Psychological Safety Case Study

Psychological safety and self-efficacy are closely related (Al-Refaie, 2013; Edmondson, 1999). Psychological safety is a shared belief among team members for interpersonal risk taking (Edmondson, 1999). It is an employee’s safety feeling in doing the job without negative consequences on self-image, status or career (Brown & Leigh, 1996; Kahn, 1990; May, Gilson, & Harter, 2004). Moreover in organisational context, it refers to the basic belief about how other people in the organization will respond to an individual member choice which may be risky for the organisation (Cannon & Edmondson, 2001). Hence, in other words, psychological safety is a safety feeling of employees for fear of negative impact on their position, such as being rejected, embarrassed or punished by their organisation members due to their activities (Brueller & Carmeli, 2011; Nembhard & Edmondson, 2006; Tynan, 2005; Zhang, Fang, Wei, & Chen, 2010).

Furthermore, this study classifies psychological safety in three components, including physical risk, team safety and

(2009) emphasise that psychological safety climate is related to safety outcomes, such as injuries and accidents. Whilst Wallace and Chen (2005) assert a validated workplace cognitive failure scale which is related to physical safety climate measurement at work. In addition, Ford and Tetrick (2011) examine psychological empowerment and organisational identification in the context of occupational safety. They reveal that psychological empowerment is related to occupational hazard and physical demand. Similarly, Witte (1999) also examines the psychological consequences of job insecurity. He asserts that job insecurity is associated with psychological distress, which is related to psychological safety. Accordingly, physical hazards, such as injuries and accidents may relate to psychological safety. Hence, it may argue that employee’s safety from physical hazards has a link with psychological