Sustainable organizational performance is heavily reliant on employee health and safety, particularly in high-risk sectors like the mining industry, where unsafe practices can lead to catastrophic accidents and significant long-term productivity losses. Although research on psychosocial safety climate (PSC) is expanding, its underlying mechanisms remain underexplored in underrepresented contexts such as Morocco’s phosphate mining industry. This study aimed to investigate the relationship between PSC and miners’ safety behavior, specifically examining the mediating roles of learning opportunities and role ambiguity. Using a cross-sectional design, we collected data from 524 employees across three mining companies operating within the OCP Group through a structured survey. The hypothesized relationships were tested using partial least squares structural equation modeling. The findings revealed a significant positive effect of PSC on safety behavior. Role ambiguity was negatively associated with both PSC and safety behavior, whereas learning opportunities were positively related to both PSC and safety behavior. Moreover, both learning opportunities and role ambiguity were identified as significant partial mediators in the PSC-safety behavior relationship. These results indicate that organizations can enhance safety outcomes and support sustainable safety performance by fostering a strong psychosocial safety climate characterized by clear role definitions, effective safety training, and supportive leadership.
mansouri et al. (Fri,) studied this question.
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