Occupational Health and Safety Management Systems (OHSMS) have evolved from a traditional preventive focus to a comprehensive organizational strategy, where worker protection is not only a legal or ethical obligation but also a critical driver of sustainability, productivity, and resilience (Moran-Fuentes et al., 2022; OIT, 2020). A cornerstone of this evolution is the ISO 45001:2018 standard, which provides an internationally recognized framework for managing occupational health and safety risks. This standard emphasizes top management leadership, a risk-based thinking approach, and the active participation of workers as key principles for establishing a proactive and preventive safety culture. By integrating the Plan-Do-Check-Act (PDCA) cycle and aligning with other ISO management system standards, ISO 45001:2018 positions occupational health and safety as a strategic and systemic concern, essential for achieving continuous improvement and organizational excellence (International Organization for Standardization, 2018).

Nevertheless, global data continue to reflect significant shortcomings: each year, more than 2.78 million deaths and approximately 374 million non-fatal work-related injuries are reported, with serious implications for productivity, operational costs, and overall organizational performance (OIT, 2019). These figures suggest that the formal implementation of OHSMS frameworks remains insufficient unless they are aligned with other strategic functions, particularly human resource management (HRM), to promote a culture of prevention and sustained performance improvements (Alzoubi et al., 2022; Liu R. et al., 2023; Bethea et al., 2016; Lieberson and O’Connor, 1972).

Among the various economic sectors, the construction industry presents particularly complex challenges that underscore the necessity of such alignment. Marked by high employee turnover, multidisciplinary project environments, and hazardous tasks such as working at heights or in open-air settings, construction remains one of the most exposed sectors to occupational risks (Abdul Hamid et al., 2018). Despite its economic significance in Colombia, many construction firms still perceive the OHSMS primarily as a compliance requirement rather than as a strategic instrument for enhancing personnel management and achieving organizational objectives (Ulises et al., 2019; Obando-Montenegro et al., 2019).

In the Colombian context, Decree 1072 of 2015 mandates the implementation of OHSMS in all organizations, regardless of their size or sector, and explicitly encourages its integration with HRM practices (Ministerio del Trabajo, 2015). Empirical evidence indicates that when an OHSMS is strategically integrated with practices such as continuous training, participatory mechanisms, and employee recognition, it contributes positively to job satisfaction, organizational climate, and operational efficiency—dimensions that are central to organizational performance (Giunchi et al., 2019; Cárdenas Bohórquez et al., 2019; Barradas Martínez et al., 2021).

The present study is grounded in two complementary theoretical frameworks: Human Capital Theory and General Systems Theory. Human Capital Theory (Becker, 1994) posits that investments in employee health, safety, and training enhance individual productivity and, by extension, organizational outcomes. Within this framework, OHSMS can be conceptualized as a mechanism for strengthening human capital through the creation of safe, participatory, and motivating work environments.

Conversely, General Systems Theory (Bertalanffy, 1968) offers a holistic perspective on organizations, viewing them as dynamic systems composed of interdependent subsystems. Accordingly, OHSMS, People Management (PM), and Organizational Performance (OP) should not be understood as isolated components but as interconnected functions that interact and co-evolve. This systems-based view supports the idea that effective integration between safety and HRM practices can generate positive feedback loops that enhance organizational resilience, sustainability, and long-term effectiveness.

By articulating these theoretical foundations, the present study aims to analyze not only the direct effects of OHSMS on OP but also the mediated effects that emerge through strategic HRM practices. This integrated perspective provides a robust framework for the hypothesized relationships tested in the empirical model.

Despite notable advances in both safety management and HRM literature, a significant research gap persists concerning the mediating role of personnel management in linking OHSMS to organizational performance. Most existing studies examine these systems in isolation or focus solely on regulatory compliance, overlooking the potential synergies between them, particularly in high-risk contexts such as the construction sector.

