self-evaluation of his (her) ability, the employee makes a decision to submit a personal proposal, or to assess
peer proposals, or to collaborate in building innovations on the basis of peer proposals. Thereby, a balance
between competition and collaboration among employees is attained. If an employee can’t create a proposal, he
(she) can’t compete with peers, but can make a decision to collaborate. If an employee created a proposal, he
(she) competes with his (her) peers. Yet, he (she) can also collaborate with other employees for building
innovations based on the proposals.
The aspiration to encourage creation of qualitative proposals requires management of innovation proposal
submission. The management introduces the limitations and the changes. The limitations are the general quantity
of proposals that may be submitted by an employee; the quantity of the proposals that may be submitted by an
employee for each possible direction; the quantity of the proposals and the development and realization of which
an employee may collaborate on; the quantity of the proposals which may be assessed by every employee.
Restricting the general quantity of the proposals that may be submitted induces an employee to prepare
qualitative proposals that correspond the most to his knowledge. Restriction of the quantity of the proposals that
may be assessed by every employee is created by two factors: employee inducement to choose for assessment
only the proposals that correspond the most to their knowledge; aspiration of employees to receive the maximal
reward for assessment.
Changing the quantity of the proposals which may be submitted by an employee relative to each possible
direction allows for receiving more proposals corresponding to the directions that are the most suitable for
attaining the desired result with respect to the standpoint of the participating managers. A change in the quantity
of the proposals where the employee is allowed to collaborate with their authors is created by the aspiration to
balance between energizing collaboration and motivating employees to choose the proposals best for
collaboration and building corresponding innovations that would be the most suitable in terms of knowledge and
preferences.
Step 3: Combined assessment of the innovation proposals
Managers and peers assess the innovation proposals. Availability of manager assessment in the combined
assessment of the employee proposals characterizes the extent of manager influence on choosing the most
productive proposals. The absence of manager assessment is the evidence of absolute independence of
employees in assessing proposals of their peers.
Assessment of an innovation proposal is realized on the basis of the established range from 0 to 5: 0 – a proposal
is not actual; 5 - a proposal is a breakthrough.
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Example 1:
Assessments of j proposal by four employees are 2, 4, 5, 5. Then, the total assessment cj of the proposal is equal
to 16.
The significance coefficient sj of j proposal is calculated by the formula:
sj = cj /5nj , (1)
where:
cj is total assessment of j- proposal, j= 1, …, m; m is the quantity of the assessed proposals,
nj is the quantity of the assessment participators of j- proposal.
The range of the significance coefficient is 0 to 1.
Example 2:
The total assessment cj of j- proposal by four employees is equal to 16. Then, the significance coefficient sj of the
proposal calculated by formula (1) is equal to 0.8.
The assessment participators in an innovation proposal can express the wish to collaborate with the author of the
proposal in building the innovation, since according to their opinions the proposal corresponds to their
professional abilities, and with the proposal author, they can work effectively. The collaboration coefficient for
each proposal can be calculated. The collaboration coefficient for the proposal with maximal quantity of the
desire to collaborate is set as a fixed value. The collaboration coefficient for each from others’ proposals is
determined relative to the fixed value pro rata number of wishing to collaborate.
Example 3:
There are five innovation proposals. The number of employees wishing to collaborate in building innovation on
the basis of each proposal equals 5, 4, 3, 2, 1, accordingly. The maximal quantity of wishing to collaborate
equals 5. This value corresponds to the first proposal. The collaboration coefficient for this proposal is set equal
0.15. Then, the collaboration coefficients for others’ proposals equal 0.12, 0.09, 0.06, and 0.03, accordingly.
An innovation proposal weight can be determined as the sum of its significance coefficient and the collaboration
coefficient. The proposals are ranged on the basis of calculated weights. Thereby, the assessment system
involves total assessments of the proposals, the significance coefficients of the proposals, the collaboration
coefficients for the proposals, and the proposal weight, and provides the relationship among these components.
Step 4: Determination of the most preferable course of action and key employees for attaining the desired
results
At first, suitable directions for attaining the result are determined. These directions are revealed on the basis of
innovation proposals presented by employees according to the possible directions to attain the desired
organizational result and are set by management. Thus, the lack or minimal quantity of the received innovation
proposals relative to some possible direction reveals its infeasibility for attaining the result because of the
shortage of intellectual possibilities of employees corresponding to this direction. On the other hand, the
maximal quantity of the received innovation proposals relative to some possible direction allows characterization
of the direction as suitable for attaining the result due to the availability of the necessary intellectual abilities of
employees.
Then, the most preferable course of action to attain the necessary organizational result is chosen by managers
from the suitable directions due to comparison of total assessment weights of the proposals presented relative to
each from these directions. The direction having maximal total assessment weight from presented proposals
receives status of the preferable course of action.
Finally, the key employees for attaining the desired results are determined. They are the authors of the proposals
presented relative to the most preferable course of action.
