MENINGKATKAN KINERJA KARYAWAN MELALUI KETERIKATAN KERJA DAN RASA SYUKUR
Article Sidebar
Read Counter : 47
Download : 32
Main Article Content
Abstract
Employee performance is a crucial factor in achieving organizational goals. Company X, which is engaged in financing services in Indonesia, faces challenges in creating competent and high-performing employees. Various initiatives have been taken by the HR division, but the success rate to achieve competent and high-performing employees has not been optimal. According to Bakker et al. (2019), employee performance is influenced by internal motivation known as work engagement, employees who are engaged in work will be more focused, proactive, and effective in completing tasks. Based on the job demands-resources (JD-R) theory, work engagement changes when personal resources and job resources fluctuate (Bakker & Demerouti, 2017). In this context, gratitude is identified as a valuable personal resource as it can increase adaptability and positive impact in the work environment (Nicuță et al., 2022). In a highly dynamic and uncertain business environment, especially post-pandemic, the ability of employees to stay motivated and engaged with their work has become increasingly crucial. Through understanding the benefits of gratitude, employees are expected to increase work engagement, which in turn will affect overall work performance. The webinar was conducted at Company X involving 52 employees from various HR departments including Recruitment, Training, Personnel, Performance Management, and Organization & Policy. The results of the t-test on this activity show a significant number (p<0.05), so it can be concluded that this activity provides meaningful changes for the participants
ABSTRAK
Kinerja karyawan adalah faktor krusial dalam mencapai tujuan organisasi. Perusahaan X, yang bergerak dalam bidang jasa pembiayaan di Indonesia, menghadapi tantangan dalam menciptakan karyawan yang kompeten dan berkinerja tinggi. Berbagai inisiatif telah diambil oleh divisi SDM, namun tingkat keberhasilan untuk mencapai karyawan yang kompeten dan berkinerja tinggi belum optimal. Menurut Bakker et al. (2019), kinerja karyawan dipengaruhi oleh motivasi internal yang dikenal sebagai keterikatan kerja, karyawan yang terlibat dalam pekerjaan akan lebih fokus, proaktif, dan efektif dalam menyelesaikan tugas. Berdasarkan teori job demands-resources (JD-R), keterikatan kerja berubah ketika sumber daya pribadi dan sumber daya pekerjaan berfluktuasi (Bakker & Demerouti, 2017). Dalam konteks ini, rasa syukur diidentifikasi sebagai sumber daya pribadi yang berharga karena dapat meningkatkan adaptabilitas dan dampak positif di lingkungan kerja (Nicuță et al., 2022). Dalam lingkungan bisnis yang sangat dinamis dan penuh ketidakpastian, terutama pasca-pandemi, kemampuan karyawan untuk tetap termotivasi dan terikat dengan pekerjaannya menjadi semakin krusial. Melalui pemahaman mengenai manfaat rasa syukur, diharapkan karyawan dapat meningkatkan keterikatan kerja, yang pada akhirnya akan mempengaruhi kinerja kerja secara keseluruhan. Webinar dilakukan pada Perusahaan X dengan melibatkan 52 karyawan dari berbagai departemen SDM termasuk Recruitment, Training, Personnel, Performance Management, dan Organizational & Policy. Hasil uji t test pada kegiatan ini menunjukkan angka yang signifikan (p<0,05), sehingga dapat disimpulkan bahwa kegiatan ini memberikan perubahan yang berarti bagi para peserta.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
References
Bakker, A. B. (2014). Daily fluctuations in work engagement: An overview and current directions. Eur. Psychol., 19, 227–236. https://doi.org/10.1027/1016-9040/a000160
Bakker, A. B., & Demerouti, E. (2017). Job demands-resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285. https://doi.org/10. 1037/ocp0000056
Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014). Burnout and work engagement: The JD–R approach. Annual Review of Organizational Psychology and Organizational Behavior, 1, 389–411. https://doi.org/10.1146/annurev-orgpsych-031413-091235
Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. (2022). Annual review of organizational psychology and organizational behavior job demands-resources theory: Ten years later. Annual Review Organizational Psychology & Organizational Behavior 2023, 10, 25–53. https://doi.org/10.1146/annurev-orgpsych-120920
Bakker, A. B., Hetland, J., Olsen, O. K., & Espevik, R. (2019). Daily strengths use and employee well-being: The moderating role of personality. Journal of Occupational and Organizational Psychology, 92(1), 144–168. https://doi.org/10.1111/joop.12243
Cho, S. (2019). Effects of social support and grateful disposition on employees’ psychological well-being. The Service Industries Journal, 39(11–12), 799–819. https://doi.org/10.1080/02642069.2018.1444755
Colquitt, J., Lepine, J. A., & Wesson, M. J. (2019). Organizational behavior: Improving performance and commitment in the workplace. McGrawHill Irwin.
