In this study, the direct impact of Occupational Health and Safety (OHS) management practices on employee job performance, as well as the indirect impact through the mediating role of organisational commitment, was investigated using Structural Equation Modelling (SEM). Due to its high-risk nature, the electrical-electronics industry was selected as the application area; it was emphasised that OHS practices should be viewed not merely as accident-prevention tools, but as strategic management inputs that ensure productivity and operational excellence. Findings from a survey of 397 participants revealed that OHS management processes have a statistically significant effect on employee performance, whereas organisational commitment does not mediate this fundamental relationship. This finding may indicate that OHS practices directly affect job performance, independent of emotional and attitudinal factors such as organisational commitment. This suggests that the primary reason for this result is that employees perceive OHS practices primarily as a legal obligation, which does not directly foster increased emotional commitment.
TEMEL et al. (2026) studied this question.