Example 4:
There are two suitable directions for attaining the necessary organizational result; the assessment weights of
innovation proposals presented relative to the first direction equal 8.15, 9.12, 7.09, 8.06, and 5.03, and the
assessment weights of innovation proposals presented relative to the second direction equal 7.15, 1.12, 8.09, and
6.06. Then, total assessment weights of the proposals presented relative to these directions are 37.45 and 22.42,
accordingly. Comparison of the total assessment weights of the corresponding proposals allows for the
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conclusion that the first suitable direction must be chosen as the most preferable course of action for attaining the
necessary organizational result.
Step 5: Creating accountability for innovation
Submission of the innovation proposals by the employee is evidence of his (her) intellectual willingness in
taking high level accountability for building the corresponding innovations.
The desire for collaboration in building innovation propels the employee to share accountability with the author
of the proposal. It allows for determination of the peers suitable for the collaborative building of innovation
together with the proposal’s author, and to create a middle level of accountability. The desire to assess the peer
proposals creates low-level accountability of the employee.
The extent of employee accountability conforms to weight of his innovation proposal: the bigger its weight, the
more accountability from the employee for innovation. Key employees should take accept greater accountability,
since they are accountable for building innovations on the basis of their proposals. Furthermore, if there are some
proposals from the key employee relative to preferable course actions, then his summary extent accountability
equals the sum of the extent of accountability corresponding to the proposals.
Step 6: Adaptive rewarding of employees for innovation
Innovation reward is divided according to the innovation proposal’s weight: the bigger its weight the greater the
reward that’s received.
Example 5:
The size of the innovation reward equals $1,000. There are five innovation proposals. The proposal weights
equal 0.7, 0.6, 0.5, 0.4, 0.3, accordingly. Then, distribution of reward among the proposals results in $280, $240,
$200, $160, $120, accordingly. The accountability extent of the proposal’s first author is bigger.
The predetermined size of the proposal reward is divided between the author of the proposal and the participators
in its assessment, e.g. the author receives 80% and the participants receive 20% of the proposal reward.
Example 6:
The predetermined size of the first proposal reward is $280 (Example 5). Then, rewarding the author of the
proposal equals $224. Rewarding the peers assessing the proposal equals $56.
Rewarding peer-participators of proposal assessment is divided on the basis of their roles, i.e. whether an
employee only assesses an innovation proposal or wishes to collaborate with the author during building an
innovation based on a proposal. The employee wishing to collaborate should have a higher award.
Integral personal award of an employee is calculated by the summation of his awards as the author of a proposal,
participator of assessment of peer proposals, and in wishing to collaborate in the realization of the proposals.
As appears from the above, the place of the proposal is determined based on its weight, which reflects the
assessments of managers and peers, and the wish to collaborate. However, the proposals with equal weights may
get different rewards, which are caused by the aspiration to provide preferable influence of one of its parameters
forming the assessment weight. Dividing the reward determined for the proposal between its author and the
employees assessing it depends on the need to stimulate either the preparation or assessment of the proposals.
The reward intended for the employees assessing proposals is divided among them by taking into account their
roles in the assessment. If there is necessity to stimulate collaboration in an organization, then the greater part of
the reward is presented to those wishing to collaborate. Furthermore, the proposal presented relative to the most
preferable course of action for attaining the necessary organizational result must receive a greater reward.
The adaptability of rewarding is attained owing to adjustment of the size of reward with regard to the dynamics
of the process of creating innovation proposals, the extent of an employee’s accountability (an employee which
holds greater accountability receives a greater reward), and the roles of employees in assessment of peer
proposals.
Thereby, an adaptive reward system provides coordinated functioning in its components. The components divide
innovation rewards among the proposals according to their weights; divide the proposal reward between the
author of the proposal and the participants in its assessment; divide the reward of peer-participators of a proposal
assessment according to their roles in assessment; calculate the integral personal award; adjust the reward size
according to the dynamics of creating innovation proposals, and determine the extent of employees’
accountability.
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4. Conclusion
The suggested integrated approach promotes creation of innovation proposals by employees, determines the
most preferable course of action, and the relevance of the key employees who can take accountability for
building innovations conducive to attaining the desired result in an organization reached by providing awareness
in employees about the possible directions of innovation activity, the reward conditions, and innovation
proposals from their peers; coordinated functioning of the combined assessment system, the result-based
accountability system, and the adaptive reward system.
The assessment system realizes managers and peer assessment, and the assessment of willingness and desire to
collaborate. Owing to that, the proposal weight is set. The proposal weight is calculated as the sum of the
significance coefficient and the collaboration coefficient. The proposals are ranged on the basis of calculated
weights.
The accountability system sets the different levels of accountability for employees and their extent of
accountability, and allows for sharing of accountability among employees. The extent of accountability of the
employee conforms to the proposal weight, and the status of the proposal in attaining the desired organizational
result. Sharing accountability is provided owing to self- formed collaborative groups for building innovations
through all levels of organizational structure, and presence of the balance between competition and collaboration
of employees.
The adaptive reward system induces employees’ innovation activity through adjustment of the size of rewards
according to the dynamics of the process of creating innovation proposals, roles of employees in the assessment
of peer proposals, and the accountability extent of the employees.
