




































 

  

Imprint of Occupational Health and Safety Conditions on 

Employee Commitment: A Case Study of Toyota Tsusho 

Corporation 

Dr. Aitaa Sam Kilimvi and Joana Nshyira Owusu-Antwi 

 

 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

Vol.7, Issue 1, pp 1 - 16, 2023                                                                                     www.ajpojournals.org 
                                                                                                                                 

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Imprint of Occupational Health and Safety Conditions on 

Employee Commitment: A Case Study of Toyota Tsusho 

Corporation 

Dr. Aitaa Sam Kilimvi1,2* and Joana Nshyira Owusu-Antwi3 

1Lecturer, Faculty of Management Science, Muni University, Uganda 

2Lecturer, Royal Docks School of Business and Law, University of East London 

3Royal Docks School of Business and Law, University of East London 

*Corresponding Author’s Email: sa’kilimvi@muni.ac.ug  

                                                                   Abstract 

Purpose: World Health Organization (WHO) potentiates the goal of occupational health and 

safety as protecting employees' mental, bodily, and social health while they are working. 

Using Toyota Tsusho Corporation as a case study, this study aimed at examining the impact 

of occupational health and safety measures on employee commitment.  

Methodology: The study utilized a quantitative analysis of published data from Toyota 

Corporation health and safety initiatives report. Descriptive statistics was employed for the 

data analysis, and the independent sample test was performed to assess the study's 

hypothesis. 

Findings: This study found that management initiative and commitment to health and safety 

had a positive influence on employee commitment. It was also revealed that health and safety 

measures had an association with employee commitment and presenteeism level.  

Recommendations: The study recommend businesses to adopt healthy lifestyles and 

encourage employee motivation to lower presenteeism in both high-risk and low-risk 

environments. Policies on employee safety and provision of appropriate equipment that 

reduce the frequency of accidents, illnesses, and injuries should be the priority of 

management. 

Keywords: Occupational health and safety, employee commitment, presenteeism, 

organizational policies. 

 

 

 

 

 

 

 

 

 

 

mailto:kilimvi@muni.ac.ug


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1.0 INTRODUCTION 

Occupational health and safety is the practice of ensuring that employees are healthy and 

safe at workplace to improve their performance and productivity. According to World Health 

Organization (WHO, 2022), the goal of occupational health and safety is to protect 

employees' mental, bodily, and social health while they are working. International Labor 

Organization (ILO) estimated about 2.3 million work-related diseases or accidents every 

year, and over 6000 death each day around the globe (World Statistics, 2022). Additionally, 

the ILO estimated over 340 million occupational accidents and an annual work-related 

illness of about 160 million (World Statistics, 2022).  

The above estimates indicate how relevant it is, to maintain occupational health and safety 

standards at the workplace as it directly involves employee commitment, satisfaction and 

productivity. In a presentation by Amponsah-Tawiah and Mensah (2016), the significance 

of a healthy working environment is being recognized as a broad concept, influencing the 

quality of life from the individual level to the large impacts on public health at the societal 

level. Occupational health and safety aim at the working environment of employees to 

maintain the best mental, physical and social well-being of employees (World Health 

Organization, 2022).  The viability of a business for employers, labour unions, society, and 

the government has gradually grown to depend on the workplace. The standard of the 

workplace has an impact on how well employees perform (Yankson, 2012). 

Using Toyota Tsusho Corporation as a case study, this study aimed at examining the impact 

of occupational health and safety measures on employee engagement. This study examined 

how health and safety conditions in an organization may affect employee commitment. The 

Health and Safety policy of Toyota Tsusho stated in their health and safety report affirms 

that: “Toyota Tsusho group utilizes the occupational safety and health management system, 

and Toyota Tsusho group will make efforts to improve and maintain such system to aim at 

continuously higher level of safety and health” (Toyota Tsusho website, n.d)  

Work-related accidents and illnesses can be quite expensive for both the company and the 

affected employee. To prevent workplace accidents and illnesses, management and 

employees should take all reasonable precautions. However, implementing safety measures 

while failing to provide enough training and information regarding these regulations will not 

suffice.  

