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Abstract
Penelitian ini bertujuan menganalisis implementasi program Keselamatan dan Kesehatan Kerja (K3) serta dampaknya terhadap produktivitas karyawan di PT Tiga Laskar Beton. Menggunakan pendekatan kualitatif dengan desain studi kasus, penelitian dilakukan di Sumatera Barat dengan enam informan utama yang dipilih secara purposive, meliputi manajer K3, pengawas lapangan, dan pekerja operasional. Data dikumpulkan melalui wawancara mendalam, observasi lapangan, serta dokumentasi berupa laporan internal dan data kecelakaan kerja periode 2022–2025, kemudian dianalisis dengan model Miles dan Huberman. Hasil penelitian menunjukkan bahwa K3 telah dijalankan melalui penyediaan APD, briefing rutin, dan SOP, namun pelaksanaannya masih menghadapi tantangan berupa rendahnya disiplin karyawan, lemahnya pengawasan, dan keterbatasan pelatihan. Meski demikian, penerapan K3 terbukti berpengaruh positif terhadap produktivitas, ditunjukkan dengan meningkatnya rasa aman kerja serta tren penurunan kecelakaan dari 19 kasus pada 2022 menjadi 10 kasus hingga pertengahan 2025. Implikasi penelitian ini menegaskan bahwa K3 bukan hanya kewajiban regulatif, melainkan investasi strategis bagi peningkatan produktivitas tenaga kerja. Rekomendasi praktis diberikan bagi perusahaan untuk memperkuat budaya keselamatan melalui pelatihan berkelanjutan, komunikasi risiko yang sistematis, serta pengawasan konsisten, sementara penelitian selanjutnya disarankan memperluas cakupan dengan metode campuran dan mengkaji keterkaitan K3 dengan faktor psikologis karyawan.
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References
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- Widyanti, R. (2023). Pengelolaan sumber daya manusia berbasis kompetensi. Yogyakarta: Andi.
References
Anggreani, D. (2021). Manajemen sumber daya manusia dalam meningkatkan produktivitas kerja. Jakarta: Kencana.
Arana-Landín, G., Rodríguez, R., & Pérez, J. (2023). Technological change, work stress, and occupational safety: New risks in the digital era. Safety Science, 160, 106013. https://doi.org/10.1016/j.ssci.2023.106013
Becker, G. S. (1964). Human capital: A theoretical and empirical analysis, with special reference to education. Chicago: The University of Chicago Press.
Cheng, Y., Wang, L., & Zhang, H. (2022). Digital transformation in occupational safety and health: A review and future perspectives. Journal of Industrial Engineering and Management, 15(3), 45–59.
Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512.
Dessler, G. (2015). Human Resource Management. Boston: Pearson Education.
Milošević, M., Jovanović, D., & Nikolić, M. (2025). Safety training, management support, and sustainable performance in mining industry. International Journal of Mining Science and Technology, 35(1), 78–91.
Öhman, M., Johansson, B., & Eriksson, K. (2025). Job resources and emotional engagement in high-risk industries: Evidence from Scandinavian manufacturing. Journal of Organizational Behavior, 46(2), 211–228.
Patel, R., Kumar, S., & Lee, J. (2022). Wearable technology for workplace safety: Enhancing productivity and reducing risk. Safety Science, 148, 105623. https://doi.org/10.1016/j.ssci.2022.105623
Rst, A., Putra, B., & Sari, N. (2021). Occupational safety and health practices in industrial sectors: Challenges and opportunities. Journal of Workplace Safety, 15(2), 101–115.
Seo, H., Kim, Y., & Lee, D. (2025). Job demands-resources and safety performance: The mediating role of work engagement. Journal of Safety Research, 72, 25–34.
Widyanti, R. (2023). Pengelolaan sumber daya manusia berbasis kompetensi. Yogyakarta: Andi.