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Job Stress, Sector of Work, and Shift-Work Pattern as Correlates of Worker Health and Safety: A Study of a Manufacturing Company in Ghana


Job Stress, Sector of Work, and Shift-Work Pattern as Correlates
of Worker Health and Safety: A Study of a Manufacturing Company
in Ghana   International Journal of Business and Management; Vol. 9, No. 7; 2014
ISSN 1833-3850 E-ISSN 1833-8119
Published by Canadian Center of Science and Education
59

Collins Badu Agyemang 1, Joseph Gerald Nyanyofio1 & Gerald Dapaah Gyamfi1
1 Faculty of Management, Department of Business Administration, University of Professional Studies, Accra,
Ghana
Correspondence: Collins Badu Agyemang, Faculty of Management, Department of Business Administration,
University of Professional Studies, Accra, Ghana. E-mail: agyemang.collins@yahoo.com
Received: March 13, 2014 Accepted: May 4, 2014 Online Published: June 22, 2014
doi:10.5539/ijbm.v9n7p59 URL: http://dx.doi.org/10.5539/ijbm.v9n7p59
Abstract
Worker health and safety must be viewed as a basic organizational policy and even a right. In view of this, the
study sought to ferret out the extent to which job stress, sector of work and shift work pattern correlates with
worker health and safety in a manufacturing company in Ghana. Using cross-sectional survey design, data were
collected from 120 employees using purposive and stratified sampling techniques. Three hypotheses were tested
using Pearson Product Moment Correlation and Independent Sample ‘t’ test. A significant correlation was found
between employee stress and worker health and safety. Thus an increase in employee stress will lead to a
decrease in worker health and safety and vice versa. No significant difference was found in the level of health
and safety among workers in the production sectors compared to workers in the non-production sectors. The
study established that employees who go through shift work will experience lower health and safety compared to
employees who do not go through shift-work. The present study is one of the foremost research attempts on
sector of work and worker health and safety with a comparative approach using sample from the manufacturing
setting in Ghana. The researchers recommend that employers take necessary steps towards introducing a culture
where a stress prevention plan exists and worker health and safety is prioritised. The researchers reckon this as
necessary step for policy implementation as worker health and safety policies are fragmented in most developing
countries.
Keywords: Stress, sector of work, shift-work pattern, worker health and safety, Ghana
1. Background to the Study
Research on health and safety has been consistently viewed differently for decades both as a humanitarian and a
Corporate Social Responsibility (CSR) by most employers (Adonteng, 2013). However, globally, most researchers
tend to focus on the antecedents of worker health and safety predominantly among health care providers
(Landsbergis, 2006; Letvak, 2005). Some researchers of stress (e.g. Turk, 2002; Willner, 1997) as antecedents of
health and safety veer toward reviewing or examining the existing models in an attempt to propose another.
Stress is the result of any emotional, physical, social, economic or other factor that requires a response to change
(Alberta, 2008). Job stress results from the interaction of the worker and the conditions of work (Durand, 2003).
Views differ on the importance of worker characteristics versus working conditions as the primary cause of job
stress. These differing viewpoints are important because they suggest different ways to prevent stress at work
(Durand, 2003). According to Spurgeon, Harrington and Cooper (1997) existing data on stress relate largely to
situations where working hours exceed 50 a week and there is a lack of information on hours below this level,
and in most cases of direct relevance to the European community proposal. This therefore suggests that the
extent of applicability of such findings to other regions such as Africa and Asia is limited. Other investigations
of stress relate to shift work where a range of modifying factors is likely to influence the level and nature of
health and performance outcomes (Spurgeon, Harrington & Cooper, 1997). Stress is the second most reported
work-related health problem and the number of people suffering from stress-related conditions caused or made
worse by work is likely to increase (Fimian, Fastenau, & Thomas, 2009). Although the importance of individual
differences cannot be ignored, scientific evidence suggests that certain working conditions, such as excessive
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workload demands, section of operation and conflicting expectations, are stressful to most people (Luk, 2009).
Such evidence argues for a greater emphasis on working conditions (for example, noise, lighting, smells, heat),
shift work, long hours, travel, risk and danger, new technology, work overload and work underload as the key
source of workplace stress, and for job redesign as a primary prevention strategy (Luk, 2009). In the researchers’
opinion, most of these working conditions (for example, noise, lighting, smells, heat) are experienced most by
employees at the production departments compared to those outside that terrain. According to Bellani, Furlani,
Gechi and Pezzolta (1996) factors intrinsic to the job, role in the organization, personality and coping strategies,
relationship with employees, career development, home and work interface.
A direct effect on stress outcomes could be psychological and/or physical health problems (Patton, 1990;Plante,
1995). The demands on the individual in the workplace reach out into the homes and social lives of employees.