1.1 Statement of the Problem 

One of the most significant resources that demand competent management is personnel. The 

entire efficacy and efficiency of an organization will change as a result of successful and 

competent human resource management. It is essential to remember that accidents are quite 

expensive for the organization and the afflicted employee. ILO estimated over 340 million 

occupational accidents and an annual work-related illness of about 160 million (World 

Statistics, 2022). Toyota Tsusho Corporation is one of the companies that use machines 

intensively. Machines and the workplace environment, according to Cascio (1996) are the 

primary causes of safety hazards.  

Despite extensive research on workplace health and safety conducted worldwide, very little 

work has been done on the relationship between employee commitment and workplace 

health and safety. It is as a result of this gap in the literature that the study seeks to examine 



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the health and safety conditions and their effect on employee commitment and make a 

recommendation on the health and safety of employees in the organization. 

1.2 Research Aims and Objectives 

This study was to explore the potential impact of health and safety measures on the 

dedication of employees to work. The main objective of the study was to ascertain whether 

the implementation of health and safety measures in an organization has a direct impact on 

the level of commitment of employees. The specific objectives of the study were: To 

understand whether organizations have health and safety measures in place; To determine 

management commitment to health and safety and its correlation to risk occurrence factors 

and; To examine the relationship between health and safety measures and employees' 

commitment to work. 

This study was guided by the following research questions: 

1. Do the organization have health and safety measures in place? 

2. Does management have commitment to health and safety and its correlation to risk 

occurrence factors? 

3. What is the relationship between health and safety measures and employee 

commitment to work? 

1.3 Research Hypothesis 

Null hypothesis (H1): Health and safety measures have no effects on employee commitment. 

The alternative (H2): Health and safety measures have effects on employee commitment. 

2.0 REVIEW OF RELATED LITERATURE  

2.1 Theoretical Framework  

The world health organization (WHO, 2022), explains occupational health as an area of work 

that “promotes and maintain the highest degree of physical, mental and social well-being of 

workers in all occupations”. International Labour Organization (ILO, 1998), additionally 

defines Occupational health and safety as the “discipline dealing with the prevention of 

work-related injuries and diseases as well as the protection and promotion of health of 

workers.” These definitions elaborate on the mental, physical and social scopes of all 

occupations and measures to protect, prevent and reduces unexpected accidents in the 

workplace. Consideration and prevention of workplace death, injuries, and illness are 

important for individual operative and their families, the organization employing them, the 

community and society at large.  

Workplace injuries and illness affect organizational costs both directly and indirectly. Some 

of the direct cost includes treatment cost for injured workers, injury compensation and 

insurance cost and many more. The indirect cost may include overtime charges and loss in 

production. The injured family may endure emotional and financial constraints (Glashower 

et al., 2017). Occupational health and safety is not a mere concept of maintaining a safe and 

healthy working environment for employees but it includes social, personal and community 

well-being (Liu et al., 2019). Occupational health and safety, following Amponsah-Tawiah 

and Dartey-Baah (2011), captures the emotional, psychological, and physical well-being of 

employees in terms of how they go about their daily work activities and, as a result, 

highlights a crucial topic of interest positively affecting the achievement of organizational 

goals.  



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Similarly, Cascio (1996) defines health hazards as elements of the workplace that 

progressively, cumulatively, and frequently permanently worsen an employee's health, such 

as cancer, poisoning, and respiratory illnesses. In some businesses, undesirable 

consequences are the main focus of concern. Conversely, the scope of occupational health 

and safety is broad, and a multidisciplinary approach is necessary. It requires an 

understanding of engineering, biology, chemistry, ergonomics, and allied fields. 

Additionally, it requires public health management abilities for effective decision- and 

communication-making (Tadesse & Admasu, 2006). 

One of the key indicators of occupational health is presenteeism. According to Zanon et al. 

(2021), presenteeism can be seen as, a condition when employees regularly arrive at work 

with indications or signs of illness. This is a widespread occurrence in many workplaces and 

can have detrimental effects on businesses. Although the employee is present at work, the 

productivity is low coupled with the potential to spread illnesses which threaten not only 

their productivity but also that of the entire company. It may be difficult to assess the 

economic costs of presenteeism. The economic cost of such losses could be higher than 

absenteeism. 

