Safety synergy: collective psychological capital as a catalyst for positive safety cultures in downstream operations

This study advances the concept of individual psychological capital (positive psychology) to the collective-level construct (a novel contribution). It examines the unexplored relationships between Collective Psychological Capital (CPsyCap), safety stressors, and safety behaviors in oil and gas downstream plants and ground-level workers. Improving workplace safety requires understanding the causes of these safety behaviors. Structural Equation Modeling (SEM) was utilized to determine cause and effect relations. The sample included 376 downstream oil and gas workers. A structured questionnaire measured the relationship between Collective PsyCap, safety stressors, and Safety Behaviors through a cross-sectional approach. Collective PsyCap positively affects workers’ safety behaviors. Safety role conflict and ambiguity negatively impact safety behaviors. Safety role conflict and ambiguity dampen the positive association between Collective PsyCap and safety behaviors. The study’s results emphasize the positive influence of Collective PsyCap on safety behaviors within the oil and gas downstream sector, underscoring the importance of cultivating positive psychological resources among employees. The negative impact of Safety Role Conflict and Safety Role Ambiguity on safety behaviors highlights the significance of mitigating role-related stressors to improve safety outcomes. This study enhances our comprehension of workplace safety through collective psychological capital (cognitive resource) in the downstream oil and gas industry.