Long, uncertain or unsocial hours, working away from home, taking work home, high levels of responsibility, job
insecurity and job relocation may all adversely affect family responsibilities and leisure activities (Young &
Ogden, 2008). Patton (1990) argues that the sources of stress differs from one department of the organization to the
other and thus two people working in the same organization but in different department will experience different
levels of stress and it is envisioned that there might be variations in the health and safety of the employees as
wellStudies (e.g., Wu, Wang, & Lan, 2007) show that stressful working conditions are actually associated with
increased absenteeism, tardiness, and intentions by workers to quit their jobs-all of which has a negative effect
on the bottom line. Studies indicate that policies benefiting worker health also benefit a successful organization
(Young & Ogden, 2008). Work stress has been shown to result in job dissatisfaction, burnout (physical,
emotional, and mental exhaustion), staff turnover, occupational illness and injuries, reduced mental health,
depression, and even suicide (Lundstrom, 2002). Workplace stress and mental ill health often go hand in hand, so
it's important to look at the nature of the relationship between the two, in particular how workplace stress can act as
a trigger to mental health problems (Bennett & Kelaher, 2004). According to Costa (1997), nearly three in every
ten employees will have a mental health problem in any one year, the great majority of which will be anxiety and
depressive disorders resulting from workplace stress. Half of all days lost through mental ill health are due to
anxiety and stress conditions. The severity of the statistics warrants a study in this area in especially in
Sub-Saharan in an attempt to ensure regional literature balance. Durand (2003) established a strong relationship
between job stress and a variety of ailments such as mood and sleep disturbances, upset stomach and headache,
and disturbed relationships with family and friends.
According to Alberta (2008), some stress may be necessary to serve as some form of challenge or positive stress
but may lead to some mental and physical changes when intensified and cannot be handled. Many studies have
suggested that psychologically demanding jobs that allow employees little control over the work process
increase the risk of cardiovascular disease (Bennett & Kelaher, 2004). There is a growing concern that stressful
working conditions interfere with safe work practices and set the stage for injuries at work (Bennett & Kelaher,
2004). The changing world of work is making increased demands on workers, through downsizing and
outsourcing, the greater need for flexibility in terms of function and skills, increasing use of temporary contracts,
increased job insecurity and work intensification (with higher workload and more pressure), and poor work-life
balance.
Job stress has been a relatively neglected area of research among industrial/organizational psychologists (Beehr
& Newman, 2006) and this situation is especially grave in Sub-Saharan Africa and for that matter Ghana. The
rate of industrialization in Ghana, as a strongly emerging middle level income status economy and a spot light
within the Sub-Saharan terrain is impressing and this ascendancy and has led to larger percentage of the Ghanaian
workforce being exposed to workplace physical, chemical, biological and psychological stressors. Not to mention
the fierce competition among organizations within industries that persistently calls for demonstrating citizenship
behaviour (Badu & Asumeng, 2013). It is however fascinating to ask whether a nation like Ghana has got a system
for anticipating and monitoring the likely effects of these strides on employees? Empirical research interest on
health and safety has received very little attention from the Ghanaian outlook.
It is intriguing to know that not much literature is there from the Ghanaian perspective on this humanitarian area
and if there is, most are unempirical reports of tasked agencies mandated to regulate such occurrences on policy
lines. Most production organizations are no exception when it comes to organizational stress. Given the wide
range of potential and/or actual undesired events associated with the myriad of work groups in Ghana, there is the
need to have a comprehensive provision for occupational safety and health standards and practice in the nation,
with an unflinching national leadership, support and commitment. This can arguably be done properly on the basis
of research grounding. Undertaking an empirical study to unravel the predictors of health and safety from the
researchers’ scrutiny should spur and stimulate empirical research interest. This attempt is aimed at igniting the
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attention of policy makers about the need to constitute a national body, policy or process that governs
Occupational Safety and Health Management in Ghana as this is absent presently. In an attempt to bridge the above
gaps in global and regional literature, the present study focuses on job stress and sector of operation as correlates
of employee health and safety in a manufacturing company of Ghana.
1.1 Objectives of the Study
Specifically, the following objectives were achieved:
1) To ferret out the relationship between organizational stress and worker health and safety.
2) Ascertain whether there will be any significant difference in employee health and safety due to their
department/sector of work.
3) To find out whether employees who go through shift work will experience lower level of health and safety
compared to those who do not go through shift work.
