Analisis Employee Engagement Dalam Meningkatkan Kinerja Karyawan
DOI:
https://doi.org/10.70404/likuid.v1i02.462Keywords:
Employee Engagement, Kinerja, Vigor, Dedication, KomitmenAbstract
Penelitian ini dilaksanakan berdasarkan temuan bahwa sebagian karyawan masih menunjukkan kinerja yang tidak stabil, yang diduga berkaitan dengan tingkat employee engagement yang belum optimal. Untuk menangani maslah tersebut, penelitian ini menggunakan metode kuantitatif dengan survei kuesioner guna mengukur tiga indikator utama engagement, yaitu vigor, dedication, dan absorption, serta menilai pengaruhnya terhadap kinerja karyawan melalui analisis regresi linear sederhana. Hasil penelitian membuktikan bahwa employee engagement berpengaruh positif dan signifikan terhadap peningkatan kinerja, dimana vigor dan dedication muncul sebagai dimensi yang paling kuat dalam mendukung produktivitas serta mutu hasil kerja. Temuan ini menegaskan bahwa peningkatan dukungan pimpinan, efektivitas komunikasi internal, dan sistem penghargaan yang adil merupakan langkah penting dalam membangun keterlibatan dan peforma karyawan.
References
A. M. Saks, “Antecedents and consequences of employee engagement revisited,” Journal of Organizational Effectiveness: People and Performance, vol. 6, no. 1, pp. 19–38, 2019, [Online]. Available: https://doi.org/10.1108/JOEPP-06-2018-0034
A. B. Bakker and S. Albrecht, “Work engagement: Current trends,” Career Development International, vol. 23, no. 1, pp. 4–11, 2018, [Online]. Available: https://doi.org/10.1108/CDI-11-2017-0207
W. Kim, J. Kolb, and T. Kim, “The relationship between work engagement and employee performance: A review,” Human Resource Development Review, vol. 18, no. 1, pp. 37–69, 2019, [Online]. Available: https://doi.org/10.1177/1534484319829217
M. S. Christian, A. S. Garza, and J. E. Slaughter, “Work engagement: A quantitative review and test of its relations with task and contextual performance,” Pers Psychol, vol. 69, no. 4, pp. 1–26, 2016, doi: 10.1111/peps.12165.
M. Zito, “Predictors of employee engagement and job performance,” Int J Environ Res Public Health, vol. 18, no. 9, 2021, [Online]. Available: https://doi.org/10.3390/ijerph18094692
P. Ghosh, A. Rai, and A. Sinha, “Organizational justice and employee retention: The mediating role of psychological well-being,” Employee Relations, vol. 43, no. 6, pp. 1289–1307, 2021, [Online]. Available: https://doi.org/10.1108/ER-06-2020-0272
M. Kaliannan and S. N. Adjovu, “Effective employee engagement and organizational success: A case study,” Procedia Soc Behav Sci, vol. 172, pp. 161–168, 2015, [Online]. Available: https://doi.org/10.1016/j.sbspro.2015.01.353
I. Inceoglu, G. Thomas, C. Chu, D. Plans, and A. Gerbasi, “Leadership behavior and employee well-being: An integrated review and a future research agenda,” Leadership Quarterly, vol. 29, no. 1, pp. 179–202, 2018, doi: 10.1016/j.leaqua.2017.12.006.
J. Y. Lee and Y. Lee, “Effects of leadership and communication on employee engagement,” Sustainability, vol. 12, no. 9, 2020, [Online]. Available: https://doi.org/10.3390/su12093659
N. Al Mehrzi and S. K. Singh, “Employee engagement and organizational performance: A review and synthesis,” Benchmarking: An International Journal, vol. 29, no. 5, 2022, [Online]. Available: https://doi.org/10.1108/BIJ-02-2021-0099
A. B. Bakker and E. Demerouti, “Job demands–resources theory: Taking stock and looking forward,” J Occup Health Psychol, vol. 22, no. 3, pp. 273–285, 2017, doi: 10.1037/ocp0000056.
F. L. Cooke, B. Cooper, T. Bartram, J. Wang, and H. Mei, “Mapping the relationships between high-performance work systems, employee resilience, and engagement,” Applied Psychology, vol. 68, no. 3, 2019, [Online]. Available: https://doi.org/10.1111/apps.12178
L. Tisu, D. Virga, and L. Păduraru, “Work engagement and task performance: A daily diary study testing the moderating role of job resources,” Journal of Work and Organizational Psychology, vol. 36, no. 2, pp. 95–103, 2020, doi: 10.5093/jwop2020a10.
S. Sonnentag, C. Dormann, and E. Demerouti, “Recovery, engagement, and performance: A dynamic approach,” Annual Review of Organizational Psychology, vol. 8, 2021, [Online]. Available: https://doi.org/10.1146/annurev-orgpsych-012420-091434
L. Tisu, D. Virga, and L. Păduraru, “Work engagement and task performance: A daily diary study testing the moderating role of job resources,” Journal of Work and Organizational Psychology, vol. 36, no. 2, pp. 95–103, 2020, doi: 10.5093/jwop2020a10.
B. R. Mutonyi, T. Slåtten, and G. Lien, “Empowering leadership, employee engagement, and performance,” Int J Hosp Manag, vol. 89, 2020, [Online]. Available: https://doi.org/10.1016/j.ijhm.2020.102591
K. Breevaart and A. B. Bakker, “Daily job demands and employee engagement: The role of daily transformational leadership behavior,” J Occup Health Psychol, vol. 23, no. 3, pp. 338–349, 2018, doi: 10.1037/ocp0000082.
H. T. M. Bui, X. Zeng, and M. Higgs, “The role of mindfulness in employee engagement and performance,” J Bus Res, vol. 126, 2021, [Online]. Available: https://doi.org/10.1016/j.jbusres.2020.12.015
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Jurnal Ekonomi (LIKUID)
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
