The Role of Aging-Workforce Management in Maintaining Safety Performance in High-Risk Nuclear Installations

Fadly Putrajaya; Hendrian; Kabul Wahyu Utomo; Meutia

doi:10.55981/urania.2026.15044

Authors

Fadly Putrajaya ResearchCenter forNuclear Reactor Technology BRIN
Hendrian Management Graduate Program, Universitas Terbuka
Kabul Wahyu Utomo Management Graduate Program, Universitas Terbuka
Meutia Department of Accounting, Faculty of Economic and Business, UniversitasSultan Ageng Tirtayasa

DOI:

https://doi.org/10.55981/urania.2026.15044

Keywords:

Aging workforce management, Safety behavior, High-risk installations, Nuclear safety

Abstract

The nuclear industry, as a high-reliability organization, faces serious challenges due to an aging workforce that could affect operational sustainability and safety performance. Although the literature on aging workforce management (AWM) is growing rapidly, empirical evidence linking AWM to safety performance in high-risk nuclear installations, particularly in developing countries, remains limited. This study aims to analyze the role of AWM in maintaining and improving safety behavior in nuclear installations in Indonesia. This study uses a quantitative, cross-sectional survey design with 281 employees from nuclear installations under the auspices of the National Research and Innovation Agency (BRIN). AWM is conceptualized as a multidimensional construct encompassing employee well-being and human resource practices, while safety behavior is measured through the dimensions of safety awareness and safety actions. Data were analyzed using Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM). The analysis results show that AWM has a positive and significant effect on safety behavior (β = 0.607; C.R. = 6.875; p < 0.001), with the measurement and structural models having a perfect fit. These findings confirm that well-being-oriented aging workforce management practices, continuous training, work ergonomics, and career planning can strengthen workers' safety awareness and compliance. Theoretically, this study extends the safety and human factors literature by positioning AWM as a strategic mechanism in maintaining the safety performance of high-risk socio-technical systems. In practice, the study's results provide policy implications for adaptive, sustainable human resource management to ensure the long-term safety of the nuclear industry in developing countries.

References

[1]D. L. Sturnieks, R. St George, and S. R. Lord, "Balance disorders in the elderly," Neurophysiol. Clin. Neurophysiol., vol. 38, no. 6, pp. 467-478, 2008, doi: https://doi.org/10.1016/j.neucli.2008.09.001.

https://doi.org/10.1016/j.neucli.2008.09.001

[2]A. Hall, R. L. Boring, and T. M. Miyake, "Cognitive Aging as a Human Factor: Effects of Age on Human Performance," Nucl. Technol., vol. 209, no. 3, pp. 261-275, 2023, doi: 10.1080/00295450.2022.2073951.

https://doi.org/10.1080/00295450.2022.2073951

[3]E. Choi, S. G. Kim, L. B. Zahodne, and S. M. Albert, "Older Workers with Physically Demanding Jobs and their Cognitive Functioning," Ageing Int., vol. 47, no. 1, pp. 55-71, 2022, doi: 10.1007/s12126-020-09404-8.

https://doi.org/10.1007/s12126-020-09404-8

[4]D. M. Truxillo, D. M. Cadiz, and L. B. Hammer, "Supporting the Aging Workforce: A Research Review and Recommendations for Workplace Intervention Research," Annu. Rev. Organ. Psychol. Organ. Behav., vol. 2, Apr. 2015, doi: 10.1146/annurev-orgpsych-032414-111435.

https://doi.org/10.1146/annurev-orgpsych-032414-111435

[5]E. Hitler Agbalalah, D. R. Solorzano, and D. J. Rosenzweig, "Human Resources Challenges in the Nuclear Industry (Knowledge Retention and Transfer (Krt)) in the United Kingdom (Uk) As Reference," Eur. J. Hum. Resour., vol. 4, no. 1, pp. 63-76, 2020, doi: 10.47672/ejh.543.

https://doi.org/10.47672/ejh.543

[6]IAEA, "The nuclear power industry's ageing workforce : transfer of knowledge to the next generation.," no. June, 2004.

