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1037
CONCEPTUAL FRAMEWORK OF SAFETY LEADERSHIP
RELATIONSHIP TO SAFETY CULTURE IN INCREASING SAFETY
PERFORMANCE OF CONSTRUCTION PROJECTS
Tri Rachma Sari
1
, Rossy Armyn Machfudiyanto
2
, Leni Sagita Riantini
3
Department of Civil Engineering, Faculty of Engineering, University of Indonesia, West Java,
Indonesia
1, 2, 3
Email: tri.rachma@ui.ac.id, rossyarmyn@gmail.com, lenisagitadts@gmail.com
ARTICLE INFO
ABSTRACT
Date received : 27 Mei 2022
Revision date : 14 Juni 2022
Date received : 20 Juni 2022
The construction industry is still one of the biggest contributors
to the number of accidents in Indonesia, this explains the low
safety performance in construction projects. The low safety
performance is proof that safety has not become a priority and
has not become a culture. The maturity level of safety culture
in the construction industry is at a reactive level, which means
it is still very low and efforts need to be made to continuously
improve it. The results of the literature study state that there
are several efforts that can be made to improve safety culture,
namely in terms of leadership, safety behavior, safety planning,
individual capabilities, and reporting and evaluation. Safety
leadership has the greatest role in enhancing safety culture.
Safety leadership is part of a leadership system which is
defined as the process of interaction of leaders with followers
to achieve safety. Improved safety culture can improve safety
performance on construction projects. The purpose of this
study was to determine the variables and indicators of safety
leadership that can be a part of improving safety culture and
the variables and indicators that are used to measure safety
performance. The results of these indicators are expected to
be a concern for improvement and references to improve
safety culture and affect the safety performance of
construction projects, so as to reduce the number of accidents
in construction projects.
Keywords: Safety
Leadership; Safety Culture;
Safety Performance;
Construction Projects;
Conceptual Framework.
Indonesian Journal of Multidisciplinary Science © 2022 by International Journal Labs is licensed
under CC BY-SA 4.0
INTRODUCTION
Construction projects are one of the industries that have a high risk of work
accidents (Bilqis, Sultan, & Ramdan, 2021). Data in the field states that the number of
accidents in construction projects in Indonesia is still very bad (Rossy A. Machfudiyanto,
Conceptual Framework of Safety Leadership Relationship To Safety Culture In Increasing Safety
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Indonesian Journal of Multidisciplinary Science, Vol 1 (9), Juni 2022
1038
Latief, Arifuddin, & Yogiswara, 2017). During the last 10 years, the causes of work
accidents are more caused by human factors than by the work environment. The human
factor is the cause of work accidents because of the limited perception of K3, lack of
attention and supervision, the assumption that K3 increases costs, OSH responsibility is
only on contractors, and the lack of activeness of insurance companies towards K3
(Dangga, 2020). Social Security Administrator Employment Jambi states that the number
of work accidents continues to increase from 2015-2019, and is predicted to continue to
increase in 2020 to 2024 (Novita, Rini, & Aswin, 2020). Accidents on construction projects
can affect many things, in terms of cost and time, when the accident is a public facility,
it can also have an impact on the general public (Fassa, Wibowo, & Soekiman, 2021).
One of the efforts to reduce the risk of work accidents is to improve safety
performance (Griffin, MA, & Neal, 2020). The word performance in the dictionary means
something that is achieved or something that is shown, safety performance is the actual
behavior of individuals in the workplace that is relevant to safety (Putri & Hadi, 2014).
Increased safety performance will not be achieved without an increase in safety culture,
and safety leadership is considered to have a major influence in improving safety culture
(Latief, Machfudiyanto, & Novianti, 2017). Unfortunately, the implementation of the
existing safety management system in the field at this time is not yet optimal and even
does not have or implement a safety culture at all (Rossy A. Machfudiyanto et al., 2017).
The safety culture dimension consists of several aspects, namely: safety leadership,
safety behavior, safety planning, individual capabilities, and reporting and evaluation (R.