According to Ogata (2009), cited in Assunção (2014), depression, obesity, arthritis, back 

pain, neck pain, and anxiety are the health issues that have the biggest impact on 

productivity. A firm's major direct health-related expenditures are caused by chronic 

diseases like heart or disease cancer, which necessitate costly treatments and typically hit 

people later in life. These costs include a health premium that a firm pays to an insurer or, if 

it is self-insured, the claims paid for the medication and medical treatment (Hemp, 2004). 

Employees' productivity is impacted by presenteeism when they arrive at work with health 

issues but feel obligated to stay due to demands from their supervisors or employers.    

As a consequence of this, presenteeism negatively impacts not only employees' productivity 

but also their commitment, interpersonal connections at work, and ability to balance work 

and life. Additionally, it deteriorates the health of workers, undermines their motivation to 

work, increases accidents, and lowers productivity (Haque, 2018). Employee commitment 

happens to be one of the topics that have received attention from many scholars around the 

world in the organizational behaviour areas, due to its influence on work behaviour such as 

effective performance, compliance with policies, directives and many more (Sohel, 

Shanewaz, Raihan, & Tarik, 2020). According to Leka, Sinclair, & Houdmont (2012), 

Commitment is a force that binds an individual to a target and to a course of action of 

relevance to that target. The definitions emphasize employees' devotion to organizational 

practices and culture.  

According to some experts, commitment is both a desire to continue with a course of action 

and a reluctance to change direction, frequently due to a sense of duty to continue with the 

plan. People are similarly committed to a variety of organizations, including political, 

religious, family, economic, and educational ones. Meyer and Allen (1991) describes 

employee commitment in three components; Affective Commitment (AC), Continuance 

Commitment (CC) and Normative Commitment (NC). The term Affective Commitment 

describes an employee's identification with, involvement with, and emotional attachment to 

the organization. A strong emotional commitment means that employees stay on board with 

the company because they want. Normative Commitment displays a sense of duty to keep 

working. Employees that exhibit a high level of normative commitment believe they should 

stay with the company. It is asserted that a person's experiences both before and after joining 



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the organization have an impact on normative commitment. This implies that contacts within 

organizations, as well as those with families and society at large, have an impact on how 

normative commitment within the workplace develops. (Allen & Meyer, 1990; Markovits, 

Boer & van Dick, 2014). 

2.2 Empirical Framework 

Work Engagement, Organizational Commitment and Management Commitment 

A state of active labour that is marked by intense activity characterized by zeal, enthusiasm, 

and absorption is known as work engagement. Employees that are energetically involved in 

their work are motivated and committed to what they do (Beach, 2000) In this regard, 

employees can increase their duties and emotional connection to their work, as well as put 

more effort and more time into work, which is beneficial to obtaining good work 

performance. Employees that are highly engaged at work also have a strong sense of who 

they are as workers and have high expectations for themselves. Nevertheless, many 

researchers have demonstrated a beneficial relationship between work engagement and job 

performance (Lu, Yu & Shan, 2022). 

Ehrhardt et al. (2011), suggest that organizational commitment is a degree to which an 

employee identifies and associates with an organization’s mission, goals, and values and is 

willing to maintain membership. O’Reilly (1989) defined organizational commitment as a 

person's psychological connection to an organization, such as a sense of job engagement, 

loyalty, and belief in the organization's principles. According to this viewpoint, 

organizational commitment includes employees' acceptance of organizational goals and their 

capacity to exert effort on behalf of the organization (Miller & Lee, 2001). The retention of 

key employees is critical to the future success of any organization. Organizational 

performance, customer satisfaction, and a positive work environment are all heavily reliant 

on the organization's ability to retain the best employees (Suárez-Albanchez et al., 2021). 

