Kelelahan dalam operasi tambang merupakan isu yang serius dan merupakan kontributor signifikan untuk terjadinya kecelakaan. Secara hukum perusahaan yang mengoperasikan tambang batubara harus mengembangkan dan mengimplementasikan strategi untuk mengendalikan setiap risiko keselamatan dan kesehatan yang berhubungan dengan kelelahan pada pekerja. Penelitian dilakukan untuk mengembangkan instrumen penilaian kinerja manajemen risiko kelelahan di perusahaan tambang batubara di Indonesia. Pendekatan studi merupakan gabungan antara pendekatan kualitatif untuk menemukan indikator kinerja dan kuantitatif untuk menguji validitas, reliabilitas dan kualitas instrumen penilaian kinerja manajemen risiko kelelahan di perusahaan tambang batubara. Sampel sebanyak 90 perusahaan tambang batubara yang ada di Indonesia. Penelitian menghasilkan instrumen penilaian kinerja manajemen risiko kelelahan di perusahaan tambang batubara yamg terdiri dari 31 indikator, dengan validitas dan reliabilitas instrumen sudah memenuhi persyaratan. Hasil analisis kurva ROC diperoleh cut off point 73 dan AUC 71,3% yang artinya skor kinerja MRK memiliki kekuatan prediksi sedang untuk terjadinya kecelakaan karena kelelahan. Ditemukan kinerja manajemen risiko kelelahan di perusahaan tambang batubara dengan kategori kurang baik 45,6% dan baik 54,4% Kategori kinerja manajemen risiko kelelahan berkategori kurang baik paling banyak terdapat pada perusahaan yang jumlah karyawannya Fatigue in mining operations is a serious issue and a significant contributor to accidents. According to the law, companies operating coal mines must develop and implement strategies to control any safety and health risks associated with worker fatigue. This research was conducted to develop an instrument for assessing the performance of fatigue risk management in coal mining companies in Indonesia. The study approach combines a qualitative approach to find performance indicators and a quantitative one to test the validity, reliability, and quality of fatigue risk management performance assessment instruments in coal mining companies. The sample is 90 coal mining companies in Indonesia. The study produced a tool for assessing the performance of fatigue risk management in coal mining companies consisting of 31 indicators, with the validity and reliability of the instrument meeting the requirements. The results of the ROC curve analysis obtained a cut off point of 73 and an AUC of 71.3%, which means that the Fatigue Risk Management performance score has moderate predictive power for accidents due to fatigue. It was found that the fatigue risk management performance in coal mining companies was in the poor category (45,6% and 54,4% good). From the type of company permits, the fatigue risk management performance category was in the good category, the most in companies with IUJP permit types 80% and the poor category the most in companies with Production Operation IUP permit types 73,7%. It was found that there was a relationship between fatigue risk management performance with the number of employees and the type of company permit. In order to measure, monitor, and evaluate the performance of fatigue risk management in coal mining companies, it is hoped that the Indonesian Ministry of Energy and Mineral Resources and Indonesian coal mining companies will implement the fatigue risk management performance evaluation tool.

