Psychological Safety in Creating Organisational Success: Perspective of HR Experts
Tuorila, Henna (2025-01-28)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe202501287635
https://urn.fi/URN:NBN:fi-fe202501287635
Tiivistelmä
Psychological safety enables the expression of genuine thoughts and feelings in the work
community without fear of judgment or negative consequences for one's views or ideas.
Through this, psychological safety facilitates enhanced performance, learning, and innovation,
which are crucial factors in organisational success today when changes are rapid and
competition is intense. Previous studies have identified psychological safety as a significant
contributor to organisational success, but the perspectives of human resource professionals on
its relationship have not been investigated. This research examines how HR experts perceive the
impact of psychological safety on organisational success.
In this qualitative study, the effect of psychological safety on organisational success is
investigated by combining previous research and literature with empirical data collected
through semi-structured interviews with six HR experts from different organisations. The
research was examined through established models of psychological safety, including those of
Kahn (1990) and Edmondson (2003). These models emphasize how relationships, leadership,
and organisational practices construct psychological safety in work communities.
The research findings complement existing literature by providing insights into how HR
professionals view the impact of psychological safety on organisational success and the methods
by which it can be promoted in organisations. The results demonstrate that psychological safety
promotes open communication, knowledge sharing, and the admission and learning from
mistakes, which are essential for employee and organisational development. HR experts
emphasized the significance of leadership and culture in building a psychologically safe
environment, as participative and empathetic leadership and culture can foster psychological
safety, while a hierarchical approach may silence employee perspectives. Psychological safety
influences employees' willingness to express their genuine thoughts and feelings, which in turn
significantly affect their work engagement, motivation, and performance. The study identified
factors that may challenge the promotion of psychological safety, such as the reduced sense of
community due to remote work, generational differences in people management perspectives,
and demonstrating the business value impact of psychological safety. Additionally, the research
offers practical solutions for management and HR experts to improve psychological safety in
organisations and thereby leverage its effects on organisational success, including developing
an open communication culture, implementing inclusive change management practices, and
creating regular one-on-one interaction opportunities.
community without fear of judgment or negative consequences for one's views or ideas.
Through this, psychological safety facilitates enhanced performance, learning, and innovation,
which are crucial factors in organisational success today when changes are rapid and
competition is intense. Previous studies have identified psychological safety as a significant
contributor to organisational success, but the perspectives of human resource professionals on
its relationship have not been investigated. This research examines how HR experts perceive the
impact of psychological safety on organisational success.
In this qualitative study, the effect of psychological safety on organisational success is
investigated by combining previous research and literature with empirical data collected
through semi-structured interviews with six HR experts from different organisations. The
research was examined through established models of psychological safety, including those of
Kahn (1990) and Edmondson (2003). These models emphasize how relationships, leadership,
and organisational practices construct psychological safety in work communities.
The research findings complement existing literature by providing insights into how HR
professionals view the impact of psychological safety on organisational success and the methods
by which it can be promoted in organisations. The results demonstrate that psychological safety
promotes open communication, knowledge sharing, and the admission and learning from
mistakes, which are essential for employee and organisational development. HR experts
emphasized the significance of leadership and culture in building a psychologically safe
environment, as participative and empathetic leadership and culture can foster psychological
safety, while a hierarchical approach may silence employee perspectives. Psychological safety
influences employees' willingness to express their genuine thoughts and feelings, which in turn
significantly affect their work engagement, motivation, and performance. The study identified
factors that may challenge the promotion of psychological safety, such as the reduced sense of
community due to remote work, generational differences in people management perspectives,
and demonstrating the business value impact of psychological safety. Additionally, the research
offers practical solutions for management and HR experts to improve psychological safety in
organisations and thereby leverage its effects on organisational success, including developing
an open communication culture, implementing inclusive change management practices, and
creating regular one-on-one interaction opportunities.