A. Machfudiyanto, Latief, & Robert, 2019).
Construction projects are a series of activities carried out once with a short period
of time, this construction project is considered quite unique by involving a number of
resources and requires organization in its implementation. Construction itself is divided
into 2 (two) groups, namely buildings consisting of houses, offices, and others, and civil
buildings in the form of roads, bridges, dams and other infrastructure. Every construction
project activity involves many parties, starting from the project owner itself, consultants
who act as planners, supervisors, and management, the implementation also involves
contractors who can consist of main or special contractors, which must involve
employees, institutions both from internal and external. , as well as external, government,
financial institutions and also the community (Ervianto, 2005).
In PERMEN PUPR No. 10 of 2021 in which there is a statement that Construction
Safety is all engineering activities to support construction work in realizing the fulfillment
of security, safety, health and sustainability standards that ensure the safety and health
of workers, public safety, and environmental safety. In PP no. 50 of 2021, there is an
explanation of occupational safety and health in the form of Occupational Health and
Safety is an activity to guarantee and protect the safety and health of workers through
efforts to prevent work accidents and occupational diseases and there is also a definition
Conceptual Framework of Safety Leadership Relationship To Safety Culture In Increasing Safety
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Indonesian Journal of Multidisciplinary Science, Vol 1 (9), Juni 2022
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of the Occupational Health and Safety Management System whose definition is is part of
the company's overall management system in order to control risks related to work
activities in order to create a safe, efficient and productive workplace.
The word performance is defined as something that is achieved or an achievement
that can be seen (Ervianto, 2005), and safety performance is defined as the behavior of
individuals in the workplace that is considered relevant to safety, and according to (Griffin,
MA, & Neal, 2020) safety performance is preceded and associated with perceptions which
will be displayed in behavior safety performance and safety culture have an interactive
relationship because in the reliability of safety performance there is a safety culture of
the ability to predict safety behavior (Noor Arzahan, Ismail, & Yasin, 2022). Culture in
theory has 4 (four) functions, namely: a) Role in defining boundaries, b) identity of
members in the company, c) as a place to facilitate commitment in prioritizing without
making individual interests a priority over others, and d) as one of the an effort to increase
the stability of the social system (Margaretha, 2018). Safety culture can be defined as
outputs that shape the commitment and skills of each individual, group, attitudes taken,
perceptions created and behavioral patterns in managing safety (de Castro, Gracia,
Tomás, & Peiró, 2017). the largest as a critical factor in implementing safety culture with
a value of 30.69% as a factor influencing safety culture followed by safety behavior
22.49%, safety planning 22.26%, then individual ability 17.52% then reporting and
evaluation 7.04% as shown in Figure (R. A. Machfudiyanto et al., 2019).
Figure. 1 Dimensions of the Critical Factors of Safety Culture.
METHOD
Figure 2. Research Method
30.69
22.49
22.26
17.52
7.04
Critical Success Factor to Improve Safety Culture
Safety Leadership
Safety Behaviour
Safety Planning
Individual Skill
Report and Evaluation
Input
•Previous Research
•Safety Regulation
Process
•Literature Study
•Expert Validation
Output
•Variables and
Indicators
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The methodology used in this study is depicted in Figure 2, where the input comes
from previous studies and is also based on existing safety regulations, the inputs are then
processed by conducting a library review of literature sources both from previous research
and reference books, then the results of the library study also pass validation by experts,
so that the output is in the form of variables and indicators of safety leadership related
to safety culture, so as to improve safety performance that has been validated by experts.
RESULT AND DISCUSSION
The results of the literature study indicate that there are several indicators that
are part of safety leadership, safety culture and safety performance. Safety leadership
has 11 variables described in Table 1, safety culture has 4 variables described in Table 2,
and safety performance has 2 variables described in Table 3.
Table 1. Safety Leadership
Variables
Reference
X1
Safety Leadership
a.
Safety
Communication
(Zohar, 2002)
b.
Safety Motivation
(Basahel, 2021; Chandrarin & Malang, 2021; Latief et al.,
2017)
c.
Safety Inspiring
(Latief et al., 2017)
d.
Safety Policy
(Chandrarin & Malang, 2021; Latief et al., 2017)
e.
Safety Concern
(Latief et al., 2017)
f.
Safety Monitoring
(Latief et al., 2017)
g.
Safety Learning
(Latief et al., 2017)
h.