To address this gap, this study analyzes the impact of OHSMS on PM and OP in the construction sector through a Structural Equation Modeling (SEM) approach. Drawing on data from construction companies in Ocaña, Norte de Santander, Colombia, the research seeks to identify the relationships between safety systems, employee engagement, and performance outcomes. Ultimately, the findings aim to inform both local and international audiences interested in advancing the strategic integration of occupational health, safety, and human resource management practices across diverse organizational contexts.

Occupational health and safety management (OHSMS) has been widely studied from multiple perspectives, highlighting its role not only in the prevention of occupational risks, but also in promoting organizational wellbeing and improving business performance (Moran-Fuentes et al., 2022; Coppeta et al., 2019; Mandal and Chanodkar, 2024). In the current context, various authors agree that the OHSMS transcends the normative dimension and becomes an articulating system of organizational culture, particularly when linked to human talent management practices (Pujol- Cols and Lazzaro-Salazar, 2021; Ulises et al., 2019; Nuñez -Lira et al., 2023).

Human Capital Theory (HCT) offers a key conceptual framework for understanding personnel management as a strategic factor in organizational performance. From this perspective, recent studies highlight that investments in worker training, wellbeing, and development strengthen their skills and generate significant returns for organizations, expressed in greater productivity, commitment, and reduced occupational risks (Iqbal et al., 2023a; Gertler et al., 2016; Liu et al., 2015). Thus, human capital is conceived as a strategic asset that, when properly managed through systems such as the OSHMS, contributes to the achievement of sustainable results and continuous improvement processes (Carnevale and Hatak, 2020).

Analyzing the OSHMS from a theoretical perspective allows us to understand its foundations, scope, and interactions with other organizational systems, beyond mere legal compliance. This approach makes it possible to establish causal and mediating relationships with variables such as human talent management and organizational performance, thus enriching intervention and evaluation strategies in organizations (Liu H.-C. et al., 2023; R. Liu et al., 2023b; Ramos et al., 2022).

Recent research has shown that safe work environments, together with effective implementation of OSHMS, create conditions conducive to staff engagement, reduce absenteeism and accident rates, and boost institutional performance (Giunchi et al., 2019; Cárdenas Bohórquez et al., 2019). These findings are even more relevant in high-risk sectors such as construction, where operating conditions demand a comprehensive preventive approach, aligned with the reality of field work (Abdul Hamid et al., 2018; Río-Cortina et al., 2022).

The literature has also addressed the relationship between human talent management and the success of the OSHMS. Research such as that by Moran-Fuentes et al. (2022) and Ulises et al. (2019) has shown that effective OSH programs require the active participation of workers, their perception of organizational justice and committed leadership (Soria Reséndez et al., 2019). Furthermore, it is highlighted that the integration of the OSHMS with human management strategies strengthens motivation, sense of belonging and productivity (Ibarra Cisneros et al., 2017; Céspedes Socarrás and Martínez Cumbrera, 2016).

From an assessment perspective, Gertler et al. (2016) propose the use of maturity instruments to assess the degree of implementation of the OHSMS and its impact on management teams’ decision-making. These tools identify gaps in strategic planning, highlight the level of staff ownership, and measure its impact on the organization’s overall performance.

On the other hand, Moran-Fuentes et al. (2022) reveal that factors such as physical load, organizational pressure, and poor communication negatively impact wellbeing and performance (Bakker et al., 2008; Gill and Pratt, 2008; Oraee et al., 2019). In this regard, Liu et al. (2025) emphasize how precarious conditions on digital platforms affect mental health, control, and job satisfaction, highlighting the need for psychosocial considerations in OHSMS. Likewise, Widyasmoro et al. (2025) stress the role of safety briefings, knowledge, and awareness in achieving zero accidents, underscoring the relevance of safety culture and engagement. These findings support the need to examine workers’ perceptions as a core element of OSH management systems.

The literature also emphasizes that the success of OSHMS depends not only on legal compliance, but also on its cross-organizational appropriation (Pujol- Cols and Lazzaro-Salazar, 2021). This involves training workers, involving them in risk identification, encouraging participation, and designing inclusive policies that articulate occupational safety with human development processes (Sharma and Kodali, 2008; Céspedes Tamayo, 2020).

