THE IMPACT OF OSH ON EMPLOYEE RETENTION: EXAMINING THE RELATIONSHIP BETWEEN OSH AND EMPLOYEE RETENTION

Author: Stephen Anang Ankamah-Lomotey

ABSTRACT

This study examined the relationship between Occupational Safety and Health (OSH) practices and employee retention in high-risk industries in Ghana, including construction, manufacturing, and mining. Using a quantitative research design, data were collected from 368 employees through structured questionnaires assessing perceptions of OSH practices—including management commitment, safety training, hazard management, and safety communication—and employees’ intention to remain with their organization. Hierarchical regression analysis revealed that OSH practices significantly predict employee retention, with management commitment emerging as the strongest determinant. Safety training, hazard management, and safety communication also positively influenced retention intentions. The findings underscore the importance of fostering a positive safety climate to enhance organizational loyalty, reduce turnover, and maintain a stable workforce. Implications for organizational policy, managerial practice, and regulatory oversight are discussed.

Keywords: Occupational Safety and Health, Employee Retention, Safety Climate, Safety Training, Management Commitment

REFERENCES

  1. Ajzen, I. (2021). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179–211.
  2. Annan, J., Addai, I., & Tulashie, S. K. (2015). Workplace safety compliance and accident prevention in Ghanaian manufacturing firms. Safety Science, 78, 199–208.
  3. Agyemang, C. B., & Osei, V. (2022). Occupational health and safety challenges in Ghanaian industrial workplaces. Journal of Occupational Safety, 12(2), 45–58.
  4. Bakker, A. B., & Demerouti, E. (2022). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328.
  5. Blau, P. M. (2021). Exchange and power in social life. John Wiley & Sons.
  6. Chmiel, N. (2023). Health and well-being in the workplace: A handbook of principles and practice. Wiley-Blackwell.
  7. Clarke, S. (2019). An integrative model of safety climate: Linking psychological climate and safety outcomes. Safety Science, 48(3), 161–170.
  8. DeJoy, D. M. (2025). Behavior change versus culture change: Divergent approaches to managing workplace safety. Safety Science, 43(2), 105–129.
  9. Goetsch, D. L. (2017). Occupational safety and health for technologists, engineers, and managers (8th ed.). Pearson.
  10. Gyekye, S. A., & Salminen, S. (2019). Workplace safety perceptions in Ghana: Implications for safety management. Safety Science, 47(8), 1058–1065.
  11. Herzberg, F. (2016). Work and the nature of man. World Publishing Company.
  12. Hofmann, D. A., & Morgeson, F. P. (2021). Safety-related behavior as a social exchange: The role of perceived organizational support and leader–member exchange. Journal of Applied Psychology, 84(2), 286–296.
  13. Mavis, K., & Boateng, R. (2018). The role of training in enhancing occupational health and safety compliance in Ghanaian mining firms. Journal of Occupational Safety and Health, 10(2), 45–56.
  14. Neal, A., & Griffin, M. A. (2022). A study of the lagged relationships among safety climate, safety motivation, and safety behavior. Journal of Applied Psychology, 91(4), 946–953.