[7]M. Schöbel et al., "Human and organizational factors in European nuclear safety: A fifty-year perspective on insights, implementations, and ways forward," Energy Res. Soc. Sci., vol. 85, 2022, doi: 10.1016/j.erss.2021.102378.

https://doi.org/10.1016/j.erss.2021.102378

[8]IAEA, "Managing human resources in the nuclear power industry: Lessons learned," IAEA, no. August, 2003.

[9]V. Singh, "Technology , Future of Work and Ageing Workforce Readiness," Int. J. Syst. Innov., vol. 6, no. 4, pp. 55-63, 2021.

[10]I. Silla, A. Teperi, R. Gustafsson, and A. Piirto, "Energy Research & Social Science Human and organizational factors in European nuclear safety : A fifty-year perspective on insights , implementations , and ways forward Markus Sch o," Energy Res. Soc. Sci., vol. 85, 2022, doi: doi: 10.1016/j.erss.2021.102400.

https://doi.org/10.1016/j.erss.2021.102400

[11]IAEA, "Human and Organizational Factors in Nuclear Safety in Light of Accident at Fukushima Daiichia Nuclear Power Plant, 21-24 May 2013," IAEA Bull., no. May, 2013.

[12]V. Skirbekk, "Age and Productivity Potential: A New Approach Based on Ability Levels and Industry-Wide Task Demand," Popul. Dev. Rev., vol. 34, pp. 191-207, Jan. 2008, [Online]. Available: http://www.jstor.org/stable/25434764

[13]IAEA, Leadership and Management for Safety. International Atomic Energy Agency., 2016.

[14]IAEA, Safety culture in nuclear installations, no. December. International Atomic Energy Agency., 2002.

[15]J. Reason, Managing The Risks Of Organizational Accidents.Ashgate Publishing Company, 1997.

[16]E. Hollnagel, Safety I and Safety II -The Past and Future of Safety Management, vol. 17, no. August. Ashgate Publishing., 2015. doi: 10.1007/s10111-015-0345-z.

https://doi.org/10.1007/s10111-015-0345-z

[17]IAEA, Fundamental Safety Princioles, vol. 2. International Atomic Energy Agency., 2006.

[18]IAEA, Nuclear Security Culture, no. 7. International Atomic Energy Agency., 2008.

[19]IAEA, Workforce Planning For New Nuclear Power Programmes. International Atomic Energy Agency., 2011.

[20]M. Mingqing, "Review of Research and Practice of 'Nuclear Knowledge Management,'" Knowl. Manag. Forum, vol. 8, no. 3, pp. 228-237, 2023, doi: 10.13266/j.issn.2095-5472.2023.020.

[21]A. K. Wissemann, S. W. Pit, P. Serafin, and H. Gebhardt, "Strategic Guidance and Technological Solutions for Human Resources Management to Sustain an Aging Workforce: Review of International Standards, Research, and Use Cases," JMIR Hum Factors, vol. 9, no. 3, p. e27250, 2022, doi: 10.2196/27250.

https://doi.org/10.2196/27250

[22]F. Fikri and D. D. Irwanti, "Penguatan Sdm Batan Menjaga Amanah Uu Ketenaganukliran," pp. 87-96, 2018.

[23]R. J. Burke and E. Ng, "The changing nature of work and organizations: Implications for human resource management," Hum. Resour. Manag. Rev., vol. 16, no. 2, pp. 86-94, 2006, doi: 10.1016/j.hrmr.2006.03.006.

https://doi.org/10.1016/j.hrmr.2006.03.006

[24]A. M. G. L. R. S. Pinto, S. C. M. da Silva Ramos, and S. M. M. D. Nunes, "Managing an aging workforce: What is the value of human resource management practices for different age groups of workers?," Tékhne, vol. 12, pp. 58-68, 2014, doi: 10.1016/j.tekhne.2015.01.007.

https://doi.org/10.1016/j.tekhne.2015.01.007

[25]BAPETEN, "Laporan Pengawasan Pemanfaatan Tenaga Nuklir di Indonesia," 2024.

[26]UUD, "Undang-undang Nomor 10 Tahun 1997 tentang Ketenaganukliran," no. 1, pp. 1-54, 1997.