Finally, several studies warn of the risk of converting the OSHMS into a mere documentary practice. According to Gertler et al. (2016) and Barradas Martínez et al. (2021), when organizations do not allocate sufficient resources or promote active staff participation, systems tend to be limited to formal compliance, without generating a true transformation in working conditions or organizational culture.

Overall, the review shows that OSHMS management, when properly articulated with personnel management, has the potential to significantly improve organizational performance, especially in high-risk sectors such as construction, where structural challenges require comprehensive, participatory and strategic approaches (Mikalef and Krogstie, 2020).

In line with the theoretical and empirical findings reviewed, it is suggested that the effective implementation of the Occupational Health and Safety Management System (OHSMS) can have a significant impact on both human talent management and organizational performance. Several studies have shown that safe work environments, accompanied by integrated occupational health policies, contribute to improving motivation, employee engagement, and efficiency in meeting institutional objectives (Giunchi et al., 2019; Kahoa et al., 2019; ISO, 2018). Based on the above, the following hypotheses are formulated:

This study adopted a descriptive and explanatory methodological approach, aimed at characterizing the variables Occupational Health and Safety (OHS), People Management (PM), and Organizational Performance (OP), as well as analyzing and explaining the relationships between them. The design allowed for a comprehensive understanding of the constructs, addressing both their individual characteristics and their interactions (Creswell and Plano Clark, 2018).

A mixed-source design was used, combining primary data obtained through surveys administered to managers and workers with secondary data from institutional reports and corporate websites (Tashakkori and Teddlie, 2010). Additionally, a contemporary cross-sectional design was employed to collect data at a single point in time, enabling the analysis of phenomena in their natural context (Hernández-Sampieri and Mendoza, 2018). The study population consisted of 50 construction companies located in the municipality of Ocaña, Norte de Santander, Colombia. These companies were selected based on their operational status and formal registration, ensuring a representative sample across small and medium-sized enterprises (SMEs).

The sample included firms with varying workforce sizes, ranging from micro-enterprises with fewer than 10 employees to medium-sized companies with up to 200 workers, thereby capturing structural diversity within the sector. From this population, 239 workers were selected using proportional stratified random sampling to ensure equitable representation by hierarchical level and functional area. This strategy enabled a comprehensive understanding of the phenomena under investigation by incorporating the perspectives of managers, supervisors, and frontline workers.

The measuring instrument designed to assess the variables of occupational health and safety, people management and organizational performance underwent rigorous validity and reliability testing. Content validity was confirmed by five international experts, who evaluated the clarity, coherence, and relevance of the items, achieving an agreement index of 0.96. Reliability was validated using a Cronbach’s alpha of 0.94, indicating high internal consistency (Cronbach, 1951). Sampling adequacy was verified using the Kaiser-Meyer-Olkin (KMO) measure, which yielded an overall value of 0.81, and Bartlett’s test of sphericity was significant (p < 0.05), confirming the suitability of the data for factor analysis.

In the first phase of the analysis, exploratory data analysis (EDA) techniques were applied, including descriptive statistics, graphical visualization, and exploratory factor analysis (EFA), to examine the data structure, detect patterns, and construct latent factors (Hair et al., 2019). In the second phase, relational analysis was performed to assess the statistical interconnections between these factors, validating their associations and theoretical coherence before moving towards structural modeling. For the relational analysis, Spearman correlations, appropriate for ordinal data, were used, which allowed identifying significant associations between the studied variables and confirming the convergent validity of the constructs.

