D.B.A.  Baker College (Michigan), 2015.
Specialization:  Management; Business administration

A phenomenological study of cross-functional team engagement and the influences on workplace safety
193 pages. UMI #: 3739358
Citation, Abstract & Full text in ProQuest Dissertations & Theses Database

Workplace safety is a critical issue in the manufacturing industry due to the economic, social, physical, and physiological importance of keeping workers safe from injury, illness, or death. Because manufacturers rely increasingly on cross-functional teams, there was a need to further understand how engaging these teams and safety leaders’ involvement affects workplace safety. Research questions addressed the impact of cross-functional team engagement on safe work behaviors and the influence of safety leaders on the team’s engagement process to promote workplace safety. The phenomenological study involved six generation process specialists and open-ended, face-to-face interviews. The results supported theories on cross-functional team engagement and workplace safety. Shift work negatively impacted engagement and jeopardized consistent safety work practices, work environment affected job satisfaction and personal engagement, and level of engagement influenced cross-functional team engagement and workplace safety. Cross-functional teams trusted the safety leader, but there was a lack of trust for other management. The safety leader had a major impact on workplace policies, procedures, and practices. For engagement to be consistent and have a positive effect on workplace safety, supportive and collaborative leadership and consistent and open communication are important. Results can help strengthen workplace safety management and reduce safety-related employee injuries, illnesses, and deaths.

• Susan Cathcart, Ph.D., Chair
• Peggy Houghton, Ph.D.
• Bernice Folz, Ph.D.