[
ABSTRAKBerdasarkan penggalian data awal, iklim keselamatan kerja di PT XYZ belum
terbentuk secara optimal, khususnya di Divisi Project Management (PM) dan
Equipment Management (EM). Salah satu aspek penting yang diperlukan untuk
membentuk iklim keselamatan kerja adalah peran dari manajemen atau pada
perusahaan ini yaitu Divisi Safety, Health, and Environment (SHE). Diagnosa
berikutnya menunjukkan para personil Divisi SHE memerlukan keterampilan
taktik memengaruhi. Hasil ini menjadi acuan dalam penelitian untuk melihat
hubungan antara taktik memengaruhi dan iklim keselamatan kerja, dengan
menggunakan alat ukur influence tactics scale (Clarke & Ward, 2006) dan safety
climate scale (Cheyne, Cox, Oliver, & Tomas, 1998). Influence tactic scale (tiga
dimensi) memiliki koefisien reliabilitas (Cronbach?s Alpha) sebesar .650 hingga
.835 dan validitas (Corrected Item-Total Correlation) sebesar .247 hingga .708.
Safety climate scale memiliki koefisien reliabilitas (Cronbach?s Alpha) sebesar
.862 dan validitas (Corrected Item-Total Correlation) sebesar .174 hingga .697.
Hasil uji Kendall?s Tau (τ) dari 28 orang partisipan teknisi di Divisi PM dan EM,
menunjukkan salah satu dari tiga dimensi taktik memengaruhi (soft influence
tactics) terbukti berkorelasi positif secara signifikan terhadap iklim keselamatan
kerja (τ = .376, p < .05). Artinya, peningkatan perilaku taktik memengaruhi dapat
mendorong peningkatan iklim keselamatan kerja. Selanjutnya, intervensi
dilakukan melalui workshop ?effective influence communication?. Hasil uji
evaluasi pengetahuan program workshop menggunakan Wilcoxon Signed Rank
Test dari sembilan orang peserta, menunjukkan peningkatan pengetahuan yang
signifikan pada para personil Divisi SHE setelah diberikan workshop ?effective
influence communication? (Z = -2.536, p < .05).
ABSTRACTBased on the initial diagnosis, safety climate in PT XYZ has not been established
optimally, especially in the Division of Project Management (PM) and Equipment
Management (EM). One of the important aspects required to establish a safety
climate is the role of management, or in this company is the Division of Safety,
Health, and Environment (SHE). Subsequent diagnosis showed that influence
tactics skills is required for the SHE Division personnel. This result is a reference
in the study to see the relationship between influence tactics and safety climate,
using influence tactics scale (Clarke & Ward, 2006) and safety climate scale
(Cheyne, Cox, Oliver, & Thomas, 1998). Influence tactic scale (three dimensions)
has reliability coefficient (Cronbach's Alpha) from .650 to .835 and validity
coefficient (Corrected Item-Total Correlation) from .247 to .708. The safety
climate scale used in this study has a reliability coefficient (Cronbach?s Alpha) of
.862 and a validity coefficient (Corrected Item-Total Correlation) from .174 to
.697. Correlation test was conducted using Kendall's Tau (τ) on 28 technicians of
PM and EM Division, showing that one of the three dimensions in influence
tactics (soft influence tactics), is positively and significantly correlated to the
safety climate (τ = .376, p <.05). That is, an increase in influence tactics behavior
can boost safety climate. Furthermore, intervention was conducted in the form of
?effective influence communication" workshop. Knowledge evaluation result of
the workshop program using Wilcoxon Signed Rank Test from nine participant
showed a significant increase in knowledge among SHE Division personnel after
the ?effective influence communication? workshop was given (Z = -2.536,
p < .05).;Based on the initial diagnosis, safety climate in PT XYZ has not been established
optimally, especially in the Division of Project Management (PM) and Equipment
Management (EM). One of the important aspects required to establish a safety
climate is the role of management, or in this company is the Division of Safety,
Health, and Environment (SHE). Subsequent diagnosis showed that influence
tactics skills is required for the SHE Division personnel. This result is a reference
in the study to see the relationship between influence tactics and safety climate,
using influence tactics scale (Clarke & Ward, 2006) and safety climate scale
(Cheyne, Cox, Oliver, & Thomas, 1998). Influence tactic scale (three dimensions)
has reliability coefficient (Cronbach's Alpha) from .650 to .835 and validity
coefficient (Corrected Item-Total Correlation) from .247 to .708. The safety
