Strategi Human Capital menghadapi Quiet Quitting di PT XYZ

Abstract

Latar belakang penelitian ini adalah meningkatnya fenomena Quiet Quitting, yaitu fenomena dimana pegawai hanya melakukan tugas minimum yang diwajibkan tanpa keterlibatan tambahan khususnya di era pascapandemi. Penelitian ini bertujuan untuk menganalisis faktor-faktor yang berkontribusi terhadap Quiet Quitting di kalangan pegawai di sebuah perusahaan infrastruktur di Indonesia, dengan fokus pada Job Satisfaction, Organizational Commitment, dan Person-Organization Fit (POF). Dengan menggunakan Structural Equation Modeling (SEM), penelitian ini mengidentifikasi pengaruh signifikan antara variabel-variabel tersebut terhadap perilaku Quiet Quitting pegawai. Lalu, merumuskan strategi menghadapi Quiet Quitting menggunakan Analisis Hierarki Proses (AHP). Penelitian ini belandaskan teori strategi human capital, aspek-aspek dari Quiet Quitting, Job Satisfaction, Organizational Commitment, Person- Organization Fit (POF), Analisis Hierarki Proses (AHP), dan Social Exchange Theory (SET). Penelitian juga mengumpulkan beberapa kajian penelitian terdahulu agar menemukan relevansi untuk penelitian berikutnya. Penelitian dilakukan dari April hingga bulan Juni 2024, menggunakan teknik random sampling kepada pegawai di PT XYZ sebanyak 200 orang. Penelitian menggunakan data primer dan sekunder. Teknik pengolahan data yang digunakan adalah analisis deskriptif, structural equation modeling (SEM), dan Analisis Hierarki Proses (AHP). Temuan penelitian menyoroti bahwa perkembangan karier, kesehatan dan kesejahteraan, serta remunerasi dalam kerangka POF memainkan peran penting dalam mempengaruhi Quiet Quitting. Job Satisfaction dan Organizational Commitment ditemukan memiliki dampak langsung terhadap perilaku pegawai, yang dimediasi oleh dimensi-dimensi utama POF ini. Hasil dari AHP juga menemukan bahwa strategi yang diprioritaskan untuk menghadapi Quiet Quitting adalah program pengembangan karier disusul dengan program work-life balance. Analisis komprehensif ini memberikan pemahaman yang lebih mendalam tentang penyebab utama dari Quiet Quitting, serta menawarkan wawasan berharga bagi organisasi yang ingin mengidentifikasi dan mengatasi faktor-faktor utama yang berkontribusi terhadap pelepasan karyawan. Organisasi dapat mengembangkan strategi yang lebih tepat sasaran untuk mempertahankan tenaga kerja yang termotivasi dan berkomitmen dalam lingkungan kerja yang menantang dan terus berkembang.

The background to this research is the rising phenomenon of Quiet Quitting, namely a phenomenon where employees only carry out the minimum required tasks without additional involvement, especially in the post-pandemic workplaces. This study aims to analyze the factors that contribute to Quiet Quitting among employees in an Indonesian infrastructure company, focusing on Job Satisfaction, Organizational Commitment, and Person-Organization Fit (POF). By using Structural Equation Modeling (SEM), this study identifies significant influence between these variables on employee Quiet Quitting behavior. Then, formulate a strategy to deal with Quiet Quitting using Analysis Hierarchy Process (AHP). This study is based on human capital strategy theory, aspects of Quiet Quitting, Job Satisfaction, Organizational Commitment, Person-Organization Fit (POF), Analysis Hierarchy Process (AHP), and Social Exchange Theory (SET). This study also collects several previous studies in order to find relevance for subsequent research. The research was conducted from April to June 2024, using random sampling techniques with 200 employees at PT XYZ. This study uses primary and secondary data. The data processing techniques used are descriptive analysis, Structural Equation Modeling (SEM), and Analysis Hierarchy Process (AHP). The study findings highlight that career progressions, health and well-being, and remuneration within the POF framework play crucial roles in influencing Quiet Quitting. Job Satisfaction and Organizational Commitment were found to have a direct impact on employee behavior, mediated by these key dimensions of POF. The results of the AHP also found that the prioritized strategy for dealing with Quiet Quitting is a career development program followed by the work-life balance program. This comprehensive analysis provides a deeper understanding of the underlying causes of Quiet Quitting, offering valuable insights for organizations seeking to identify and address the key factors contributing to Quiet Quitting. Organizations can develop more targeted strategies to maintain a motivated and committed workforce in a challenging and evolving work environment.