Safety Coaching
(Latief et al., 2017)
i.
Safety Caring
(Chandrarin & Malang, 2021; Latief et al., 2017)0
Conceptual Framework of Safety Leadership Relationship To Safety Culture In Increasing Safety
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j.
Safety Controlling
(Chandrarin & Malang, 2021; Latief et al., 2017)
k.
Safety Knowledge
(Basahel, 2021)
In safety leadership there are 11 variables that are part of it, namely: a) Safety
Communication is a medium for the interaction of people, work, processes, and systems
proportionally to achieve safety, health and environmental goals. b) Safety motivation is
a willingness to comply with safety rules and regulations in the workplace and agree to
behave safely. c) Safety inspiration is the extent to which a person takes the lead and
presents a positive vision of safety so that employees are interested and inspired in doing
their job safely. d) Safety policy is the extent to which a senior manager creates a clear
mission, responsibilities and goals for setting standards of worker safety behavior.
e)
Safety Concern
is how the leader's attitude in his role as a role model for his workers,
emphasis and thoughts to always improve safety as well as solutions to safety. f) Safety
supervision is how supervision is carried out and attitude in dealing with team mistakes.
g) Safety learning is an encouragement for employees to continue to actively learn and
see opportunities to learn about safety. h) Safety guidance is development by involving
social as part of learning. i) Safety concern is the level of concern and concern among
leaders on safety issues, and the efforts made to ensure the quality of safety in the work
environment. j) Safety control is the power used in outlining safety rules and regulations
that must be complied with in order to achieve safety performance. k) Safety knowledge
is how to develop knowledge by involving socially with other people as part of learning.
Table 2. Safety Culture
Variable
Reference
X2
Safety Culture
a.
Physical Culture
(Latief et al., 2017)
b.
Behavior Culture
(Latief et al., 2017)
c.
Management and Norm Culture
(Latief et al., 2017)
d.
Ideology Culture
(Latief et al., 2017)
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Safety culture has 4 variables, namely: a) Physical Culture which means the factors
that are directly related to the performance of workers related to project conditions, the
company's internal and have an effect on the group, b) Behavioral culture is a reflection
of what is known, how interests are , their desires and interests, how the culture
motivates and creates attitudes and reactions, c) Management Culture and Norms are
how the company makes rules for its employees and how the company's understanding
is reflected in the safety culture, and d) The ideological culture of how to have an effect
on knowledge and insight which is formed on safety
Table 3. Safety Performance
Variable
Reference
Y
Performance Safety/Safety Performance
a.
Accident Investigation
(Manurun, 2019)
b.
Accident rate
(Chandrarin & Malang, 2021)
For safety performance, it is measured from accident investigations and the level
of accidents that occur. These three variables each have indicators that support each
variable. The safety leadership indicators are shown in table 4, safety culture in table 5,
and safety performance in table 6 where the indicators presented in these tables have
been validated by the experts involved.
Table 4. Safety Leadership
Indicators
Reference
Indicators
X1
Safety Leadership
1
Safety Communication
a.
Information on safety is well received
(Lestari et
al, 2020)
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b.
Safety information is always updated
(Lestari et
al, 2020)
c.
Constructive reprimand when working is not safe
(Lestari et
al, 2020)
d.
Communication takes place effectively
(Lestari et
al, 2020)
e.
The communication method used is adequate
(Lestari et
al, 2020)
2
Safety Motivation
a.
Hold safety meetings and communicate
policies/regulations on a regular basis
(Novianti,
2017)
b.
Provide positive feedback
(Novianti,
2017)
c.
Involve workers in identifying and resolving a
safety and health culture
(Novianti,
2017)
d.
Using rewards and incentives to promote safety
(Novianti,
2017)
e.
Provide opportunities for workers to make safety
decisions
(Novianti,
2017)
3
Safety Inspiration
a.
Presenting a positive and inspiring vision of safety
(Novianti,
2017)
b.
Recognizing the gap between the existing situation
and the vision
(Novianti,
2017)
c.
Taking action on the accountability of the vision
(Novianti,
2017)
d.
Involving others to connect daily activities to the
vision
(Novianti,
2017)
e.
Communicate the vision clearly at every
appropriate opportunity
(Novianti,
2017)
4
Safety Policy
a.
