Kebijakan Pengelolaan Sumber Daya Manusia dalam Mengatasi Burnout di Kementerian Keuangan

Abstract

Penelitian ini dilatarbelakangi oleh pentingnya pengelolaan burnout pada Pegawai Negeri Sipil (PNS), khususnya di lingkungan Kementerian Keuangan (Kemenkeu). Dinamika pekerjaan sektor publik yang ditandai oleh tingginya tuntutan pekerjaan, perubahan organisasi, kompleksitas tugas, dan kebutuhan pelayanan publik yang berkelanjutan dapat meningkatkan risiko terjadinya burnout. Isu ini penting karena burnout dapat berdampak pada kesejahteraan pegawai dan kinerja organisasi. Penelitian ini bertujuan memetakan aspek job demands dan job resources yang telah diteliti di sektor pemerintahan; menganalisis kondisi job demands, job resources, public service motivation (PSM), psychological capital (PsyCap), dan burnout; menguji pengaruh job demands, job resources, dan PSM terhadap burnout serta peran moderasi PsyCap; dan merumuskan rekomendasi kebijakan pengelolaan burnout di Kemenkeu. Penelitian menggunakan Job Demands–Resources Model dengan pendekatan sequential explanatory mixed methods design. Kajian awal dilakukan melalui systematic literature review (SLR). Tahap kuantitatif dilakukan melalui survei terhadap 768 responden PNS Kemenkeu dan dianalisis secara deskriptif serta menggunakan PLS-SEM. Tahap kualitatif dilakukan melalui wawancara mendalam dan dianalisis secara tematik. Hasil SLR menunjukkan bahwa aspek job demands di sektor pemerintahan dipetakan ke dalam task-related demands, role-related demands, dan work–life disbalance, sedangkan aspek job resources dipetakan ke dalam interpersonal and social relations, level of task, dan the organisation of work. Hasil analisis deskriptif menunjukkan bahwa burnout dan job demands responden berada pada kategori sedang, sedangkan job resources, PSM, dan PsyCap tergolong tinggi. Hasil PLS-SEM menunjukkan bahwa job demands berpengaruh positif dan signifikan terhadap burnout, sedangkan job resources berpengaruh negatif dan signifikan terhadap burnout. PSM tidak berpengaruh signifikan terhadap burnout, sedangkan PsyCap tidak memoderasi pengaruh job demands maupun job resources terhadap burnout. Temuan kualitatif menjelaskan dan memperdalam hasil kuantitatif. Pengelolaan burnout di Kemenkeu perlu difokuskan pada pengendalian intensitas kerja, penguatan job resources, terutama keadilan dalam distribusi tugas dan komunikasi perencanaan organisasi, serta penguatan komunikasi kebijakan kesejahteraan dan tindak lanjut atas masukan pegawai.

This study is motivated by the importance of managing burnout among civil servants, particularly within the Ministry of Finance. The dynamics of public sector work, characterized by high job demands, organizational change, task complexity, and the continuous need to deliver public services, may increase the risk of burnout. This issue is important because burnout can affect employee well-being and organizational performance. This study aimed to map the aspects of job demands and job resources examined in previous studies within the public sector; analyze the conditions of job demands, job resources, public service motivation (PSM), psychological capital (PsyCap), and burnout; examine the effects of job demands, job resources, and PSM on burnout as well as the moderating role of PsyCap; and formulate policy recommendations for managing burnout at the Ministry of Finance. The study employed the Job Demands–Resources Model and sequential explanatory mixed-methods design. A systematic literature review (SLR) was conducted as the initial stage. The quantitative stage involved a survey of 768 civil servant respondents at the Ministry of Finance, with the data analyzed using descriptive analysis and partial least squares structural equation modeling (PLS-SEM). The qualitative stage consisted of the in-depth interview, which was analyzed thematically. The SLR findings indicated that job demands in the public sector could be mapped into task-related demands, role-related demands, and work–life disbalance, whereas job resources could be mapped into interpersonal and social relations, level of task, and the organisation of work. The descriptive analysis showed that respondents’ burnout and job demands were at moderate levels, while job resources, PSM, and PsyCap were at high levels. The PLS-SEM results showed that job demands had a positive and significant effect on burnout, whereas job resources had a negative and significant effect on burnout. PSM had no significant effect on burnout, while PsyCap did not moderate the effects of either job demands or job resources on burnout. The qualitative findings explained and provided further depth to the quantitative results. Burnout management at the Ministry of Finance should therefore focus on controlling work intensity; strengthening job resources, particularly fairness in task distribution and organizational planning communication; and improving the communication of employee well-being policies and follow-up actions on employee feedback.