۱٫ Introduction

۲٫ Theory and hypothesis development

۳٫ Method

۴٫ Results

۵٫ Discussion

۶٫ Potential limitations and future research

۷٫ Implications for practice

۸٫ Conclusion

Acknowledgments

Appendix A. Supplementary material

References

Abstract

Ability to influence within organizations has been identified as a key capability for occupational health and safety (OHS) professionals. By utilising aspects of intra-organizational influence theory, this study explores the specific behaviors that OHS professionals use to influence organizational decision-makers. Survey data was collected from OHS professionals (n = 385) on proactive influence tactics used and the perceived outcomes of influencing attempts. The results show that certain individual factors (i.e. gender, age, OHS experience) and organizational factors (i.e. level of safety maturity and organisation size) impact on tactics used and influencing effectiveness. The use of influence tactics explains a significant amount of variation in OHS professionals’ effectiveness in influencing organizational decision-makers, and certain tactics (rational persuasion and inspirational appeal) were positively associated with influencing effectiveness, while others (legitimating and exchange) had a negative association. This study extends existing research in the upward influencing context by exploring how OHS professionals exert influence at a granular level and proposes implications for professional practice.

Introduction

Since Swuste and Arnoldy’s (2003) suggestion in this journal that personal effectiveness and the ability to influence is as critical to safety as formal management systems, there has been increasing recognition that the ability to influence organizational decision-making is a key capability for occupational health and safety (OHS) professionals (INSHPO, 2017; Provan et al, 2017). Influence by definition, is any action or behaviours that cause a change in the attitude or behavior of another person or group (Yukl, 2013). Influence behavior in the workplace can be distinguished according to the direction of influence i.e. upward, lateral, or downward (Lee et al, 2017)

Upward influencing, defined as “attempts to influence someone higher in the formal hierarchy or authority in the organization” (Porter et al, 1983, p.409), is of particular interest to the OHS profession. This is because OHS professionals are often embedded as middle level managers, advisors or consultants in organizational systems. Since the mid1990’s, the role of the OHS professional has been evolving from that of the traditional OHS specialist who shouldered the responsibility for OHS to that of a change agent, who influences others to enact change in both organizational and management practices (Blewett and Shaw, 1996). Although it is acknowledged that decisions that impact on health and safety occur within all levels of an organisation (Bofinger et al, 2015), the key decisions relating to objectives, strategies, operational procedures and the allocation of resources are largely made by managers within organizations. From an OHS perspective, these key management decisions include making informed choices; prioritising actions; and distinguishing among alternative courses of action to minimise risk and optimise worker health, safety, and well-being. Since these critical decisions may ultimately affect health and safety outcomes, it is essential that OHS professionals are able to influence in an upward direction.