Cortini, M., Converso, D., Galanti, T., Fiore, T., Domenico, A., & Fantinelli, S. (2019). Gratitude at Work Works! A Mix-Method Study on Different Dimensions of Gratitude, Job Satisfaction, and Job Performance. Sustainability, 11(14), 1–12. https://doi.org/10.3390/su11143902.
Garg N, Mahipalan M, Poulose S, Burgess J. (2022). Does Gratitude Ensure Workplace Happiness Among University Teachers? Examining the Role of Social and Psychological Capital and Spiritual Climate. Front Psychol. doi: 10.3389/fpsyg.2022.849412
Grobelna, A. (2019). Effects of individual and job characteristics on hotel contact employees’ work engagement and their performance outcomes: A case study from Poland. International Journal of Contemporary Hospitality Management, 31(1), 349–369. https://doi.org/10.1108/IJCHM-08-2017-0501
Jawentinus, E. R., & Rostiana, R. (2022). Pengaruh Bersyukur Terhadap Perilaku Kewargaan Organisasional Karyawan di Masa Masa Pandemi Covid-19. Jurnal Psikologi Teori Dan Terapan, 13(2), 214–225. https://doi.org/10.26740/jptt.v13n2.p214-225
Kim, K., Tulachan, B. P., Cho, Y.-H., & Kim, T. H. (2020). Gratitude enhances work engagement through reduced perception of damage: A case study in Nepals’ earthquake disaster. The Open Psychology Journal, 13(1), 206–212. https://doi.org/10.2174/1874350102013010206
Kim, W. (2017). Examining mediation effects of work engagement among job resources, job performance, and turnover intention. Performance Improvement Quarterly, 29(4), 407–425. https://doi.org/10.1002/piq.21235
Knight, C., Patterson, M., & Dawson, J. (2017). Building work engagement: a systematic review and meta-analysis investigating the effectiveness of work engagement interventions. Journal of Organizational Behavior, 38(6), 792–812. https://doi.org/10.1002/job.2167
Leong, J. L. T., Chen, S. X., Fung, H. H. L., Bond, M. H., Siu, N. Y. F., & Zhu, J. Y. (2019). Is Gratitude Always Beneficial to Interpersonal Relationships? The Interplay of Grateful Disposition, Grateful Mood, and Grateful Expression Among Married Couples. Personality and Social Psychology Bulletin, 014616721984286. doi:10.1177/0146167219842868
Nicuță, E. G., & Constantin, T. (2021). Take Nothing for Granted: Downward Social Comparison and Counterfactual Thinking Increase Adolescents’ State Gratitude for the Little Things in Life. Journal of Happiness Studies. doi:10.1007/s10902-021-00382-5
Nicuță, E. G., Diaconu-Gherasim, L. R., & Constantin, T. (2022). How trait gratitude relates to teachers’ burnout and work engagement: job demands and resources as mediators. Current Psychology. https://doi.org/10.1007/s12144-022- 04086-8
Nourpanah, S. (2020). The Construction of Gratitude in the workplace: Temporary foreign workers employed in health care. International Migration, 59(2), 57–71. doi:10.1111/imig.12769
Pekasa, E., & Rostiana (2018). Peran job embeddedness terhadap kinerja dengan keterikatan kerja dan keinginan untuk menetap sebagai mediator. Jurnal Muara Ilmu Sosial, Humaniora, dan Seni, 2(1), 335–341.
Rostiana, R., & Lie, D. (2019). Multi-dimensional individual work performance: Predictors and mediators. GATR Global Journal of Business Social Sciences Review, 7(1), 54–60. https://doi.org/10.35609/gjbssr.2019.7.1(7)
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25, 293–315.
Widyaiswara, Y. N., & Muda, A. (2018). Penerapan model kirkpatrick untuk evaluasi program diklat teknis subtantif materi perencanaan pembelajaran di wilayah kerja provinsi kepulauan riau. In Andragogi Jurnal Diklat Teknis 170 (Vol. 8, Issue 2).
Yin, Y., Wang, Y., & Lu, Y. (2019). Why firms adopt empowerment practices and how such practices affect firm performance? A transaction cost-exchange perspective. Human Resource Management Review, 29(1), 111–124. https://doi.org/10.1016/j.hrmr.2018.01.002