This study aims to construct an operational resilience model through the lens of Human Resource Management (HRM) by integrating aspects of occupational safety and managerial supervision. Using a qualitative phenomenological design, this study explores the subjective experiences of 66 employees of PT. Rubber Hock Lie regarding the influence of the psychophysical environment and the effectiveness of competency development on performance stability. The findings indicate that sustainable productivity is a manifestation of harmony between the organization's technical and social systems (Socio-Technical Systems). The analysis identifies a disconnect between OHS infrastructure and the internalization of a safety culture due to repressive supervisory patterns. As a strategic solution, this study proposes a "Participatory Supervision" model that prioritizes psychosocial aspects to strengthen long-term HR resilience. Keywords: HRM, Supervision, Occupational Safety (OHS), Operational Resilience, Phenomenology.
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