2. Underpinning Theories
Martens Multidimensional Health theory (Martens, 2001) and Environmental Stress Model (Baum, Singer &
Baum, 1981) formed the basis for the present study. Multidimensional Health Theory (Martens, 2001) is based
upon the notion that psychological health is multidimensional in nature, composed of a cognitive component and
a somatic component. Multidimensional theory specifically hypothesizes two things (1) a negative linear
relationship exists between cognitive state in terms of stress, depression, anxiety and health, and (2) An
inverted-U relationship exists between somatic stress, depression, anxiety and health. According to the
multidimensional theory, in the case of cognitive state anxiety, stress and depression, as anxiety increase,
performance and health begins to deteriorate. In the case of somatic state anxiety, as anxiety, stress, and
depression increase athletic performance and health increases to a certain level, and after that level athletic
performance begins to drop. Somatic state anxiety forms an inverted U-shape. On a similar note the
environmental stress model posits that elements within the environment (in this case the work environment)
cause stress. Stress is an intervening variable, which is defined as a reaction to these elements. The reaction
involves emotional, behavioural and physiological. According to Baum, Singer and Baum (1981) who are the
major proponents of this model, these components do not occur in isolation. The behavioural and emotional
constitute the psychological aspect. The psychological and physiological then becomes a unitary factor within
the environmental stress model. Based on the assumptions of the above theories, the present study examined job
stress, department of work as predictors of health and safety of employees
2.1 Related Studies
Piko (1999) stated that the issue of occupational stress among employee is a major concern in health policy and
he found the level of stress experienced by employee to be dependent on the sector of the organization which
they worked. Chan, Lai, Ko, and Boey (2000) found a significantly negative relationship between stress and the
amount of accident that occurred among six professional groups including physicians, engineers, life insurance
agents, lawyers, nurses, and teachers. Zamanian, Kakooei, Ayattollahi, Choobineh, and Seraji, (2007) conducted
a study to determine the prevalence of mental disorders among shift workers. 45.4% of employees were found to
suffer from mental disorders and this was more common among females. Similarly, anxiety and somatic
symptoms were more prevalent than other types of mental disorders (43.2 and 34.5%, respectively). The
prevalence of depression and social dysfunction were 11.2 and 79.5%, respectively. Shift work was significantly
associated with lower health than non-shift workers. A study by Adjei (2009) on work-stress and its management
among senior staff of the University of Cape-Coast in Ghana, discovered that respondents experienced both
physiological and psychological symptoms of stress. It was also found that workload, lack of recognition for
good effort, and inadequate opportunities for career development were prominent stressors among the
respondents.
Iqbal and Kokash (2011) conducted a study to assess the level of stress among employees working in the
production sectors and administration sectors. The study was conducted to explore the production and
administrators perception towards occupational stress using established questionnaire, data collected from five
departments in the organization. Research findings indicated a significantly higher level of stress among
employees in the production sector compared to the administrators. Sanders (2009) assessed the perceptions of
stress among employees in the production sectors and administrators. The study indicated no significant difference
in the level of employee health among administrators and production members even though production members
experienced higher level of stress compared to administrators.
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Gmelch, Wilke and Lovrich (1996) investigated identifiable patterns of stress and health issues among the
different sectors of a manufacturing company. From a sample of 12 organizations, 920 employees took part in
the study. The response rate was 75.28%. The multidimensionality of the 45-item Faculty Stress Index,
investigated through factor analysis, resulted in five distinct dimensions of perceived stress: reward and
recognition (55% common variance); time constraints (12% common variance); departmental influence (7%
common variance); professional identity (6% common variance); and customer interaction (6% common
variance). Each factor was also analyzed according to professional and personal characteristics, and the analysis
resulted indicated a significantly higher level of stress among employees in production sectors for almost all the
five distinct dimensions of the perceived stress. Those in the production sectors were also found to experience
lower levels of psychological health and safety.
Reeves, Newling-Ward and Gissane (2004) revealed that, night workers did not eat more than day workers, but
ate smaller meals and snacks over a greater time frame. Night shift worker revealed significant difference
(p<0.05) in food intake patterns on work and rest days, while day workers did not. Because shift work is a factor
in the timing of food consumption and typically there is a lack of good food facilities at night, it suggested that
this has the potential to cause difficulties in the establishment of healthy eating patterns. This study also failed to
have a control group hence the need for a comparison between a day shift and a night shift. Akerstedt (2007)
examine the time of day that one work and its effect on sleep and performance and found that night work induces
more errors in performance and decrease the ability to concentrate. Demi (2006) did a study among nurses
working in different departments in a hospital and analyses showed that nurses experiencing stress from their
workplace were significantly more likely to use wishful thinking, painful problem solving, and avoidance as
coping strategies, whereas stress originating from patient care was more likely to be dealt with using positive
appraisal and acceptance. Nurses working overloaded sectors were found to experience higher levels of stress than
those whose workload was not higher. To the extent of the researchers search and as reviewed above, none of
them were conducted in the sub-Saharan regions (Ghana inclusive indicating that health and safety literatures are
very scarce in Ghana and thus the need to undertake the study in Ghana. Moreover, the results of the studies
have been inconsistent. Some of the studies reviewed (e.g., Gmelch, Wilke & Lovrich, 1996; Sander, 2009) have
also indicated no significant relationship between stress and health; others (e.g., Iqbal & Kokash, 2011) have
found a significant positive relationship between stress and health. Based on the above theories and literature
reviewed, the present study examines job stress, department of work and shift pattern as predictors of worker
health and safety in Ghana.
Giovani (1996) found that shift work impacted negatively on employees’ health and well-being. However, Giovani
(1996) suggested some other variables such as work situations and social conditions at work place can affect
employee health and safety. One of such variables may include the section of operation and its impact on health
and wellbeing of employees. Landsbergis (2003) argued that there seem to be little research evidence on the recent
trends in the organization of work and the effect on worker health. It has been about a decade since Landsbergis
(2003) threw that challenge to scholars but the available evidence has not change much in the Sub-Saharan region
with Ghana inclusive.