Organizations with a safety policy, safety concerns in their strategy, assigning funding for 

cascading, and putting the same into practice are thought to demonstrate management 

commitments. According to Berhan (2020), there would be fewer risk factors for disease or 

accidents if organizational safety rules and strategy concerns were correctly applied and 

practiced. As a result, occupational illnesses and industrial accidents will become less 

common. Beach (2000), suggest that high-level management is responsible for an 

organization's safety enhancement, but team members and employees also play a crucial role 

in achieving the organization's overall objectives.  

The performance of health and safety would never be achieved without employee 

involvement (Yankson, 2012).  Activities that uplift workers and have an impact on their 

attitudes and beliefs ought to be encouraged. This can be determined when management 

demonstrates a clear and convincing interest in the well-being and safety of employees, 

which can be accomplished by providing suitable work equipment, job enhancement 

programs, skill development, and management activities that demonstrate their concern for 

employees' safety (Gyekye & Salminen, 2007). Michael et al. (2005), agree that 

organizational commitment, work satisfaction, and performance-related outcomes are all 

positively correlated with management commitment to safety. 



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3.0 METHODOLOGY 

Research methodology describes the ways in which one may proceed with the research; a 

methodical approach to problem-solving (Smith, 2016). For the purpose of this study, 

quantitative research method was used as predestined by the purpose of this research. 

Secondary data in the form of published information related to health and safety measures 

of Toyota Tsusho were extracted and reviewed for the analysis. This research was based on 

ontology philosophy which is “our assumptions about knowledge and how this is created” 

(Vance, 2006). Ontology aids researchers in recognizing the degree of certainty they can 

have about the existence and characteristics of the objects they are studying.  

In this study, the existing phenomenon of Toyota Tsusho over their organizational policies 

for resolving occupational health and safety issues were explored. Notably, this study sort to 

explore an in-depth current standing of the impact of health and safety measures on employee 

commitment taking presenteeism and work engagement into perspective. The study was 

guided by the pragmatism philosophy. This philosophy approaches practical issues and 

suggests solutions by fusing theory and practice and employing a variety of research 

techniques as well as methodological combinations. In this study, a factual case study is used 

and analyzed practically.  

The study adopted case study approach. According to Gillham (2001) cited in Leka (2012), 

the primary goal of a case study is to produce a context and process study that clarifies the 

topic under investigation. The research employed descriptive analysis of data collected on 

the health and safety initiative report of Toyota Tsusho Corporation and a regression analysis 

to test the hypothesis of the study. 

4.0 PRESENTATION OF FINDINGS, ANALYSIS AND INTERPRETATIONS 

The study focused on exploring the potential effect of health and safety measures on the 

commitment of employees to work. The objective of the study was to determine whether the 

implementation of health and safety policies at the workplace directly influences how 

committed employees are to their work. The specific objectives of the study were, (a) To 

understand whether organizations have health and safety measures in place, (b) To determine 

management commitment to health and safety and its correlation to risk occurrence factors, 

and (c) To examine the relationship between health and safety measures and employees’ 

commitment to work. Secondary data was collected from Toyota Tsusho Corporation 

initiatives on health and safety reports. This data was gathered from August 2022 to October 

2022 using a descriptive approach providing an in-depth understanding of the phenomena of 

the study.  

The Health and Safety policy of Toyota Tsusho stated in their health and safety report affirms 

that Toyota Tsusho group top management recognizes that good communication between 

top management and employees is crucial for safety and health management, and the top 

management will respect such intercommunication with employees. And as inscribed, 

Toyota Tsusho group observes the laws of safety and health, guidelines of work operation 

inside the premises of customers, and Toyota Tsusho group will establish necessary internal 

rules and regulations to improve the level of safety and health management (Toyota Tsusho 

website, n.d)  

In the health and safety management framework, Toyota Tsusho reported that up to 399 

individuals received safety and health training in the fiscal year 2020, including new hires, 



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mid-level workers, managers, and executives. A total of 287 people used the workshop 

simulators for practical instruction to increase sensitivity to danger (Toyota Tsusho website, 

n.d). The health and safety reports stated the Toyota Tsusho Group Health Declaration which 

was released by the top management in October 2017, and since then, health management 

has been encouraged. To ensure that every employee can conduct business activities while 

being aware of the Key Sustainability Issues. Figure 1 shows the management health and 

safety framework of Toyota Tsusho group showing the involvement of management and 

initiatives and measures in improving health and safety. 

