[ABSTRAK Berdasarkan penggalian data awal, iklim keselamatan kerja di PT XYZ belumterbentuk secara optimal, khususnya di Divisi Project Management (PM) danEquipment Management (EM). Salah satu aspek penting yang diperlukan untukmembentuk iklim keselamatan kerja adalah peran dari manajemen atau padaperusahaan ini yaitu Divisi Safety, Health, and Environment (SHE). Diagnosaberikutnya menunjukkan para personil Divisi SHE memerlukan keterampilantaktik memengaruhi. Hasil ini menjadi acuan dalam penelitian untuk melihathubungan antara taktik memengaruhi dan iklim keselamatan kerja, denganmenggunakan alat ukur influence tactics scale (Clarke & Ward, 2006) dan safetyclimate scale (Cheyne, Cox, Oliver, & Tomas, 1998). Influence tactic scale (tigadimensi) 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 influencetactics) terbukti berkorelasi positif secara signifikan terhadap iklim keselamatankerja (τ = .376, p < .05). Artinya, peningkatan perilaku taktik memengaruhi dapatmendorong peningkatan iklim keselamatan kerja. Selanjutnya, intervensidilakukan melalui workshop ?effective influence communication?. Hasil ujievaluasi pengetahuan program workshop menggunakan Wilcoxon Signed RankTest dari sembilan orang peserta, menunjukkan peningkatan pengetahuan yangsignifikan pada para personil Divisi SHE setelah diberikan workshop ?effectiveinfluence communication? (Z = -2.536, p < .05).ABSTRACT Based on the initial diagnosis, safety climate in PT XYZ has not been establishedoptimally, especially in the Division of Project Management (PM) and EquipmentManagement (EM). One of the important aspects required to establish a safetyclimate is the role of management, or in this company is the Division of Safety,Health, and Environment (SHE). Subsequent diagnosis showed that influencetactics skills is required for the SHE Division personnel. This result is a referencein 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 validitycoefficient (Corrected Item-Total Correlation) from .247 to .708. The safetyclimate 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 ofPM and EM Division, showing that one of the three dimensions in influencetactics (soft influence tactics), is positively and significantly correlated to thesafety climate (τ = .376, p <.05). That is, an increase in influence tactics behaviorcan boost safety climate. Furthermore, intervention was conducted in the form of?effective influence communication" workshop. Knowledge evaluation result ofthe workshop program using Wilcoxon Signed Rank Test from nine participantshowed a significant increase in knowledge among SHE Division personnel afterthe ?effective influence communication? workshop was given (Z = -2.536,p < .05).;Based on the initial diagnosis, safety climate in PT XYZ has not been establishedoptimally, especially in the Division of Project Management (PM) and EquipmentManagement (EM). One of the important aspects required to establish a safetyclimate is the role of management, or in this company is the Division of Safety,Health, and Environment (SHE). Subsequent diagnosis showed that influencetactics skills is required for the SHE Division personnel. This result is a referencein 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 validitycoefficient (Corrected Item-Total Correlation) from .247 to .708. The safetyclimate 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 ofPM and EM Division, showing that one of the three dimensions in influencetactics (soft influence tactics), is positively and significantly correlated to thesafety climate (τ = .376, p <.05). That is, an increase in influence tactics behaviorcan boost safety climate. Furthermore, intervention was conducted in the form of“effective influence communication" workshop. Knowledge evaluation result ofthe workshop program using Wilcoxon Signed Rank Test from nine participantshowed a significant increase in knowledge among SHE Division personnel afterthe “effective influence communication” workshop was given (Z = -2.536,p < .05).;Based on the initial diagnosis, safety climate in PT XYZ has not been establishedoptimally, especially in the Division of Project Management (PM) and EquipmentManagement (EM). One of the important aspects required to establish a safetyclimate is the role of management, or in this company is the Division of Safety,Health, and Environment (SHE). Subsequent diagnosis showed that influencetactics skills is required for the SHE Division personnel. This result is a referencein 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 validitycoefficient (Corrected Item-Total Correlation) from .247 to .708. The safetyclimate 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 ofPM and EM Division, showing that one of the three dimensions in influencetactics (soft influence tactics), is positively and significantly correlated to thesafety climate (τ = .376, p <.05). That is, an increase in influence tactics behaviorcan boost safety climate. Furthermore, intervention was conducted in the form of“effective influence communication" workshop. Knowledge evaluation result ofthe workshop program using Wilcoxon Signed Rank Test from nine participantshowed a significant increase in knowledge among SHE Division personnel afterthe “effective influence communication” workshop was given (Z = -2.536,p < .05)., Based on the initial diagnosis, safety climate in PT XYZ has not been establishedoptimally, especially in the Division of Project Management (PM) and EquipmentManagement (EM). One of the important aspects required to establish a safetyclimate is the role of management, or in this company is the Division of Safety,Health, and Environment (SHE). Subsequent diagnosis showed that influencetactics skills is required for the SHE Division personnel. This result is a referencein 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 validitycoefficient (Corrected Item-Total Correlation) from .247 to .708. The safetyclimate 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 ofPM and EM Division, showing that one of the three dimensions in influencetactics (soft influence tactics), is positively and significantly correlated to thesafety climate (τ = .376, p <.05). That is, an increase in influence tactics behaviorcan boost safety climate. Furthermore, intervention was conducted in the form of“effective influence communication" workshop. Knowledge evaluation result ofthe workshop program using Wilcoxon Signed Rank Test from nine participantshowed a significant increase in knowledge among SHE Division personnel afterthe “effective influence communication” workshop was given (Z = -2.536,p < .05).] |