Keselamatan pasien di rumah sakit Indonesia masih menghadapi paradoks kepatuhan, ditunjukkan oleh kesenjangan antara standar regulasi Permenkes No. 66 Tahun 2016 dengan kinerja High-Reliability Organization yang belum optimal. Penelitian ini bertujuan membangun model pengukuran yang mengintegrasikan Human Factors Engineering, Manajemen Risiko rumah sakit, dan Kematangan HRO. Pendekatan menggunakan Structural Equation Modeling–Partial Least Squares pada 152 responden rumah sakit tipe C terakreditasi di Indonesia, melalui tiga jalur hipotetis: H1 (pengaruh Human Factors terhadap Manajemen Risiko), H2 (pengaruh Manajemen Risiko terhadap Kematangan HRO), dan H3 (pengaruh Human Factors terhadap Kematangan HRO). Hasil menunjukkan bahwa jalur Human Factors menuju Manajemen Risiko signifikan dengan β = 0,641 (p < 0,001; f² = 0,696; R² = 0,411). Jalur Manajemen Risiko menuju Kematangan HRO merupakan jalur terkuat dengan β = 0,786 (p < 0,001; f² = 0,834). Pengaruh langsung Human Factors menuju HRO tidak signifikan (β = −0,058; p = 0,453), namun indirect effect melalui Manajemen Risiko terbukti signifikan (β = 0,504; p < 0,001), mengonfirmasi peran mediasi penuh yang konsisten dengan logika Swiss Cheese Model. Total efek Human Factors terhadap Kematangan HRO Maturity adalah 0,446 (p < 0,001) dengan R² = 0,563. Temuan ini menopang argumentasi bahwa delapan pilar standar SMK3RS merupakan pendorong utama peningkatan kematangan HRO, sementara investasi pada faktor manusia hanya akan efektif bila disertai pelembagaan struktural dalam sistem manajemen risiko rumah sakit. Saran aplikatif meliputi penguatan tiered huddle harian, pembentukan Alarm Stewardship Committee, dan transformasi Just Culture untuk memperkuat pelaporan nyaris celaka.

Patient safety in Indonesian hospitals encounters a compliance paradox, marked by a discrepancy between the regulatory standards established by Ministerial Regulation No. 66 of 2016 and the insufficient performance of High-Reliability Organizations. This study aimed to develop a measuring model that synthesizes Human Factors Engineering, Hospital Risk Management, and High Reliability Organization Maturity. The methodology employed Structural Equation Modeling–Partial Least Squares on 152 participants from accredited Type C hospitals in Indonesia, investigating three proposed pathways: H1 (Human Factors positively relate to Hospital Risk Management), H2 (Hospital Risk Management positively relates to HRO Maturity), and H3 (Human Factors positively relate to HRO Maturity). The findings demonstrated that the HFE relationship with the HRM pathway is significant (β = 0.641; p < 0.001; f² = 0.696; R² = 0.411). The connection between HRM and HRO maturity trajectory was highly significant (β = 0.786; p < 0.001; f² = 0.834). The direct impact of Human Factors on HRO was not statistically significant (β = −0.058; p = 0.453); however, the indirect effect through HRM was considerable (β = 0.504; p < 0.001), indicating total mediation consistent with the Swiss Cheese Model reasoning. The aggregate effect of Human Factors on HRO Maturity was 0.446 (p < 0.001), with R² = 0.563. The findings confirm that the eight pillars of the national Hospital OHS Standard are the principal means of advancing HRO maturity; however, investments in human factors yield effectiveness only when combined with structural changes in the hospital risk management system. Proposed measures encompass strengthening routine tiered huddles, establishing an Alarm Stewardship Committee, and advancing Just Culture to enhance near-miss reporting.

Kerentanan rumah sakit di Indonesia dalam menghadapi bencana terlihat dari rata-rata indeks Hospital Emergency Disaster Management yang rendah (0,408) dan kegagalan infrastruktur fisik (hard resilience) saat beban puncak (surge capacity), seperti pada pandemi COVID-19 dan gempa bumi. Modal sosial (social capital) berpotensi menjadi "infrastruktur organisasi non-fisik" (soft resilience) yang mampu mensubstitusi keterbatasan fiskal dan birokrasi, namun pengoptimalannya belum terformulasikan secara terstruktur dalam manajemen bencana rumah sakit. Penelitian ini bertujuan untuk menganalisis, menyintesis, dan merekonstruksi Model Social capital melalui integrasi perspektif strategis (makro) dan operasional (mikro) guna meningkatkan kesiapsiagaan dan ketahanan rumah sakit di wilayah berisiko bencana tinggi (Provinsi Jawa Barat). Penelitian