 

Figure 1: Toyota Tsusho group health and safety management promotion framework 

Source: Adopted from (Toyota Tsusho website, n.d)   

In line with the health declaration, the organization made the development of human 

resources that exemplify ‘Be the Right ONE’ a management concern and aimed to maintain 

and improve the physical and mental health of every employee. By encouraging regular 

health checkups, conducting interviews, putting rules into place, and hosting seminars on 

cancer, infectious diseases, mental illnesses, and lifestyle-related diseases, the organization 

is improving employee health literacy. A healthy lifestyle challenge 8 program was 

introduced by the Toyota group. This initiative promotes advancements in eight areas 

(appropriate weight, drinking, exercise smoking, snacking, breakfast, sleep and stress). This 

health management is focused on cancer and infectious disease counter-measures, and as a 

result of these activities, improves the impact on lifestyle-related diseases and mental health 

(Toyota Tsusho website, n.d).  



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Further analysis of the policy of Toyota Tsusho in maintaining continuous higher health and 

safety levels presented in table 1 shows management commitment to promoting health. 

There was 100 % periodic medical consultation rate from 2017 to 2021. For the antismoke 

measure, there was a downward trend in the rate of smoking from 20.8% in 2017 to 17% in 

2021. There was an increase in stress rate recorded in 2018 and 2019, however, there was a 

decline in the rate of high stress from 8.4% to 5% due to management encouragement. 

Additionally, there was an increase in stress check consultations from 79.7% in 2017 to 98% 

in 2021. Further analysis shows that the healthy lifestyles management initiative showed a 

decline in absenteeism as well as a reduction in medical fees from 146,495 yen in the facial 

year 2017 to 130,000 yen in 2021. Furthermore, as seen in table one there was a decrease in 

Presenteeism from 35.4% to 33%, which showed a positive effect on work engagement 

which increased from 2.32 in the year of 2017 to 3 per cent in 2021. 

Table 1: Health and productivity results of management initiatives 

 

Source: Adopted from (Toyota Tsusho website, n.d)  

FY2017 FY2018 FY2019 FY2020 FY2021

Consultation rate for periodic medical examinations 100% 100% 100% 100% 100%

Consultation rate for detailed examinations 67.10% 86.50% 94.90% 97.10% 100%

ABC examinations - 100% 100% 100% 100%

Fecal occult blood - - 92.00% 93.80% 100%

Blood pressure 87.60% 87.20% 90.20% 90.30% 93%

Blood glucose level 75.90% 71.20% 78.30% 83.80% 85%

All age 

groups 22.50% 23.20% 23.40% 23.60% 23%

Under 40 

years of age 13.90% 15.40% 17.30% 17.20% 17%

Total 20.80% 20.40% 20.80% 18% 17%

Male 30.00% 29.80% 29.90% 25.80% 25%

Female 3.50% 3.10% 3.10% 2.20% 2%

Percentage of individuals who exercise regularly*2 46.20% 45.40% 46.20% 45.40% 50%

Percentage of individuals who are well-rested through sleep 64.30% 67.00% 66.50% 75.50% 78%

Percentage of individuals who eat breakfast*3 73.40% 75.50% 74.90% 76.00% 80%

Stress check consultation rate 79.70% 84.20% 88.40% 97.20% 98%

Percentage of individuals with high stress 6.80% 8.20% 8.40% 5.30% 5%

Long working hours

Occurrence rate of 

overtime work 

exceeding 50 h per 

month 2.63% 2.84% 2.53% 2.58% 2.50%

Interview rate of 

individuals engaging 

in interviews with 

an industrial 

physician 88.70% 90.00% 93.50% 94% 100%

Percentage of individuals taking annual paid leave 60.60% 62.80% 65.80% 52.80% 60%

Infectious diseases seminar (cumulative number of persons)

