## 1 Introduction  
The world is witnessing a boom in the construction of megaprojects; the McKinsey Consulting Group predicts that investment in megaprojects will grow to USD 57 trillion by 2030 [1]. China's megaprojects are second to none in the world in terms of both the total amount of construction and individual scale and involve the world's leading technology and philosophy [2; 3]. In the foreseeable future, China will continue to have more megaprojects in the engineering and construction sector [2].  
Meanwhile, many accidents have occurred during the rapid development of megaprojects because they are characterized by multiple risk sources, great uncertainty, and high complexity [4; 5]. Frequent accidents in megaprojects not only involve an irreparable loss of life and property to individuals directly affected but also the poor psychological health and safety of relatives and friends due to their remorse for the loss. They also create a great economic burden on companies and a negative image of the country. The long working cycle, high-risk working environment, difficult construction technologies,high-intensity physical labor, numerous stakeholders, and the close attention of the media and society mean that megaproject construction workers experience greater psychological pressure and are more vulnerable to psychological injury than their non-megaproject counterparts [6; 7; 8]. Considering that the psychological problems of construction workers of megaprojects cause high economic and social costs, it is important to take measures to identify, assess, and control the possible psychosocial hazards involved [9].  
[PERSON] et al. [10] propose that psychosocial safety climate (PSC), an organizational factor, affects employees' psychological health. The PSC concept, first proposed by [PERSON] and [PERSON] [11], is defined as employees' shared perception of whether their organization values psychological health- and safety-related policies, procedures, and behavioral practices. [PERSON] and [PERSON] [12] propose that PSC reflects the extent of management concern for the workers' psychological health and is critical in determining national health and productivity differences. As an active organizational resource in the workplace, PSC can help senior managers to provide employees with other working resources to alleviate pressures in the work environment and promote the level of work input, thus increasing the effectiveness of the project and reducing psychological harm in the organization [10; 11; 13].  
Although PSC was proposed in the context of Western culture, its applicability has also been confirmed in countries with an Eastern cultural background, such as China, Malaysia, and Vietnam [11; 14; 15; 16]. At present, research into PSC is aimed mostly at the education industry and the medical industry, with little attention paid to the construction industry and none at all to megaprojects. Considering the complexity, high risk, and sociality of megaprojects, it is possible that they have a worse PSC than non-megaprojects. To ascertain whether or not this is the case, a questionnaire survey is described involving 124 and 502 megaproject and non-megaproject construction personnel, respectively, to reveal the PSC of their organization, develop suggestions for improving PSC, and provide a reference for future studies. The PSC of megaprojects and non-megaprojects is also compared and analyzed to show that although the PSC is high for both types of projects, it is better for megaprojects, with the individual level of subjective initiative, pursuit of self-worth, organizational level of funding, and political orientation also effectively improving their PSC.