2.2 Statement of Hypotheses
Based on the objectives and literature reviewed above, the study tested the following hypotheses:
1) There will be a significant negative relationship between employee stress and health and safety.
2) Workers in the production sectors will experience lower health and safety compared to workers in the
non-production sectors from the Ghanaian setting.
3) Employees who go through shift work will experience lower health and safety compared to employees who do
not go through shift work.
2.3 Operational Definitions
Stress: experiencing strong physical pressures or difficulties as indicated on the score on the stress scale.
Higher stress: a score of 56–85 as measured on the stress scale
Low stress: a score of 17–55 as measured on the stress scale
Health: The condition of an individual’s body and the extent to which it is prone to or free from illness.
Safety: The extent to which a worker is free from potential harm or injury.
Sector: Sector is used interchangeably with department or section to mean an employee’s area of operation.
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Production section: working in core production point (beverage and cereal sectors) of the organization.
Non-production section: employees in logistics, distribution centre and central administration units.
3. Method
As suggested by Wiersma and Jurs (2005), the ‘methods and procedures is really the heart of the research,
activities should be described with as much detail as possible and the continuity between them should be
apparent’ (p. 416).
3.1 Research Setting
The manufacturing industry used for the study produces beverages, cereals and milk in large sums to meet the
demands of its consumers. Such an organization with high standing reputation is likely to be concerned with
issues of Stress and Health and Safety of employees. There are however, two groups of employees namely;
production and non-production employees. Those in the production are expected to meet specific targets set for
each production department every week in relation to the amount or quantity of beverages, cereals and milk to be
produced. Most employees are left with the option to work overtime to meet these goals. Supervisors may also
be under pressure to produce products in their batches with no shortfalls in quality. Such items are either
reworked on or destroyed depending on the state, this to a greater extent puts pressure on not only supervisors
but also the other production team members since they are to restart the whole process. The management team
and other senior staff members (most of them in supervisory or administrative positions) are required to work
straight day from 8:30am to 16:30pm (Greenwich Meridian Time). Other employees (most of whom are junior
staff) run shift-work for morning, afternoon and evening, that in the period of 5:00am to 2:00pm, 2:00pm to
8:00pm and 8:00pm to 5:00am respectively. The researchers considered this manufacturing organization to be
most suitable setting for the study.
3.2 Research Design
The study design was a cross sectional survey. Respondents were assessed by taking a cross-section of the
occurrences at a given time and analysing the cross-section carefully. This method facilitates asking a large
number of workers their opinions in a relatively less time and cost effective manner (Oppenheim, 1992).
3.3 Population
Since its establishment, the manufacturing company has significantly stimulated the Ghanaian economy with a
dynamic, well-trained and dedicated workforce, manufacturing and marketing well-known brands and so ensuring
the commitment level of its employees have a direct influence on the Ghanaian economy. The current population
size of the manufacturing company is about 730. This population was chosen for the study because the
researchers found it appropriate since the industry is noted to be a renowned organization that is involved in
mass production of beverages, cereals and milks alongside other non-productive activities, with different
segments and have garnered initiative for worker wellbeing. For this reason the health and safety conditions of
workers was of great concern to the researchers.
3.4 Sample
According to Buckingham and Saunders (2004) a sample may consist of a tiny fraction of the whole target group,
but provided it is selected carefully and methodologically, it can provide remarkably accurate estimates of the
parameters of the whole population. Out of the general population, 120 participants were sampled from the
various departments stated (cereals, beverages, logistics and central distribution centre) of both the production
and non-production sections for the study, 30 participants were selected from each of these departments
(beverages, cereals, logistics department, and central distribution centre). The sample comprised management,
senior and junior staff members.In line with Tabacknick and Fidell’s (2007) recommendation, the minimum
sample size for parametric testing should be 104+M for testing individual predictors (where M is the number of
predictors). Drawing from the above, the minimum sample size required to test for the individual variables
should be 107 and above to be able valid conclusions. Table 1 below is a summary of the demographic
characteristics of respondents.
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Table 1. Demographic characteristics of the respondents
Variable Frequency Percentage
Sex
 Male 66 55.0
 Female 54 45.0
Sector
 Production 66 55.0
 Non-production 54 45.0
Rank
 Senior 30 25.0
 Junior 90 75.0
The demographic analysis revealed a male dominance (55%) of the participants as against females (45%).
Moreover, 25% and 75% occupied senior managerial and junior managerial positions respectively. Most of these
junior staff works in the production sectors where safety procedures are requisite.
3.5 Sampling Technique
Stratified random sampling technique combined with purposive sampling technique was used to obtain the
sample. That is the, departments for the study was grouped into production and non-production sections with
Beverages and Cereals making up the production section and Logistics, Central Distribution Centre and
administration units making up the non-production section.
