The Influence of Occupational Safety and Health (OSH) Culture and Management Commitment on Occupational Safety and Health Management System (OSHMS) Performance through Employee Job Satisfaction at PT Aimtopindo Nuansa Kimia

Edward Alexander; Agus Triyono

doi:10.59141/jiss.v7i8.2459

Authors

Edward Alexander Universitas Trilogi
Agus Triyono Universitas Trilogi

DOI:

https://doi.org/10.59141/jiss.v7i8.2459

Keywords:

Occupational Safety and Health (OSH) Culture, Management Commitment, Job Satisfaction, Occupational Safety and Health Management System (OSHMS) Performance

Abstract

The oil and gas industry is characterized by a high level of occupational accident risk, making the implementation of an OSHMS essential for improving workplace safety, productivity, and organizational sustainability. This research aims to examine the influence of Occupational Safety and Health culture and management commitment on OSHMS performance through employee job satisfaction at PT. Aimtopindo Nuansa Kimia. A quantitative research approach with a survey method was employed. Primary data were collected through questionnaires and interviews, while secondary data were obtained from relevant literature and company documents. The data were analyzed using the SEM-PLS approach with SmartPLS software. The findings indicate that both OSH culture and management commitment have a positive and significant effect on employee job satisfaction. Job satisfaction also has a positive and significant effect on OSHMS performance. The direct effect of OSH culture on OSHMS performance is not significant; however, it has a significant indirect effect through job satisfaction, indicating full mediation. In contrast, management commitment has both a significant direct effect on OSHMS performance and an indirect effect through job satisfaction, indicating partial mediation. Furthermore, management commitment is identified as the most dominant factor influencing OSHMS performance. This study finds that OSHMS success relies on safety culture, management commitment, and job satisfaction. Therefore, the company is advised to strengthen its safety culture through continuous training and reward programs, enhance management commitment with effective communication and regular evaluations, and improve employee job satisfaction by offering career development, competency building, and fair incentives to ensure sustainable OSHMS implementation.

References

Almubaroq, M. F. (2019). Pengaruh komunikasi interpersonal terhadap kinerja karyawan melalui konflik kerja pada Badan Pertanahan Nasional (BPN) Kabupaten Malang. Universitas Brawijaya.

Asmawiyah, A., Mukhtar, A., & Nurjaya. (2020). Pengaruh motivasi kerja dan kepuasan kerja terhadap kinerja pegawai pada PT Perkebunan Nusantara XIV Makassar. Jurnal Mirai Management, 5(2), 388–401.

Aydin, I. (2022). Effects of work-related stressors and work engagement on work stress: Healthcare managers’ perspective. Central European Business Review, 11(4), 47–62.

Barbosa, P. A. R. (2023). Compliance and its contributions to safety at work. Ins Novum, 17(3), 47–56. https://doi.org/10.2478/in-2023-0021

El Bouti, M. Y., & Allouch, M. (2018). Analysis of 801 work-related incidents in the oil and gas industry that occurred between 2014 and 2016 in 6 regions. Energy and Environment Research, 8(1), 32.

Larsen, J. K., Shen, G. Q., Lindhard, S. M., & Brunoe, T. D. (2016). Factors affecting schedule delay, cost overrun, and quality level in public construction projects. Journal of Management in Engineering, 32(1), 4015032.

Leitão, J., Pereira, D., & Gonçalves, Â. (2019). Quality of work life and organizational performance: Workers’ feelings of contributing, or not, to the organization’s productivity. International Journal of Environmental Research and Public Health, 16(20), 3803.

Muhammad, M., & Marsuki, M. (2023). Implementation of an Occupational Safety and Health Management system (A study of the implementation of Occupational Safety and Health at PT PLN Indonesia power, Barrru). Jurnal Penelitian Pendidikan IPA, 9(SpecialIssue), 850–858.

Mukhtar, A. (2018). The effect of competence and organization culture to work satisfaction and employee performance of Sharia banks in Makassar city. International Journal of Scientific and Technology Research, 7(10), 1–6.

Nordlöf, H., Wiitavaara, B., Högberg, H., & Westerling, R. (2017). A cross-sectional study of factors influencing occupational health and safety management practices in companies. Safety Science, 95, 92–103.

Nursiti, & Sofyandi. (2021). A new decade for social changes. Technium Social Sciences Journal, 17, 235–243.

Nwankwo, C. D., Arewa, A. O., Theophilus, S. C., & Esenowo, V. N. (2022). Analysis of accidents caused by human factors in the oil and gas industry using the HFACS-OGI framework. International Journal of Occupational Safety and Ergonomics, 28(3), 1642–1654.

Prayudi, A. (2020). Pengaruh gaya kepemimpinan transformasional terhadap kinerja pegawai dengan motivasi kerja sebagai variabel intervening (Studi pada pegawai PD. Pembangunan Kota Binjai). Jurnal Manajemen, 6(2), 63–72. http://ejournal.lmiimedan.net

Purnomo, D. A., & Prisilia, H. (2024). Sosialisasi keselamatan dan kesehatan kerja (K3) pada proyek konstruksi (Gedung Terpadu Poliwangi). Pengabdian Masyarakat Dan Inovasi Teknologi, 3(2), 172–178. https://doi.org/10.38156/dimastek.v3i02.107

Sari, R. M. (2025). Meta-analisis faktor penerapan kesehatan dan keselamatan kerja pada pekerja proyek di Indonesia.

Simeon, W. E., & Nna, L. F. (2020). Impact of discipline on students’ academic performance in public junior secondary school in Rivers State. International Journal of Innovative Psychology & Social Development, 8(4), 95–104.

Sugiyono. (2017). Metode penelitian kualitatif, kuantitatif, dan R&D. Alfabeta.

Yukl, G. (2015). Kepemimpinan dalam organisasi (7th ed.). Indeks.

Winaya, A., Siswanto, A. B., Salim, M. A., & Fauzi, R. B. (2023). Pengaruh komitmen manajemen, peraturan K3, kompetensi pekerja dan pelaksanaan K3 terhadap kinerja karyawan. Jurnal Ilmu Manajemen, 11(1), 231–240.