Describe how to manage safety and health in the
project so that safety and health commitments are
known
(Novianti,
2017)
b.
Involving workers in putting policies together
(Novianti,
2017)
5
Safety Concern
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a.
Provide an open line of communication to report
safety issues
(Novianti,
2017)
b.
Shows concern for the welfare of workers
(Novianti,
2017)
c.
Asking workers' opinions about problems and
challenges during work
(Novianti,
2017)
d.
Encourage the team to discuss concerns about
perceived safety and security
(Novianti,
2017)
6
Safety Monitoring
a.
Conducting inspections of critical work areas
(Novianti,
2017)
b.
Collect independent information on the efficiency,
effectiveness, and constraints of the overall safety
management system
(Novianti,
2017)
c.
Conduct scheduled inspections of the work area by
managers, employee representatives, and/or
members of the safety committee
(Novianti,
2017)
d.
Measuring with a random sample the potential for
accidents in certain workplaces or certain
processes/activities
(Novianti,
2017)
e.
Comparing safety performance in organizations or
service units at different locations
(Novianti,
2017)
f.
Monitor safety standards regularly
(Novianti,
2017)
7
Safety Learning
a.
Introduce workers to new safety procedures,
regulations, equipment and preventive measures
(Novianti,
2017)
b.
Instilling safety values
(Novianti,
2017)
c.
Actively share lessons, follow up on closure
actions, and verify effective implementation
(Novianti,
2017)
8
Safety Coaching
a.
Setting higher safety targets and focusing workers
on those targets
(Novianti,
2017)
b.
Provide feedback to workers and carry out regular
communication
(Novianti,
2017)
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c.
Identify and understand the influence of worker
behavior
(Novianti,
2017)
d.
Asking for help or working with top management
to solve problems
(Novianti,
2017)
e.
Help workers see the reasons for change and
involve them in formulating plans to solve work
problems
(Novianti,
2017)
9
Safety Caring
a.
Helping employees feel important by giving
appreciation
(Novianti,
2017)
b.
Provide effective and comprehensive training
(Novianti,
2017)
c.
Giving awards for successful performance
(Novianti,
2017)
d.
Creating opportunities for workers to manage
safety efforts and initiatives
(Novianti,
2017)
e.
Provide behavior-based responses to improve
competence
(Novianti,
2017)
f.
Seek and use suggestions from employees to make
changes for safety
(Novianti,
2017)
g.
Giving hope rather than orders
(Novianti,
2017)
h.
Respond quickly and effectively to the concerns of
others
(Novianti,
2017)
i.
Providing surprise rewards for outstanding
performance
(Novianti,
2017)
j.
Conducting team building training
(Novianti,
2017)
k.
Promote group decision making
(Novianti,
2017)
l.
Setting team goals
(Novianti,
2017)
m.
Reducing superior-subordinate relationships
(Novianti,
2017)
n.
Teach strategies to build communication
relationships with the entire workforce
(Novianti,
2017)
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o.
Giving group recognition for achieving goals
(Novianti,
2017)
p.
Holding group celebrations for team success
(Novianti,
2017)
10
Safety Controlling
a.
Reviewing the work environment and work
implementation
(Novianti,
2017)
b.
Controlling the hazard at its source
(Novianti,
2017)
c.
Controlling work methods
(Novianti,
2017)
d.
Selecting personal protective equipment to be
used
(Novianti,
2017)
11
Safety knowledge
a.
Knowledge of workers to work safely
(Basahel,
2021)
b.
Knowledge of the use of safety equipment and
SOPs
(Basahel,
2021)
c.
Ability to maintain and improve a healthy and safe
work environment
(Basahel,
2021)
d.
Ability to reduce risk in the work environment
(Basahel,
2021)
e.
Knowledge of work-related hazards and their
prevention efforts
(Basahel,
2021)
f.
Knowledge of reporting efforts and what to do
when there is a hazard in the work environment
(Basahel,
2021)
Table 5. Safety Culture
Variables
Indicator
Reference
X2
Safety Culture
1
Physical Culture
a.
Preparation of K3 guidelines
(Parmadhi, 2017)
b.
Implementation of safety schedule
(Parmadhi, 2017)
c.