Subsequently, Structural Equation Modeling (SEM) was implemented with Python, including Confirmatory Factor Analysis (CFA) and the assessment of direct and indirect structural relationships between the independent variable (IV), the mediating variable (MV), and the dependent variable (DV). The overall model adequacy was assessed using fit indices such as the Comparative Fit Index (CFI) and the Root Mean Square Error of Approximation (RMSEA). Python was selected due to its flexibility, open-source nature, and its ability to integrate advanced statistical libraries, which allow for customized model specification, reproducibility, and automation of analytical workflows. This choice also improved the replicability and scalability of the analysis, allowing for greater transparency in data processing. Throughout the process, the confidentiality and anonymity of participants were guaranteed. Primary data were collected and processed ethically and securely, and the use of Python contributed to a robust and reliable examination of the relationships between the variables studied. See Figure 2.

The research results highlight not only the direct impact of Occupational Health and Safety (OHS) on Organizational Performance (OP), but also the fundamental role of People Management (PM) as a mediating variable in this relationship. These findings provide insight into the underlying dynamics that strengthen organizational sustainability and improve efficiency in contemporary business contexts. The most relevant findings of the study are presented below in Table 1.

As observed in Table 2, the variable Age shows a high positive correlation with Seniority (0.750), which is expected, since the older the person, the more work experience he or she accumulates. On the other hand, there is a moderate negative correlation between Age and Education (−0.420), which could indicate that younger workers tend to achieve higher educational levels. Education shows a negative relationship between age and seniority, which could reflect a generational trend toward higher qualifications. A moderate positive correlation is also observed between Education and Contract Type (0.254), suggesting that workers with higher educational levels may be able to access more stable contracts. The remaining relationships present low correlation values, indicating weak or insignificant associations between the remaining variables.

The analysis of the results in Figure 3, reveals that people management is rated positively, with averages ranging from 4.0 to 4.2 across all indicators evaluated, reflecting a generally favorable perception. However, the relatively high standard deviations in dimensions such as DA2 and AP1 indicate significant variability in responses, suggesting that not all members of the organization experience the implemented management practices in the same way. This dispersion could be associated with differences in work contexts, roles, or leadership styles; therefore, it is recommended to delve deeper into these areas to strengthen consistency in the human talent experience.

The results obtained in Figure 4, reflect a favorable evaluation of the OHSMS, with average scores close to 4.1 across all items, indicating solid implementation in aspects of policy, planning, working conditions, and evaluation. However, the standard deviations reveal some heterogeneity in respondents’ perceptions, particularly in items related to planning (PLAN2) and conditions (COND2), suggesting that the experience is not entirely uniform across the organization. These findings point to opportunities for improvement in the standardization of practices, especially about the implementation of the action plan and the monitoring of working conditions.

The research results, as seen in Figure 5, reveal a largely favorable perception of organizational performance, with averages close to or above 4.0 for most indicators. This trend suggests that employees positively value key aspects such as institutional support, Occupational Health and Safety (OHS) planning, and the work environment. In particular, the Resources and Support (RS), Policies and Planning, and Motivation and Work Environment (MCL) dimensions stand out as strengths, reflecting a structured organizational environment with effective management support.

However, other areas show lower or contrasting levels. The Participation (PA) dimension presents low scores (PA1: 3.22, PA2: 3.06), reflecting a limited perception of employee inclusion in decision-making and continuous improvement processes. Similarly, the Physical Conditions (COND1 and COND2) receive average ratings (≈3.06), indicating opportunities for improvement in the tangible work environment. Regarding Evaluation (EVA), the usefulness of subsequent actions is recognized (EVA2: 4.01), although the consistency of the process remains poor (EVA1: 3.01).

Also notable is the low-to-medium score in the Personal Wellbeing (WW) dimension (3.13), which suggests that, despite organizational progress, challenges remain in balancing job demands and workers’ subjective wellbeing. The high standard deviations in dimensions such as Overall Perception (PERC) and Job Satisfaction (SL) indicate significant variability in responses, which could be linked to differences by area, role, or hierarchical level.

