Beyond Compliance in Tourism: Fostering Proactive Safety Culture in Multi-Crisis Hospitality

Martinus Parnawa Putranta; Rivando Wirjadi; Gabriella  Hanny Kusuma; Raden  Agoeng Bhimasta; Ignatia Eka Puspita Kriswianti; Harsono  Harsono

doi:10.48161/qaj.v6n2a2392

Authors

Martinus Parnawa Putranta Department of Management, Faculty of Business and Economics, Universitas Atma Jaya Yogyakarta, Yogyakarta 55281, Indonesia; https://orcid.org/0000-0003-0507-0879
Rivando Wirjadi Department of Accounting, Faculty of Economics and Business, Universitas Gadjah Mada, Yogyakarta 55281, Indonesia; https://orcid.org/0009-0009-5384-6476
Gabriella Hanny Kusuma Department of Management, Faculty of Business and Economics, Universitas Atma Jaya Yogyakarta, Yogyakarta 55281, Indonesia; School of Business, The University of New England, Armidale 2350, Australia; https://orcid.org/0000-0002-9010-5177
Raden Agoeng Bhimasta Department of Management, Faculty of Business and Economics, Universitas Atma Jaya Yogyakarta, Yogyakarta 55281, Indonesia; Institute of Service Science, College of Technology Management, National Tsing Hua University, Hsinchu City 30013, Taiwan. https://orcid.org/0000-0003-2277-1861
Ignatia Eka Puspita Kriswianti Department of Management, Faculty of Business and Economics, Universitas Atma Jaya Yogyakarta, Yogyakarta 55281, Indonesia; https://orcid.org/0009-0009-9534-1513
Harsono Harsono Department of Management, Faculty of Business and Economics, Universitas Atma Jaya Yogyakarta, Yogyakarta 55281, Indonesia; https://orcid.org/0000-0002-0764-0399

DOI:

https://doi.org/10.48161/qaj.v6n2a2392

Keywords:

safety leadership, employee safety behavior, belief restoration, perceived susceptibility, tourism and hospitality, climate-related crisis, multi-crisis environment, SEM.

Abstract

The current study explores the effect of safety leadership on employees’ safety performance within a multianxious hospitality industry, with belief restoration as mediation and perceived susceptibility as moderation. The tourism and hospitality sector is especially vulnerable to climate-related disruption, including heavy rainfall, earthquakes, volcanic eruptions, and the collapse of infrastructure, resulting in increased occupational safety-related uncertainty for frontline workers. In such cases, successful safety performance depends on regulatory compliance and leadership, as well as psychological safety. A cross-sectional survey was conducted among 106 frontline employees across five hotels in Yogyakarta, Indonesia, a tourism destination exposed to recurring environmental hazards. Data were analyzed using Partial Least Squares Structural Equation Modelling (PLS-SEM). Results indicate that safety leadership does not exhibit a significant direct association with employee safety behavior. Instead, leadership operates indirectly through belief restoration, supporting a full mediation pattern at the structural level. Perceived susceptibility strengthens the relationship between safety leadership and belief restoration and shows a marginal interaction effect on safety behavior. Theoretically, the study refines safety leadership research by modelling belief restoration as a domain-specific cognitive recovery pathway linking leadership cues to safety engagement under prolonged disruption. The findings suggest that in multi-crisis hospitality environments, leadership influence may depend less on direct compliance mechanisms and more on employees’ renewed confidence in the organization’s ability to manage safety threats.

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