Exploring the influence of food safety climate indicators on handwashing practices of restaurant food handlers |
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| Affiliation: | 1. University of Arkansas, 2650 N. Young Ave., Fayetteville, AR 72704, United States;2. Niagara University, 403 St. Vincent''s Hall, Niagara University, NY 14109, United States;1. Food Quality and Design Group, Department of Agrotechnology and Food Sciences, Wageningen University, P.O. Box 17, 6700 AA Wageningen, The Netherlands;2. Institute of Food, Nutrition and Family Sciences, University of Zimbabwe, P. O. Box MP 167, Mt Pleasant, Harare, Zimbabwe;1. Department of Food Science, Nutrition School, Av. Araújo Pinho, n° 32, Canela, Salvador, BA, Cep: 40.110-160, Federal University of Bahia, Brazil;2. Pharmacy Faculty, Federal University of Bahia, Rua Barão de Geremoabo, s/n, Ondina, Cep: 40.170-290, Salvador, BA, Brazil;1. Dedman College of Hospitality Management, Florida State University, Tallahassee, FL, 32306-2541, United States;2. Conrad N. Hilton College of Hotel and Restaurant Management, University of Houston, Houston, TX, United States;3. School of Hotel, Restaurant and Tourism Management, University of South Carolina, Columbia, SC, 29208, United States |
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| Abstract: | Recent models have conceptualized food safety climate as a subcomponent of food safety culture that consists of the shared values and perceptions of employees. The present study sought to understand how food safety climate indicators including commitment, role overload, and contingent rewards affect handwashing frequency of restaurant food handlers (n = 124). Managerial commitment was the only variable significantly correlated with handwashing frequency r(120) = .313, p < .001. A multiple regression model showed managerial commitment was a significant predictor of handwashing frequency, F(1,117) = 12.70, p < .001, R2 = .098. Role overload moderated the relationship between goal level and handwashing frequency, but only when role overload was low, b = .530, (115) t = 2.02, p = .046, suggesting the presence of competing subcultures. Managers should prioritize a food safety culture and structure jobs in such a way that promotes food safety behavior execution. |
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| Keywords: | Food safety Handwashing Food safety climate Food service Food safety culture Restaurants Commitment |
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