The observed variability in perceptions regarding personal wellbeing and physical working conditions can be attributed to several organizational and individual-level factors. Differences in job roles, hierarchical levels, contract types, and length of service influence how employees experience occupational health and safety initiatives. For example, temporary workers or those in physically demanding roles may have limited access to supportive infrastructure, rest areas, or psychosocial resources, leading to lower wellbeing ratings. Furthermore, inconsistencies in the implementation of safety protocols across departments may exacerbate these perceptual gaps. To address these disparities, it is essential to adopt a differentiated intervention strategy that includes participatory diagnosis at the unit level, targeted wellbeing programs, and the harmonization of safety standards across all functional areas. Regular feedback mechanisms and inclusive planning processes can also foster equitable engagement and ensure that wellbeing initiatives are sensitive to the specific needs of diverse employee groups.

Overall, the findings show a solid implementation of the OHSMS, but with specific weaknesses in active participation, assessment consistency, and the promotion of comprehensive wellbeing. It is recommended to further analyze specific organizational units and develop targeted strategies that promote co-responsibility, self-care, and an inclusive and sustained organizational culture.

The analysis of the graphical frequency distribution by dimension reveals a generally positive perception of the Occupational Health and Safety Management System (OHSMS), with a clear inclination toward responses at levels 4 and 5 of the scale. This trend suggests that, overall, workers favorably value the system’s implementation and operation, as seen in Tables 3 and 4.

The Resources and Support (RS) dimension presents high frequencies at the highest levels, indicating that staff perceive effective institutional support from management and responsible areas. Similarly, the Performance (PD) dimension shows a concentration of responses between 4 and 5, reflecting recognition of work performance and OSH-related technical training. In contrast, the Participation (PP) dimension shows a peak at level 3 and a low level at level 5, which could be interpreted as a lack of real opportunities for workers to actively engage in OSHMS improvement processes. This suggests possible structural or communication barriers that limit collective appropriation of the system.

Overall, workers’ perceptions of the OSHMS are favorable, with a distribution of responses skewed toward the higher levels of the scale. This demonstrates a consistently positive assessment of the system, particularly in dimensions such as Equity and Motivation (EQ, MCL) and Plans and Policies (PLAN, POL), which reflect a harmonious organizational climate and adequate dissemination of institutional guidelines. However, critical areas have been identified that require attention. Physical Conditions (PDC) are perceived as average, indicating opportunities for improvement in the workplace infrastructure. The Assessment (AVA) dimension shows partial progress: although improvements are recognized after corrective actions, continuous assessment is not perceived as a consolidated practice. Likewise, Personal Wellbeing (PW) has a medium-low rating, which could affect organizational sustainability and talent retention.

Job satisfaction (JS), although more variable, maintains a positive trend, while the differences observed between items indicate internal consistency in most of the dimensions evaluated. Finally, it is recommended to prioritize interventions on three key fronts: employee participation, physical conditions, and periodic evaluation of the system, since strengthening them is essential to maintaining organizational commitment, especially in environments with high turnover.

The analysis of the structural model applied to 50 companies in the construction sectorin Norte de Santander allowed us to empirically validate the influence of Occupational Health and Safety (OHS) on Organizational Performance (OP), both directly and mediated by People Management (PM). This finding is consistent with recent research that underscores the strategic importance of integrating occupational health management into the core of organizational policies (Moran-Fuentes et al., 2022; Alzoubi et al., 2022).

From a structural perspective, the results showed that OHS has a strong and statistically significant direct effect on OP (β = 0.985***), as well as an indirect effect through PM (β = 0.708***), the latter being equally significant in its positive influence on performance (β = 0.356**). These results agree with what was proposed by Giunchi et al. (2019), who highlight that wellbeing, participation and the perception of organizational support mediate the effects of safety systems in improving organizational performance.

The finding that the dimensions related to wellbeing, equity, system perception and job satisfaction presented high factor loadings reinforces the positions of Gertler et al. (2016) and Bakker et al. (2008), who argue that performance does not depend exclusively on technical efficiency, but on the quality of working conditions and the worker’s sense of belonging.

