Abstract

This study investigates whether technological monitoring systems in high -risk work environments can replace managerial practices grounded in just culture principles. A vignette -based experiment with 206 industrial workers compared two approaches to safety: a neurotechnological monitoring device and a managerial system emphasizing fairness, accountability, and organizational learning. Findings indicate that the managerial approach is perceived as more reliable, effective, and supportive of professional commitment, while the technological system is associated with higher privacy concerns and stress. Behavioral intentions also differ, wit h stronger compliance and voluntary participation reported under the managerial condition. This study shows that technological safety devices, when implemented in isolation, incur psychosocial costs that limit their effectiveness. It is therefore recommended that hybrid approaches combining technological precision and managerial practices be emp loyed. Overall, the effectiveness of workplace safety systems depends less on their technical performance than on their integration into organizational practices that promote trust and intrinsic motivation

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