This concept has two core points: first, employees' feelings about whether the organization attaches importance to its contribution; The second is how employees feel about whether the organization pays attention to their happiness. Organizational support can meet the social and emotional needs of employees. If employees feel that the organization is willing and able to repay their efforts, employees will make more efforts for the interests of the organization. Rhoades and Eisenberger (2002) summarized the previous studies, and believed that a large number of studies confirmed that organizational support and emotional organizational commitment, effort-reward expectation, continuous commitment, leader-member exchange, superior support, organizational policy awareness, procedural justice and job satisfaction are not only different concepts, but also related concepts. Meta-analysis shows that there are three important antecedents-organizational justice, superior support and rewarding and supportive working conditions provided by the organization, which will affect the emergence of organizational support. [2] The sense of organizational justice refers to individuals or groups' perception of the fairness that organizations treat them. Organizational justice includes distributive justice, procedural justice and interactive justice.

Superior support mainly means that the superior, as the spokesperson of the organization, usually shoulders the responsibility of evaluating employees and conveying organizational goals and values to employees. Therefore, employees often regard the support behavior of superiors as the embodiment of organizational support. Research shows that superior support is the second strongest factor among the three factors that affect employees' sense of organizational support. Rewards and supportive working conditions from the organization. The research shows that there is a positive correlation between employees' organizational identity and organizational support in the practice of human resource management. Employees decide how to carry out their own work, which reflects the organization's trust in employees. Research shows that organizations that can provide employees with opportunities to improve their skills and have a high degree of autonomy can significantly improve employees' sense of organizational support.

The research on the influence and results of organizational support on organizations and individuals shows that organizational support can improve employees' emotional commitment; Improve employees' job satisfaction and positive emotions at work; Increase work input; Relieve work pressure; Enhance employees' willingness to stay. According to the theory of organizational support, the influence of organizational support on employees is mainly manifested in three aspects: to make employees have a sense of universal obligation to help the organization achieve its goals; Encourage employees to have emotional commitment to the organization; Improving employees' expectation that their good performance will be paid attention and rewarded by their superiors. According to the principle of social exchange and reciprocity, if employees have a higher sense of organizational support, that is, they perceive the support, commitment and care of more organizations, they will carry out more activities to promote organizational interests. Based on this concept, employees may also regard role behavior, organizational citizenship behavior (OCB) and organizational commitment as the reciprocal exchange of organizational support and commitment. [3] Based on the principle of reciprocity, employees generally choose organizational citizenship behavior, that is, organizational behavior as a reward for organizational support, rather than choosing to improve efficiency, because the improvement of efficiency is also affected by factors such as ability and job design. OCB refers to the behavior beyond the professional role of employees, but beneficial to the organization. Studies have confirmed that organizational support can make employees have some organizational citizenship behaviors, such as helping organizations avoid risks, providing constructive opinions and helping colleagues. Similarly, according to the principle of reciprocity, one of the ways for employees to repay the benefits and opportunities given by the organization is continuous participation.

Mearns and others have studied the organizational support of offshore workers, health support of superiors and peers, and safe citizenship behavior, and found high-level organizational support, superior health support for employees, and increased safety behaviors (including monitoring workers' safety behaviors, correcting potential safety hazards, and reporting safety problems to managers, etc.). ) significantly related. [4] Hoffman and others think it is necessary to pay attention to the role of organizational variables in safe communication. In their research, they chose the leaders of the manufacturing working group to conduct a questionnaire survey. Safety communication variables include testing the willingness of employees and supervisors to discuss work safety issues, and the perception of supervisors' openness in discussing safety topics. Generally speaking, safety communication does not work in the role of employees, so it can also be regarded as a form of safe citizenship behavior. Safety communication is also associated with stronger safety commitment and lower work-related injury rate. [5]

2 investigation and research process

In this study, we selected 10 managers from different classes in a construction site to conduct in-depth interviews, discuss the problems of building safety management, and collect data according to the experience accumulated by managers in practical work. Then, on the basis of this part of the work, combined with the theoretical framework of organizational support built before, open-ended questions including five categories of topics are written for front-line workers, and the subjective reports of front-line workers are interviewed from the aspects of determining the concept of "organization", the realistic understanding and future expectations of organizational support, evaluating the relationship between organizational support and safe behavior, safety influencing factors, and views on safety norms (Table 1). The first question aims to help employees first determine the relationship between "leader" and "organization". Considering that workers' education level is generally low, we replace "leader" with "boss" and "company" with "organization" to make the concept more specific. The second question contains three small questions, all of which are centered on organizational support. The key words here are "support" and "care", and we will also use words such as "care" and "care" to explain them in actual interviews. The three small questions are expounded from three different angles: the real situation in reality, the personal expectation of the organization and the personal expectation of the common organizational practices in the industry.