Preparation of K3 standards
(Parmadhi, 2017)
d.
Preparation of K3 legislation
(Parmadhi, 2017)
e.
Risk control in the workplace
(Parmadhi, 2017)
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f.
Evaluation of K3 laws and regulations
(Parmadhi, 2017)
2
Behavioral Culture
a.
Reporting of accidents
(Parmadhi, 2017)
b.
of work safety
(Parmadhi, 2017)
c.
Use of PPE
(Parmadhi, 2017)
d.
Laying materials according to the layout
(Parmadhi, 2017)
e.
Work according to procedure instructions
(Parmadhi, 2017)
f.
Following instructions and implementation
explanations
(Parmadhi, 2017)
g.
Stopping activities if they do not carry out the
specified instructions
(Parmadhi, 2017)
3
Management Culture and Norms
a.
The company provides safety training
(Parmadhi, 2017)
b.
Risk and hazard
assessment
(Parmadhi, 2017)
c.
Feedback on safety implementation
(Parmadhi, 2017)
d.
The non-blaming approach
(Parmadhi, 2017)
e.
Site layout planning and housekeeping
(Parmadhi, 2017)
f.
Have an effective benchmarking system
(Parmadhi, 2017)
g.
Clarity of main job duties (job clarity)
(Parmadhi, 2017)
h.
Provision of work safety documents
(Parmadhi, 2017)
4
Ideological Culture
a.
Safety is a shared culture
(Parmadhi, 2017)
b.
Safety discussion on each meeting agenda
(Parmadhi, 2017)
c.
Accident identification and analysis
(Parmadhi, 2017)
d.
Attitude towards safety
(Parmadhi, 2017)
e.
Workers' perceptions of the importance of
safety
(Parmadhi, 2017)
f.
Employee involvement in building a
conducive environment
(Parmadhi, 2017)
g.
Interaction of coworkers on the project
(Parmadhi, 2017)
h.
Support from the safety management division
for workers
(Parmadhi, 2017)
i.
Safety environment
(Parmadhi, 2017)
Table 6. Safety Performance
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Indicators
Reference Indicator
Y
Safety
Performance
1
Accident Investigation
a.
Implementation of identification
and description of actual events
(Manurun, 2019)
b.
Identify the direct cause of the
accident
(Gunawan, 2013)
c.
Identify control of hazards and
risks
(Gunawan, 2013)
2
Accident Rate
a.
Number of accidents
(Khasanah et al, 2019) (Feng et
al, 2014) (Chandrarin & Malang,
2021)
b.
Severity
(Feng et al, 2014) (Chandrarin &
Malang, 2021)
The relationship of each of these variables is illustrated in Figure 3 which is the
concept of the relationship between safety leadership and safety culture in improving
safety performance.
Figure 3. Relationship of Safety Leadership, Safety Culture and Safety
Performance
The relationship line depicted in Figure 3 provides an overview of the relationship
between variables. Line a provides information that safety leadership has a relationship
with safety culture because in building success towards safety culture a safety leadership
role is needed, for line b where safety culture has a relationship with safety performance,
Conceptual Framework of Safety Leadership Relationship To Safety Culture In Increasing Safety
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Indonesian Journal of Multidisciplinary Science, Vol 1 (9), Juni 2022
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the relationship between safety culture and safety performance is an interactive
relationship, safety culture can be forming safety behavior as part of safety control where
safety control is also part of safety performance, on line c the relationship of safety
leadership with safety performance safety leadership role is considered to have a
significant positive impact on safety performance.
CONCLUSION
It can be concluded that safety leadership has the largest and most closely related
role to safety culture, and when enhancing safety culture it will have an impact on safety
performance. In safety leadership there are safety communication, safety motivation,
safety inspiration, safety policy, safety concerns, safety oversight, safety learning, safety
guidance, safety concern, safety control and safety knowledge. In the culture of safety
there is a physical culture, a culture of behavior, a culture of management and a culture
of norms and ideology. And safety performance has safety investigations and accident
rates.
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Copyright holder :
Tri Rachma Sari, Rossy Armyn Machfudiyanto, Leni Sagita Riantini (2022)
First publication right :
Indonesian Journal of Multidisciplinary Science
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