Likewise, the results where indicators such as resource availability, active participation and work environment emerge as significant predictors of OP align with the approaches of Mutlu and Altuntas (2019) and Carnevale and Hatak (2020), who argue that human factors are critical for organizational sustainability, even more than traditional operational factors. From a theoretical framework, these results reinforce the validity of the General Systems Theory (Bertalanffy, 1968; Senge, 1990), by demonstrating that the effective interaction between organizational subsystems - in this case, occupational health, human management and performance - allows achieving synergies that enhance overall results. The empirical evidence of the partial mediation exercised by People Management constitutes a relevant contribution, corroborating previous proposals such as those of Ulises et al. (2019) and Moran-Fuentes et al. (2022), which indicate that occupational health systems are more effective when they are strategically integrated with human talent development policies.

To improve participation, equity, and wellbeing in high-risk construction environments, it is recommended to implement participatory safety committees, ensure equitable access to equipment, rest breaks, and training, and integrate physical and mental wellbeing programs into the daily work routine. Additionally, periodic audits and the collection of disaggregated feedback are suggested to identify gaps in the implementation of occupational health and safety policies. These actions strengthen the preventive culture and reinforce the human-centered approach of management systems in demanding work settings.

The findings suggest that enhancing occupational health and safety practices, when complemented by effective people management, can help address challenges such as hazardous working conditions and high staff turnover. As the study highlights, “people management acts as an important mediator in the relationship between occupational health and safety practices and organizational performance,” emphasizing the importance of aligning safety systems with strategies that promote engagement and retention. Furthermore, consistent with Kristensen et al. (2005), improving the psychosocial work environment (through participation, equity, and recognition) can reduce stressors and strengthen organizational commitment, contributing to more stable and safe workplaces.

This study advances Human Capital Theory and General Systems Theory by showing that investments in OHS and people management improve organizational performance. Supporting Becker (1994), it highlights how worker wellbeing enhances workforce value, while also aligning with Bertalanffy’s (1968) view of organizations as interdependent systems. These findings underscore the need for integrated strategies and suggest further research on the long-term effects of OHSMS across different industries.

Finally, the findings invite us to rethink traditional approaches that conceive the OHSMS as a merely regulatory requirement, proposing instead its incorporation as a strategic axis that not only protects workers’ health but also acts as a catalyst for organizational performance (Pujol Cols and Lazzaro-Salazar, 2021; Liu R. et al., 2023).

This study confirms that Occupational Health and Safety (OHS) is a strategic factor in improving the construction sector’s Organizational Performance (OP). While its direct impact is significant, the effect is substantially amplified when combined with strong People Management (PM) practices centered on wellbeing, equity, organizational perception, and job satisfaction.

Moreover, organizational practices such as effective policy communication, continuous evaluation, participatory planning, and efforts to strengthen the work environment not only influence institutional performance but also contribute to building an organizational culture rooted in care, fairness, and the sustainable management of human capital.

In addition, the study highlights the strategic role of the Occupational Health and Safety Management System (OHSMS), not only in enhancing organizational performance but also in promoting a culture of wellbeing and equity. Embedding OHSMS within the core of organizational strategy enables companies to move beyond mere regulatory compliance and proactively create inclusive, safe, and resilient workplaces. This systemic integration fosters institutional trust, mitigates health-related risks, and promotes a shared sense of responsibility at all organizational levels.

To maximize the impact of OHSMS on organizational performance, it is recommended to align it with human resource management practices through coordinated actions such as participatory safety planning, regular feedback mechanisms, comprehensive wellness programs, and equity-focused leadership. Integrating these elements allows organizations not only to safeguard their workforce but also to strategically leverage human capital as a driver of long-term performance, adaptability, and innovation.

Taken together, the study provides an empirical foundation for designing intervention strategies that systematically integrate occupational safety, human resource management, and organizational performance as an interdependent system. The findings emphasize the importance of adopting a holistic approach that aligns institutional values with the practical implementation of strategy, resulting in tangible benefits in productivity, engagement, and long-term organizational sustainability.