2,232 

person 2,432 persons

2,523 

persons

2,523 

persons

2,800 

persons

Physical 0.38% 0.24% 0.21% 0.12% 0.10%

Mental 0.44% 0.40% 0.33% 0.28% 0.20%

Presenteeism (WHO-HPQ) - - - 35.40% 33%

Medical fees (per individual) domestic

146,495 

yen 134,091 yen

133,922 

yen

133,151 

yen

130,000 

yen

Work engagement 2.32 2.65 2.61 2.65 3

Implementation rate for 

health consultations on 

specified conditions - 26.30% 48.40% 40.20% 48%

Results of health and productivity management initiatives

Absenteeism (percentage 

of individuals who were 

absent from work for 

more than 7 consecutive 

days due to non-

occupational injury or 

illness)

Treatment rate*1

Obesity rate BMI more than 25

Rate of smoking

Consultation rate 

forcancer examinations



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Figure 2, 3 and 4 showed how many program elements from the Healthy Lifestyles 

Challenge 8 were used. Figure 2 show a likely increase in health literacy bringing awareness 

to healthy lifestyle choices while in figure 3 there was a downward trend in Presenteeism in 

the healthy lifestyle challenge. 

 

Figure 2: Health literacy (average) 

Source: Adopted from (Toyota Tsusho website, n.d)  

 

Figure 3: Presenteeism (average) 

Source: Adopted from (Toyota Tsusho website, n.d)  



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Figure 4 shows an increase in work engagement from the healthy lifestyle challenge. 

 

Figure 4: Work engagement (average) 

Source: Adopted from (Toyota Tsusho website, n.d)  

Table 2 shows the number of employees that participated in health seminars and work 

engagements from 2017 to 2021. 

Table 2: Descriptive statistics of health training participants and work engagement 

 

Sourced from (Toyota Tsusho website, n.d) 

4.1 Hypothesis Testing 

Table 3 shows regression analysis on the number of employees who participated in health 

seminars indicating health literacy rate from 2017 to 2021 and their levels of work 

engagement representing commitment. The result showed that Multiple R which is the 

correlation coefficient was 0.974. This suggests a positive relationship between health 

literacy and work engagement. Additionally, from the table, R Square was observed to be 

0.950.  

 

 

 

Year Training  participants work engagement 

2017 2232 2.32

2018 2432 2.65

2019 2523 2.61

2020 2523 2.65

2021 2800 3



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Table 3: Regression output 

 

Therefore, the null hypothesis (H1) that health and safety measures have no effects on 

employee commitment is rejected and the alternative (H2) Health and safety measures have 

great effects on employee commitment is upheld. On the relationship between health literacy 

and work engagement, Figure 5 shows that, as the number of participants involved in health 

and safety initiatives increased, work engagement equally increased.  

 

Figure 5: Relationship between health literacy and work engagement  

The findings showed that health and safety measures had a positive influence on employee 

commitment. As shown in the graphs as employees’ health literacy increased, presentism 

decreased leading to an increase in work engagement (commitment). The findings revealed 

that management health initiates were patronized by employees increasing health literacy 

rate and improving a healthy lifestyle among the employees. These findings conform to the 

findings of Michael et al. (2005) that, raising employees’ views of management's concern 

for their well-being through a commitment to safety will have positive effects along with 

improved safety performance. 

SUMMARY OUTPUT

Regression Statistics

Multiple R 0.97493

R Square 0.950488

Adjusted R Square 0.933985

Standard Error 0.062001

Observations 5

2

2.2

2.4

2.6

2.8

3

3.2

2000 2200 2400 2600 2800 3000

W
o

rk
 E

n
ga

ge
m

en
t

Health/Safety Litracy

Relationship between Health Literacy and Work Engagement 



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The results are consistent with (Teo, Bentley & Nguyen, 2020) suggestions about work 

engagement, which is a favorable attitude toward work, and employees' affective 

commitment to the company as the final result. One aspect of an employee's well-being is 

thought to be their level of work engagement. 

5.0 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 

5.1 Summary of the Findings 

The findings showed that health and safety measures had a positive influence on employee 

commitment; as health literacy increased, presentism decreased leading to an increase in 

work engagement. The findings also revealed that management health initiates were 

patronized by employees increasing health literacy rate and improving a healthy lifestyle 

among the employees. These findings conform to the findings of Michael et al. (2005) that, 

raising employees’ views of management's concern for their well-being through a 

commitment to safety will have positive effects along with improved safety performance. 

