Abstract
BACKGROUND: Alarming numbers of workers report mental health harm caused by work-related factors, necessitating better psychosocial risk (PSR) management practices in workplaces. This study uses the theory of planned behavior as a framework to understand the factors that influence key stakeholders' level of involvement in work-related PSR management practices. METHODS: Quantitative data were collected at two time points (T1 and T2) by surveying participants working in occupational health and safety and related roles in New Zealand. A path analysis was used to assess the effect of perceived behavioral control, perceived organizational norms, and attitudes on behavioral intention and subsequent involvement in PSR management processes. Potential moderators (role-clarity, role-conflict, and access to resources) of the intention-behavior relationship were also assessed. RESULTS: Participants' attitude and perceived behavioral control were significant predictors of their intention to be involved in PSR management practices at T1. Perceived organizational norms did not predict intention. Participants' intention at T1 was predictive of their level of involvement at T2. Intention mediated the relationship between attitude, perceived behavioral control, and behavior. There were no significant moderation effects acting on the intention-behavior relationship; however, role-clarity had a direct effect on behavior. CONCLUSION: The results illuminate factors that can be leveraged to support key stakeholders to take an active role in addressing work-related PSRs. This has implications for leaders and organizations wanting to build capability and support people working in occupational health and safety and related roles to manage PSRs.