3.6 Instruments
Standardized questionnaires were used for collecting data for the study. The scales used were divided into three
sections labelled ‘A’ to C’. The section ‘A’ measured the demographic data of workers such as sex, age, sector
of working and number of years in service.
Section ‘B’ was an adapted version of the Job Stress scale.The scale consists of 10 test items measured on a five
point Likert scale ranging from; (1)–often to (5)–never. The following items 3, 5, 6, 9, 13 and 17 were reversed
scored. Some items on the scale includes, ‘do you have to work very fast’ and ‘does your work demand too
much effort’.
Gravesham Borough Council questionnaire was adapted to measure employee level of health and safety. The
scale has 39 items measured on a three point scale that is yes, no or not applicable. The questionnaire has a
cronbach alpha of .88. Some items on the scale includes: ‘I normally feel sick’, ‘I seldomly cause accident’.
3.7 Pilot Study
To ascertain the reliability and the appropriateness of the two instruments, 30 participants consisting of 15
production workers and 15 non-production workers of a different but analogous manufacturing company were
used and a split half procedure produced a reliability coefficient of 0.82 and 0.79 for job stress and health and
safety questionnaires respectively. The possible minimum and maximum scores for the health and safety scale
were 39 and 117 respectively with a higher score indicating a lower level of health and safety and vice versa.
4. Results
Data was analysed in two sections, the first section consisted of the demographic characteristics describing the
frequency and percentage of all the variables employed in the study. The second section dealt with the inferential
statistics for testing the various hypotheses.
4.1 Hypotheses Testing
Hypothesis 1: there will be a significant negative relationship between employee stress and health and safety. This
hypothesis was analysed using the Pearson Product Moment Correlation because the relationship between two
simple variables (stress, health and safety) were established.
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Table 2. Employee stress and worker health and safety
Measures 1 2
Employee stress - .319**
Health and Safety - -
Note. ** Correlation is significant at the 0.01 level (1-tailed).
As shown in Table 2, the relationship between employee stress and health and safety was significant (r = .319,
p<.05). This means that an increase in employee stress will lead to a decrease in health and safety and a decrease in
employee stress will lead to an increase in health and safety.
The independent t-test was used to analyze this hypothesis that workers in the production section will experience
lower health and safety compared to workers in the non-production section as mean scores of two independent
groups were compared. Results are presented on Table 3 below.
Table 3. Section of work and worker health and safety
Section N Mean SD df t p
Production 66 21.65 2.03 118 .45 .38
Non-Production 54 20.14 3.13
From Table 3, the mean and standard deviation of health and safety level of employees in the production sector
is (M=21.65, SD=2.03) and that of employees in the non-production section is (M= 20.14, SD=3.13). The
independent t-test results showed that, the effect of section of work on employee health and safety is not
significant (t(118) = .45, p=ns).
The third hypothesis was tested using Independent t test because two independent scores were compared. The
results are summarized in Table 4 below.
Table 4. Type of shift work on worker health and safety
Shift N Mean SD df t p
Shift work 85 64.55 7.16 118 5.63 .000
No shift work 35 24.70 12.13
From Table 4, there is a difference in the mean and standard deviation of health and safety of employees who run
on shift (M=64.55, SD =7.16) and that of employees who do not run on shift (M=24.70, SD =12.13). The
independent t test results showed that the effect of type of shift on employee health and safety is significant
(t(118)= .01, p<.05). Therefore the third hypothesis that states that employees who go through shift work will
experience lower health and safety compared to employees who do not go through shift work was supported.
4.2 Summary of Main Findings
1) There was a significant negative relationship between employee stress and health and safety.
2) No significant difference was found in the level of health and safety among workers in the production sectors
compared to workers in the non-production sectors.
3) Employees who go through shift work were found to experience lower health and safety compared to
employees who do not go through shift work.
5. Discussion
The present study examined job stress, sector of work and shift work pattern as correlates of worker health and
safety in a manufacturing company inGhana. Danquah (2002) emphasized that no human is stress-free in life and
that stress is unavoidable. The first hypothesis that stated that there will be a significant negative relationship
between employee stress and health and safety was supported. This means that as employee stress increases, the
level of health declines and employees are likely be involved in accident. This finding is consistent with many
previous findings (Barling, 1990; Chan, Lai, Ko, & Boey, 2000; Piko, 1999; Plante & Bouchard, 1995).Chan,
Lai, Ko, and Boey (2000) especially assessed the relationship between stress, health and safety among
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66
employees of a manufacturing companies. They found that the level of stress correlates negatively with
employee’s health. The study again found a significant negative relationship between stress and the amount of
accident that occurred.The significant negative relationship between stress of employees and their level of health
and safety can also be explained with the Multidimensional Health Theory (Martens, 2001). According to this
theory, psychological health is multidimensional in nature, composed of a cognitive component and a somatic
component. Per the multidimensional theory, in the case of cognitive state anxiety, stress and depression, as
anxiety increase, performance and health begins to deteriorate. Majority of the sample for the present study were
engaged in the production section, where alertness, attention and good coordination are required. This may
demand some amount of cognitive strength leading to the stress. This likely explains why a negative relationship
was found between stress of the manufacturing employees and worker health and safety.