climate scale used in this study has a reliability coefficient (Cronbach’s Alpha) of
.862 and a validity coefficient (Corrected Item-Total Correlation) from .174 to
.697. Correlation test was conducted using Kendall's Tau (τ) on 28 technicians of
PM and EM Division, showing that one of the three dimensions in influence
tactics (soft influence tactics), is positively and significantly correlated to the
safety climate (τ = .376, p <.05). That is, an increase in influence tactics behavior
can boost safety climate. Furthermore, intervention was conducted in the form of
“effective influence communication" workshop. Knowledge evaluation result of
the workshop program using Wilcoxon Signed Rank Test from nine participant
showed a significant increase in knowledge among SHE Division personnel after
the “effective influence communication” workshop was given (Z = -2.536,
p < .05).;Based on the initial diagnosis, safety climate in PT XYZ has not been established
optimally, especially in the Division of Project Management (PM) and Equipment
Management (EM). One of the important aspects required to establish a safety
climate is the role of management, or in this company is the Division of Safety,
Health, and Environment (SHE). Subsequent diagnosis showed that influence
tactics skills is required for the SHE Division personnel. This result is a reference
in the study to see the relationship between influence tactics and safety climate,
using influence tactics scale (Clarke & Ward, 2006) and safety climate scale
(Cheyne, Cox, Oliver, & Thomas, 1998). Influence tactic scale (three dimensions)
has reliability coefficient (Cronbach's Alpha) from .650 to .835 and validity
coefficient (Corrected Item-Total Correlation) from .247 to .708. The safety
climate scale used in this study has a reliability coefficient (Cronbach’s Alpha) of
.862 and a validity coefficient (Corrected Item-Total Correlation) from .174 to
.697. Correlation test was conducted using Kendall's Tau (τ) on 28 technicians of
PM and EM Division, showing that one of the three dimensions in influence
tactics (soft influence tactics), is positively and significantly correlated to the
safety climate (τ = .376, p <.05). That is, an increase in influence tactics behavior
can boost safety climate. Furthermore, intervention was conducted in the form of
“effective influence communication" workshop. Knowledge evaluation result of
the workshop program using Wilcoxon Signed Rank Test from nine participant
showed a significant increase in knowledge among SHE Division personnel after
the “effective influence communication” workshop was given (Z = -2.536,
p < .05)., Based on the initial diagnosis, safety climate in PT XYZ has not been established
optimally, especially in the Division of Project Management (PM) and Equipment
Management (EM). One of the important aspects required to establish a safety
climate is the role of management, or in this company is the Division of Safety,
Health, and Environment (SHE). Subsequent diagnosis showed that influence
tactics skills is required for the SHE Division personnel. This result is a reference
in the study to see the relationship between influence tactics and safety climate,
using influence tactics scale (Clarke & Ward, 2006) and safety climate scale
(Cheyne, Cox, Oliver, & Thomas, 1998). Influence tactic scale (three dimensions)
has reliability coefficient (Cronbach's Alpha) from .650 to .835 and validity
coefficient (Corrected Item-Total Correlation) from .247 to .708. The safety
climate scale used in this study has a reliability coefficient (Cronbach’s Alpha) of
.862 and a validity coefficient (Corrected Item-Total Correlation) from .174 to
.697. Correlation test was conducted using Kendall's Tau (τ) on 28 technicians of
PM and EM Division, showing that one of the three dimensions in influence
tactics (soft influence tactics), is positively and significantly correlated to the
safety climate (τ = .376, p <.05). That is, an increase in influence tactics behavior
can boost safety climate. Furthermore, intervention was conducted in the form of
“effective influence communication" workshop. Knowledge evaluation result of
the workshop program using Wilcoxon Signed Rank Test from nine participant
showed a significant increase in knowledge among SHE Division personnel after
the “effective influence communication” workshop was given (Z = -2.536,
p < .05).]
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