[27]A. Hussain, "Workforce Challenges: 'Inclusive Design' for Organizational Sustainability," Loughbrgh. Univ. UK., 2013.

[28]D. J. C. Flower, M. J. Tipton, and G. S. Milligan, "Considerations for physical employment standards in the aging workforce.," Work, vol. 63, no. 4, pp. 509-519, 2019, doi: 10.3233/WOR-192962.

https://doi.org/10.3233/WOR-192962

[29]T. Haseler and C. Haseler, "Lack of physical activity is a global problem," BMJ, vol. 376, p. o348, Feb. 2022, doi: 10.1136/bmj.o348.

https://doi.org/10.1136/bmj.o348

[30]T. W. H. Ng and D. C. Feldman, "Employee age and health," J. Vocat. Behav., vol. 83, no. 3, pp. 336-345, 2013, doi: 10.1016/j.jvb.2013.06.004.

https://doi.org/10.1016/j.jvb.2013.06.004

[31]V. Egdell, R. Maclean, GavinRaeside, and T. Chen, "Age management practices toward workers aged 45 years or older: an integrative literature review.," Ageing Soc., vol. 40, no. 4, pp. 784-804, 2020, doi: https://doi.org/10.1017/S0144686X18001307.

https://doi.org/10.1017/S0144686X18001307

[32] M. R. Wilckens, A. M. Wöhrmann, J. Deller, and M. Wang, "Organizational Practices for the Aging Workforce: Development and Validation of the Later Life Workplace Index," Work. Aging Retire., vol. 7, no. 4, pp. 352-386, 2021, doi: 10.1093/workar/waaa012.

https://doi.org/10.1093/workar/waaa012

[33]D. R. C. Pedro, N. V. Fracasso, R. G. Costa, M. Â. Rossaneis, P. Aroni, and M. do Carmo Fernandez Lourenço Haddad, "Age management practices toward workers aged 45 years or older: An integrative literature review," Rev. Bras. Med. do Trab., vol. 18, no. 2, pp. 194-202, 2020, doi: 10.47626/1679-4435-2020-536.

https://doi.org/10.47626/1679-4435-2020-536

[34]J. F. H. Jr.1, M. L. D. S. G. V. K. Patel3, and 1, "Amos Covariance-Based Structural Equation Modeling (Cb-Sem): Guidelines On Its Application As A Marketing Research Tool," Brazilian J. Mark., vol. 13, no. 2, 2014.

[35]M. Sarstedt, J. F. Hair, J. H. Cheah, J. M. Becker, and C. M. Ringle, "How to specify, estimate, and validate higher-order constructs in PLS-SEM," Australas. Mark. J., vol. 27, no. 3, pp. 197-211, 2019, doi: 10.1016/j.ausmj.2019.05.003.

https://doi.org/10.1016/j.ausmj.2019.05.003

[36]B. M. Byrne, "SEM With AMOS," Struct. Equ. Model. With AMOS, pp. 349-372, 2020.

[37]I. H. A. Alqudah, A. Carballo-penela, and E. Ruzo-sanmartín, "High-performance human resource management practices and readiness for change : An integrative model including affective commitment , employees ' performance , and the moderating role of hierarchy culture," Eur. Res. Manag. Bus. Econ., vol. 28, no. 1, p. 100177, 2022, doi: 10.1016/j.iedeen.2021.100177.

https://doi.org/10.1016/j.iedeen.2021.100177

[38]D. T. A. M. Kooij, A. H. De Lange, P. G. W. Jansen, R. Kanfer, and J. S. E. Dikkers, "Age and work-related motives: Results of a meta-analysis," J. Organ. Behav., vol. 32, no. 2, pp. 197-225, 2011, doi: 10.1002/job.665.

https://doi.org/10.1002/job.665

[39]N. R. Nagarajan and A. Sixsmith, "Policy Initiatives to Address the Challenges of an Older Population in the Workforce," Ageing Int., vol. 48, no. 1, 2021, doi: 10.1007/s12126-021-09442-w.

