Article Per Year (5 Year)
p-Index From 2021 - 2026
0.408
P-Index
This Author published in this journals
All Journal Journal of Multidisciplinary Academic Business Studies
Nasarasiddi, Katami
Unknown Affiliation
Economics, Econometrics & Finance

Published : 2 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search

 1 
Impact of organizational diversity on safety culture and performance in PT. UVW Indonesia Nasarasiddi, Katami
Journal of Multidisciplinary Academic Business Studies Vol. 1 No. 4 (2024): August
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/jomabs.v1i4.2317

Abstract

Purpose: This study examined the influence of organizational diversity on safety culture and performance in PT. UVW is a global chemical company based in Indonesia. Utilizing the Cultural Intelligence (CQ) framework, Social Identity Theory, and Resource-Based View (RBV), this study investigates how different employee backgrounds affect safety outcomes. Method: By employing an approach that integrates qualitative interviews with quantitative KPI analysis, this study demonstrates that diversity improves safety culture through various perspectives and innovative solutions. Nonetheless, to maximize these benefits, it is essential to address challenges, such as communication barriers and conflicts. Result: The findings highlight that effective diversity management, inclusive communication, comprehensive training, and strong leadership within a diverse organizational demography of gender, age, work tenure, and educational background are vital for cultivating a positive safety culture. The research emphasizes that when strategically managed, organizational diversity can be a significant asset, enhancing safety performance and creating a safer and more efficient workplace. This research offers practical insights for multinational companies seeking to leverage diversity while overcoming the associated challenges to boost safety culture and performance. Conclusions: Organizational diversity, when managed strategically with inclusive leadership and comprehensive training, serves as a valuable asset that strengthens safety culture and enhances organizational performance. Limitations: This study was limited to PT. UVW’s manufacturing site in Indonesia and relied on self-reported data, which may restrict the generalizability of results. Contribution: The study provides practical insights for multinational companies on leveraging diversity to improve safety outcomes and theoretical contributions by applying CQ, Social Identity Theory, and RBV to workplace safety research.
Impact of organizational diversity on safety culture and performance in PT. UVW Indonesia Nasarasiddi, Katami
Journal of Multidisciplinary Academic Business Studies Vol. 1 No. 4 (2024): August
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/jomabs.v1i4.2317

Abstract

Purpose: This study examined the influence of organizational diversity on safety culture and performance in PT. UVW is a global chemical company based in Indonesia. Utilizing the Cultural Intelligence (CQ) framework, Social Identity Theory, and Resource-Based View (RBV), this study investigates how different employee backgrounds affect safety outcomes. Method: By employing an approach that integrates qualitative interviews with quantitative KPI analysis, this study demonstrates that diversity improves safety culture through various perspectives and innovative solutions. Nonetheless, to maximize these benefits, it is essential to address challenges, such as communication barriers and conflicts. Result: The findings highlight that effective diversity management, inclusive communication, comprehensive training, and strong leadership within a diverse organizational demography of gender, age, work tenure, and educational background are vital for cultivating a positive safety culture. The research emphasizes that when strategically managed, organizational diversity can be a significant asset, enhancing safety performance and creating a safer and more efficient workplace. This research offers practical insights for multinational companies seeking to leverage diversity while overcoming the associated challenges to boost safety culture and performance. Conclusions: Organizational diversity, when managed strategically with inclusive leadership and comprehensive training, serves as a valuable asset that strengthens safety culture and enhances organizational performance. Limitations: This study was limited to PT. UVW’s manufacturing site in Indonesia and relied on self-reported data, which may restrict the generalizability of results. Contribution: The study provides practical insights for multinational companies on leveraging diversity to improve safety outcomes and theoretical contributions by applying CQ, Social Identity Theory, and RBV to workplace safety research.
Co-Authors