The third question is very important, because it represents the basic core idea of the theory of organizational support influencing safe behavior performance. Through this question, we try to understand how this influence path occurs in real construction work, and how workers perceive the relationship between organizational support and safety in their hearts. Because the cognitive thinking ability of workers is low, we will give many examples to enlighten them on this issue. The fourth problem is to find out the links that affect safety behavior outside organizational support, and try to let workers analyze the reasons for safety behavior from a macro perspective. Limited by the workers' own experience and thinking ability, they often can't give a macro or comprehensive answer, so we will continue to inspire, wait patiently and get more information. The fifth problem is to understand the workers' opinions on safety regulations. Although the sense of organizational support is the core of our theoretical framework, the most important thing to maintain safety on any construction site is safety regulations, so we also spend some time here to discuss the workers' perception and acceptance of safety regulations. It is worth pointing out that these five questions are the basic framework for interviewing workers. In actual communication, the interviewer will expand and converge appropriately in order to obtain more comprehensive and comprehensive information from the limited interviewed workers.

The interview time of each worker should be controlled within 20~40 minutes. A total of 39 workers (including foreman) and 2 managers were interviewed. In addition, in order to avoid the problem of safety questionnaire restricting workers' thinking, we put qualitative interview before quantitative data collection. In order to make workers more enthusiastic about the interview, we should set up basic greetings before the interview, pay the service fee and get to know the basic information of the other party. All the workers who participated in the interview have different jobs, such as hydraulic engineer, electrician, welder, mechanic, quality engineer, bricklayer, scaffolder, mason, signalman, cleaner, carpenter, pay-off worker and so on.

3 research results

Safety management in the construction industry can be summarized into two major links: safety regulations and processes (hardware) and organizational support (software). Only when these two legs are erected at the same time can the construction workers work "safely"; Only one leg or one short leg will endanger building safety (see figure 1). In the part of safety laws and regulations, it can be found that the safety laws and regulations that play an important role in the work include: ① three-level training-project level 15 hours, company level 15 hours, team 10 hours; ② Safety education and training for special jobs; (3) technical disclosure; (4) knowledge assessment; ⑤ Safety equipment-safety helmet, safety belt, mask, gloves, etc. ⑥ Punishment-warning, fine, dismissal and even shutdown; ⑦ Screening of workers;

⑧ Safety supervision-implemented by safety supervisor, production manager, maintenance, fire protection, Ministry of Commerce and teams. In the part of organizational guarantee, we can find that the measures that can be taken are: economically, Chinese New Year subsidies, meal supplements, transportation subsidies, heatstroke prevention and cooling expenses, warm clothing subsidies, overtime benefits, and timely payment of wages; Life: provide raincoats, improve meals, provide electric heating, air conditioning, basic medicines, drinking water, etc. Sprinkle salt on the road in snowy days, have dinner, provide labor insurance supplies and improve accommodation conditions; Entertainment: organize movies and provide TV; Spiritual level: condolence, praise and reward, such as verbal praise, design safety model system, establish honor list, provide certain freedom of work, if snacks are allowed, suggestions are recognized. The ways to influence workers' safety behavior in these aspects mainly include: influencing workers' safety motives, such as personal safety, understanding leadership, caring for family and friendship with fellow villagers; Physical conditions, such as illness, physical strength and health; Psychological conditions, such as working experience and emotional state; Ability and habits, such as educational level, degree of operation according to rules, smoking and drinking habits, etc.

4 conclusion

Through investigation and study, it is found that safety measures in construction sites not only play a role through rigid regulations, but also affect employees through soft factors such as organizational support. With the development of economic level, workers gradually begin to pay attention to their psychological feelings. Psychological support brought by soft environment is of great significance for employees to consciously abide by safety measures and actively participate in safety links.

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