Strategi Pengembangan Quality of Work Life untuk Meningkatkan Keterikatan Karyawan (Employee Engagement) di PT XYZ

Abstract

Penelitian ini bertujuan untuk merumuskan strategi pengembangan Quality of Work Life (QWL) dalam meningkatkan employee engagement di PT XYZ, yang dilatarbelakangi oleh tingginya tingkat turnover karyawan, khususnya pada posisi Marketing seperti Account Executive (AE) dan Business Development (BD). Tingginya turnover tersebut berdampak pada ketidakstabilan organisasi, proses adaptasi kerja yang berulang, serta belum optimalnya pencapaian target perusahaan. Oleh karena itu, penelitian ini menempatkan QWL sebagai pendekatan strategis dalam meningkatkan employee engagement sekaligus menekan tingkat turnover karyawan. Penelitian ini menggunakan pendekatan kuantitatif dan kualitatif dengan metode analisis deskriptif, Importance Performance Analysis (IPA), dan tabulasi silang (cross-tabulation). Penelitian dilakukan menggunakan metode sensus dengan melibatkan seluruh populasi sebanyak 52 responden yang terdiri atas karyawan aktif dan mantan karyawan PT XYZ. Analisis dilakukan dengan membedakan divisi Marketing dan non-Marketing untuk memperoleh prioritas strategi pengembangan QWL yang lebih spesifik sesuai karakteristik pekerjaan dan kondisi turnover pada masing-masing divisi. Pendekatan IPA digunakan untuk mengidentifikasi prioritas pengembangan faktor-faktor QWL berdasarkan kesenjangan antara tingkat kepentingan dan tingkat kepuasan karyawan, sedangkan tabulasi silang digunakan untuk menganalisis hubungan antara karakteristik responden dengan faktor-faktor QWL. Hasil penelitian menunjukkan bahwa secara umum penerapan QWL di PT XYZ telah berada pada kategori baik, khususnya pada aspek komunikasi, kesehatan kerja, dan penyelesaian konflik. Namun demikian, tingkat employee engagement masih belum optimal, terutama pada aspek loyalitas, kedisiplinan, dan kontribusi interpersonal. Berdasarkan hasil analisis IPA, faktor pengembangan karir dan kompensasi menjadi prioritas utama perbaikan karena memiliki tingkat kepentingan yang tinggi namun tingkat kepuasan relatif rendah, terutama pada divisi Marketing. Pada divisi non-Marketing, faktor pengembangan karir juga menjadi prioritas utama yang perlu mendapat perhatian perusahaan. Hasil uji Chi-Square menunjukkan bahwa sebagian besar faktor QWL tidak memiliki hubungan yang signifikan dengan karakteristik responden, kecuali faktor pengembangan karir, kompensasi, kesehatan kerja, kebanggaan, dan keselamatan kerja yang memiliki hubungan signifikan dengan masa kerja. Berdasarkan hasil tersebut, strategi pengembangan QWL difokuskan pada penguatan sistem pengembangan karir yang lebih terstruktur, penyempurnaan sistem kompensasi berbasis kinerja dan project value, serta optimalisasi kebijakan perusahaan yang telah berjalan dengan baik, seperti komunikasi internal, kesehatan kerja, dan penyelesaian konflik. Strategi yang dirumuskan disesuaikan dengan karakteristik masing-masing divisi, di mana pengembangan karir menjadi prioritas pada divisi Marketing maupun non-Marketing, sedangkan penyempurnaan sistem kompensasi diprioritaskan khususnya pada divisi Marketing. Strategi tersebut disusun berdasarkan hasil analisis IPA, tabulasi silang, kondisi existing perusahaan, serta telah dikonfirmasi melalui diskusi dengan pihak manajemen sehingga bersifat realistis, aplikatif, dan sesuai dengan kebutuhan organisasi. Implementasi strategi ini diharapkan mampu meningkatkan employee engagement, menurunkan tingkat turnover , mempertahankan talenta potensial, serta mendukung keberlanjutan organisasi dan pencapaian target bisnis perusahaan secara berkelanjutan.

This study aims to formulate a Quality of Work Life (QWL) development strategy to enhance employee engagement at PT XYZ. The research was motivated by the high employee turnover rate, particularly in Marketing positions such as Account Executives (AE) and Business Development (BD) personnel. The high turnover has led to organizational instability, repetitive adaptation processes for new employees, and suboptimal achievement of the company’s performance targets. Therefore, this study positions QWL as a strategic approach to improving employee engagement while simultaneously reducing employee turnover . The study employed a mixed-methods approach, combining quantitative and qualitative methods through descriptive analysis, Importance Performance Analysis (IPA), and cross-tabulation analysis. A census method was applied by involving the entire population of 52 respondents, consisting of current employees and former employees of PT XYZ. The analysis differentiated between the Marketing and non-Marketing divisions to identify more specific QWL development priorities based on job characteristics and turnover conditions within each division. IPA was used to identify priority QWL factors by analyzing the gap between employees’ perceived importance and satisfaction levels, while cross-tabulation analysis was conducted to examine the relationship between respondent characteristics and QWL factors. The findings indicate that, in general, the implementation of QWL at PT XYZ has been categorized as good, particularly in terms of communication, occupational health, and conflict resolution. However, the level of employee engagement has not yet reached an optimal level, especially regarding employee loyalty, work discipline, and interpersonal contribution. Based on the IPA results, career development and compensation emerged as the highest priority areas for improvement due to their high importance but relatively low satisfaction levels, particularly within the Marketing division. In the non-Marketing division, career development was also identified as the primary area requiring improvement. Furthermore, the Chi-Square analysis revealed that most QWL factors were not significantly associated with respondent characteristics, except for career development, compensation, occupational health, organizational pride, and workplace safety, all of which showed significant relationships with employees’ tenure. Based on these findings, the proposed QWL development strategy focuses on establishing a more structured career development system, improving a performance- and project value-based compensation system, and optimizing organizational practices that have already been implemented effectively, such as internal communication, occupational health programs, and conflict resolution mechanisms. The strategy is tailored to the specific characteristics of each division, where career development becomes a priority for both Marketing and non-Marketing divisions, while compensation improvement is prioritized particularly for the Marketing division. The proposed strategy was formulated based on the results of IPA, cross-tabulation analysis, and the company’s existing conditions, and was further validated through in-depth interviews and discussions with the management team, ensuring that it is realistic, practical, and aligned with organizational needs. The implementation of this strategy is expected to enhance employee engagement, reduce turnover rates, retain high-potential talent, and support the long-term sustainability and business performance of the company.