https://doi.org/10.1007/s12126-021-09442-w

[40]B. Farr-Wharton et al., "Older Worker-Orientated Human Resource Practices, Wellbeing and Leave Intentions: A Conservation of Resources Approach for Ageing Workforces," Int. J. Environ. Res. Public Health, vol. 20, no. 3, 2023, doi: 10.3390/ijerph20032725.

https://doi.org/10.3390/ijerph20032725

[41]P. A. Mountford, Helene and Murray, "Age diversity in the workplace," in Managing diversity and inclusion: an international perspective," Inst. Bus. Financ. Res., vol. 6, pp. 181-214, Feb. 2015, doi: 10.19030/iber.v7i5.3256.

https://doi.org/10.19030/iber.v7i5.3256

[42]V. Burke and A. Grandey, "'Midlife crisis' on the road to successful workforce aging," Ind. Organ. Psychol., vol. 13, pp. 388-394, Sep. 2020, doi: 10.1017/iop.2020.62.

https://doi.org/10.1017/iop.2020.62

[43]M. Armstrong-Stassen and J. Cattaneo, "The effect of downsizing on organizational practices targeting older workers," J. Manag. Dev., vol. 29, no. 4, pp. 344-363, 2010, doi: 10.1108/02621711011039150.

https://doi.org/10.1108/02621711011039150

[44]V. Egdell, G. MacLean, R. Raeside, and T. Chen, "Age management in the workplace: Manager and older worker accounts of policy and practice," Ageing Soc., vol. 40, no. 4, pp. 784-804, 2020, doi: 10.1017/S0144686X18001307.

https://doi.org/10.1017/S0144686X18001307

[45]A. Neal, M. A. Griffin, and P. M. Hart, "The impact of organizational climate on safety climate and individual behavior," in Safety Science, 2000. doi: 10.1016/S0925-7535(00)00008-4.

https://doi.org/10.1016/S0925-7535(00)00008-4

[46]N. Ansori, A. Widyanti, and Yassierli, "The influence of safety climate, motivation, and knowledge on worker compliance and participation: An empirical study of indonesian smes," Ing. e Investig., vol. 41, no. 3, pp. 1-9, 2021, doi: 10.15446/ing.investig.v41n3.83763.

https://doi.org/10.15446/ing.investig.v41n3.83763

[47]L. Zhao, D. Yang, S. Liu, and E. N. Nkrumah, "The Effect of Safety Leadership on Safety Participation of Employee: A Meta-Analysis," Front. Psychol., vol. 13, p. 827694, Jun. 2022, doi: 10.3389/fpsyg.2022.827694.

https://doi.org/10.3389/fpsyg.2022.827694

[48]J. Gao, W. Yang, X. Shan, K. Yu, and Y. Zhang, "An Intervention Study of Employee Safety Behavior in Nuclear Power Plants Under Construction Based on the SEM-SD Model," pp. 1-24, 2025.

https://doi.org/10.3390/buildings15060954

[49]S. Santoso, Analisis Structural Equation Modelling (SEM) menggunakan AMOS 26. 2021.

[50]H. H. Harman, Modern Factor Analysis, 3rd ed. University of Chicago Press., 1976.

[51]P. M. Podsakoff, S. B. MacKenzie, J.-Y. Lee, and N. P. Podsakoff, "Common method biases in behavioral research: a critical review of the literature and recommended remedies.," J. Appl. Psychol., vol. 88, no. 5, pp. 879-903, Oct. 2003, doi: 10.1037/0021-9010.88.5.879.

https://doi.org/10.1037/0021-9010.88.5.879

[52]Hair J, A. R, Babin B, and Black W, "Multivariate Data Analysis.pdf," Australia : Cengage, vol. 7 edition. p. 758, 2014.

[53]J. Hair Jr, W. C. Black, B. J. Babin, and R. E. Anderson, Multivariate Data Analysis, Eighth. Annabel Ainscow, 2018.

[54]M. Sarstedt, C. M. Ringle, and J. F. Hair, Handbook of Market Research, no. July. 2020. doi: 10.1007/978-3-319-05542-8.

https://doi.org/10.1007/978-3-319-05542-8