Psychological Safety in Creating Organisational Success: Perspective of HR Experts

Abstract

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.