The second hypothesis that workers in the production sectors will experience lower health and safety compared to
workers in the non-production sectors was not supported. This means that employee do not differ in the level of
health and safety whether they work at the production or non-production stage. The present finding agrees with
many researchers (Chan, Lai, Ko, & Boey, 2000; Iqbal & Kokash, 2011; Piko, 1999). These researchers found no
significant difference in the level of stress and health among production and non-production sector employees.
This finding is quite not surprising as employees in both production and non-production sectors are required by
current organizational demands to go beyond their normal job description by performing many acts of citizenship
behaviour (Agyemang, 2013; Badu & Asumeng, 2013) leading to stress and lower health and safety. The
inconsistency between the present study and that of Gmelch, Wilke and Lovrich (1996) can be due to the fact that
Gmelch, Wilke and Lovrich (1996) used university employees whilst the present study used manufacturing
employees. It is likely some other cultural factors and organizational factors may have influenced the findings of
Gmelch, Wilke and Lovrich (1996). The inconsistency of the present finding with that of Gmelch, Wilke and
Lovrich (1996) who indicated that production sector employees experience higher level of stress and lower health
compared to employees in the non-production section should ignite more research to confirm or otherwise
contingent on culture and sample. This is especially recommended as there is a high paucity of literature on this
issue.
The third hypothesis that employees who go through shift work will experience lower health and safety compared
to employees who do not go through shift work was supported. This means that the level of health is low for
employees who run on shift compared to those who do not.
This finding implies that night shift working have a significant effect on employee wellbeing and arguably their
personal and social life. Prolonged shift work, especially night shift work, also has a health risk as it produces
symptoms that correspond closely to those of mild or moderate distress (Efinger, 1995). The present finding
from the Ghanaian setting is consistent with some past findings (Akerstedt, 2007; Demi, 2006; Giovani, 1996;
Zamanian, Kakooei, Ayattollahi, Karimian & Seraji, 2008). Night shift work was significantly associated with
anxiety more than morning and afternoon shift work. A number of reasons may have accounted for why shift
workers experienced lower health and safety compared to employees who do not go. Shift workers and night
workers often get tired and sleepy because of their work schedule. Being overly tired makes it difficult to
concentrate, which increases the possibility of errors or accidents. This can be a risk both to the worker and other
workers. Working at night makes it difficult to get enough sleep. Brain and body functions slow down during the
night time and early morning hours. This makes employees less active and reduces performance and increases
the risk of accidents (Smith, Folkard, Tucker & Macdonald, 1994). In agreement with Akerstedt (1995), when
working in the night shift, a person is at work when his or her circadian rhythm is low and asleep when it is high.
Such a schedule means that a person is trying to stay alert when the circadian rhythm is low. This low-point
affects physical activity and the ability to concentrate. If a worker also has lost sleep, fatigue could combine with
the circadian low-point to double the effect on one’s ability to perform. It is therefore not surprising that there
was a ripple effect of shift workers and worker health and safety in the Ghanaian setting
5.1 Limitations of the Study and Future Research Directions
This present study like other studies is not devoid of limitations. It was very difficult getting a sample size that
was equal in age, gender, and equal junior and senior staff for the study. The relatively small sample size limits
the extent of generalizing the study findings. It is recommended that future researchers adopt a comparative
approach that compares two organizations with one that run total shift and the other that do not run shift to
ascertain whether there might be parity in findings contingent on the environment. It is likely other factors
relating to the work situation may affect employee health and safety. It is recommended that these many
unknown factors be unravelled through research. The researchers recommend that future researchers consider the
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extent to which an employee’s psychological capital will moderate the relationship between stress and worker
health and safety.
5.2 Implications and Contributions of the Study
The present study is an attempt to bridge the gap in the paucity of literature on how stress and sector of operation
correlates with worker health and safety. The researchers sampled manufacturing workers and veers off from
testing health and safety with frequently used medical workers. The study finding on section of operation widens
the scholarly debate and deepens the woolliness and inconsistency of findings and spurs many future scholars
into this area of research. The study implies that distress arising from the workplace varies from one working
condition to the other. Support services should be preventative, so that health problems for employees can be
averted. This requires more research into identifying the most effective way of detecting when individuals are
experiencing early difficulties, and of improving their stress management techniques so as to prevent the
transition to severe distress.
In conclusion, the present study findings offer an empirical backbone to a developing country like Ghana and
many other developing countries with weak and fragmented health and safety policy bodies. Employers and
employees alike must find ways to manage the likely antecedents of low worker health and safety. Adequate
measures must be taken to control the amount of stress in work settings. It is recommended that employers take
necessary steps towards introducing a culture where stress prevention plan exists, and stress is acknowledged and
managed as part of everyday routine. This is a necessary step to curb the fragmentations of health and safety bodies’
where different industries have different health and safety policies. The researchers thus recommends that a health
and safety authority be instituted in most developing countries to regulate health and safety issues at all levels.
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