The decrease in presenteeism conforms to Haque et al. (2017), that effective health and 

safety management can increase employees' motivation to maintain their organizational 

commitment and dissuade them from leaving. In essence, this is a rational response: 

employees who perceive that their employer cares about their health and safety will be less 

likely to leave the organization. (Suárez-Albanchez et al., 2021). An employee is more likely 

to go above and provide good ‘on-the-job performance’ if they are more engaged at work. 

Furthermore, motivated staff members may be more committed to sticking with their 

existing company (Vance, 2006). 

The results are consistent with (Zhang et al., 2013 cited in Teo, Bentley and Nguyen, 2020) 

suggestions about work engagement, which is a favorable attitude toward work, and 

employees' affective commitment to the company as the final result. One aspect of an 

employee's well-being is thought to be their level of work engagement. On the relationship 

between health literacy and work engagement, figure 5 shows that, as the number of 

participants involved in health and safety initiatives increased, work engagement equally 

increased.  

5.2 Conclusion 

The study had three main objectives in determining whether implementing health and safety 

measures in an organization affects employee commitment. Qualitative secondary data was 

collected from the Toyota Tsusho cooperation health and safety initiatives report. The first 

objective was on identifying the health and safety measures that companies had in place. The 

study found that Toyota Tsusho had health and safety measures in place. The second 

objective focused on identifying management's commitment to health and safety and how it 

relates to risk-causing factors. The study found that management had a commitment to health 

and safety in training their employees which also showed a decrease in their medical fees. 

Furthermore, the third objective was to examine the relationship between health and safety 

measures and employees' commitment to work. According to the study, there was a 

considerable correlation between employee engagement, and occupational health and safety.  

Lastly, using the regression analysis as a test of the hypothesis the Null Hypothesis: (Health 

and safety measures will have no effects on employee commitment.) was rejected by the 

outcome. Consequently, the Alternative Hypothesis: (Health and safety measures will have 

positive effects on employee commitment) was verified by the findings. The results of the 



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study demonstrate that management safety measures and initiatives are essential for 

maximizing employees’ commitment to their company. This indicates that to keep a loyal 

workforce, management must demonstrate care for their welfare by providing a healthy and 

safe place for the people who work for them. As a result of the fact that committed employees 

remain with a firm, regularly show up for work, put in a full day or more, protect corporate 

assets, support the company's objectives, and favourably influence them. The key finding of 

the study showed that as employee’s participated in health and safety seminars, training and 

healthy lifestyle challenges the levels of Presenteeism decreased as work engagement 

increased showing their commitment. This indicates that educating employees on health and 

safety is essential for effective implementation.  

5.3 Recommendations  

The results of this study brings forth to managers, stakeholders, and employers some 

understanding of how employee commitment levels are impacted by occupational health and 

safety practices present on the job. If positively conceived, may aid in the development of 

effective interventions and policy guidelines that can be implemented to assist the 

employees. This study aimed to emphasize the need for management commitment to safety 

concerns and the adoption and implementation of best practices on workplace safety rules 

and enforcing them. Management's concern for health and safety practices and programs 

may impact employee commitment. Furthermore, human resource managers will find this to 

be very helpful as they will know exactly where to concentrate their efforts to achieve 

improved levels of safety compliance and commitment among their staff by lowering 

workplace-related health issues, and injuries and raising employee commitment. 

Consequently, it is recommended that businesses operating in both high-risk and those with 

reduced risk environments, motivate employees and adopt a healthy way of life to reduce 

Presenteeism. It is essential to monitor risk factors that can lead to injuries while also 

maintaining a pleasant work environment that supports a healthy lifestyle so that employees 

can execute their responsibilities swiftly and efficiently. Management must prioritize 

employee safety by putting in place procedures and supplying tools that lower the number 

of mishaps, illnesses, and injuries. Finally, this research discovered that as employees 

become aware of their health and adopt healthy lifestyles the level of presenteeism decreases 

and increases work engagement adding to the body of knowledge. 

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