ini menggunakan desain Exploratory Sequential Mixed Methods. Tahap kualitatif melibatkan 18 informan kunci (praktisi senior dan pakar manajemen bencana) untuk mengidentifikasi 78 indikator modal sosial. Tahap kuantitatif melibatkan 110 responden dari 5 tipologi rumah sakit di Jawa Barat (RS Vertikal, RSUD, dan RS Swasta) yang dianalisis menggunakan Structural Equation Modeling (SEM-PLS). Kualitatif Tahap 2 pada 5 RS mewawancara 34 informan. Tahap akhir adalah rekonstruksi model melalui validasi konsensus ahli. Analisis SEM-PLS menunjukkan bahwa Modal Sosial berpengaruh positif dan signifikan terhadap Kesiapsiagaan (0,872) dan Ketahanan (0,672), dengan nilai R-Square Ketahanan sebesar 85,2% (kategori sangat kuat). Penelitian ini memetakan tiga lapis kapital: 1) Bonding Capital (Internal RS) berbasis organizational trust dan nilai spiritual ("Employee of Allah"); 2) Bridging Capital (Horizontal) melalui jejaring lintas faskes/organisasi profesi berbasis resiprositas; dan 3) Linking Capital (Vertikal) melalui agile governance dengan otoritas (Kemenkes/BPBD). Temuan menunjukkan adaptasi kontekstual yang khas: RS Vertikal mengandalkan bridging untuk rujukan makro; RSUD memanfaatkan kearifan lokal "Saduluran" untuk substitusi fiskal daerah; dan RS Swasta Filantropi menggunakan kekuatan identitas sosial untuk pertahanan bottom-up yang lincah. Model Social capital merupakan strategi optimasi non-fiskal yang mentransformasikan jejaring manusia menjadi kapasitas resiliensi nyata. Model ini merekomendasikan integrasi elemen penilaian modal sosial dalam Standar Akreditasi Rumah Sakit (Bab MFK) dan penguatan kurikulum sosiologi kebencanaan pada pendidikan manajemen kesehatan untuk memutus siklus repitisi kesalahan manajemen krisis.

The vulnerability of hospitals in Indonesia in dealing with disasters can be seen from the low average Hospital Emergency Disaster Management index (0.408) and the failure of physical infrastructure (hard resilience) during peak loads (surge capacity), such as in the COVID-19 pandemic and earthquakes. Social capital has the potential to become a "non-physical organizational infrastructure" (soft resilience) that is able to substitute fiscal and bureaucratic limitations, but its optimization has not been formulated in a structured manner in hospital disaster management. This research aims to analyze, synthesize, and reconstruct the Social capital Model through the integration of strategic (macro) and operational (micro) perspectives to improve hospital preparedness and resilience in high-risk disaster areas (West Java Province). This study uses the design of Exploratory Sequential Mixed Methods. The qualitative stage involved 18 key informants (senior practitioners and disaster management experts) to identify 78 social capital indicators. The quantitative stage involved 110 respondents from 5 hospital typologies in West Java (Vertical Hospitals, Hospitals, and Private Hospitals) which were analyzed using Structural Equation Modeling (SEM-PLS). Qualitative Phase 2 at 5 hospitals interviewed 34 informants. The final stage is the reconstruction of the model through expert consensus validation. The SEM-PLS analysis shows that Social capital has a positive and significant effect on Preparedness (0.872) and Resilience (0.672), with an R-Square value of Resilience of 85.2% (very strong category). This study maps three layers of capital: 1) Bonding Capital (Internal RS) based on organizational trust and spiritual values ("Employee of Allah"); 2) Bridging Capital (Horizontal) through a network of reciprocity-based health facilities/professional organizations; and 3) Linking Capital (Vertical) through agile governance with authorities (Ministry of Health/BPBD). The findings show typical contextual adaptations: Vertical RS relies on bridging for macro references; The hospital utilizes the local wisdom of "Duluran" for regional fiscal substitution; and Philanthropy Private Hospitals use the power of social identity for nimble bottom-up defenses. The social capital model is a non-fiscal optimization strategy that transforms human networks into real resilience capacity. This model recommends the integration of social capital assessment elements in Hospital Accreditation Standards (MFK Chapter) and strengthening the disaster sociology curriculum in health management education to break the cycle of repetition of crisis management errors.