Sustainable HRM Memprediksi Keterlibatan Karyawan Jangka Panjang Dan Daya Saing Organisasi
DOI:
https://doi.org/10.70404/likuid.v1i03.521Keywords:
Sustainable HRM;, Employee Engagement;, Competitiveness;, Case Study;, Thematic Analysis;, Human Resource Management.Abstract
Tren bisnis global menekankan pentingnya keberlanjutan, menuntut organisasi untuk mengintegrasikan tanggung jawab ekonomi, sosial, dan lingkungan ke dalam setiap fungsi, termasuk Manajemen Sumber Daya Manusia (MSDM). Penelitian ini berfokus pada pemahaman mendalam (deep understanding) mengenai peran strategis Sustainable Human Resource Management (S-HRM) dalam mendorong praktik keadilan sosial, pengembangan jangka panjang, dan well-being karyawan. Permasalahan utama yang diteliti adalah bagaimana (mekanisme) S-HRM dapat membentuk Keterlibatan Karyawan Jangka Panjang (KKJP) dan menjadi sumber Daya Saing Organisasi (DO) yang unik dan sulit ditiru. Tujuannya adalah mengeksplorasi persepsi dan pengalaman para manajer HR dan karyawan kunci mengenai hubungan S-HRM, KKJP, dan DO. Studi ini menggunakan desain kualitatif interpretif dengan metode studi kasus multi-situs pada dua perusahaan multinasional, PT. Sinar Abadi (Sektor Manufaktur) dan PT. Cipta Lestari (Sektor Jasa Keuangan), yang telah mengimplementasikan praktik S-HRM secara eksplisit. Data dikumpulkan melalui wawancara mendalam (in-depth interview) dan observasi dokumen. Teknik analisis yang digunakan adalah Analisis Tematik untuk mengidentifikasi pola, proses, dan mekanisme kausalitas (prediksi) yang muncul dari data verbal. Hasil sementara mengidentifikasi pola kunci seperti sense of belonging dan ethical employer branding sebagai mekanisme mediasi S-HRM menuju KKJP dan DO. Temuan ini memberikan pemahaman substantif mengenai "mengapa" S-HRM bekerja dalam konteks spesifik perusahaan, alih-alih hanya mengukur "seberapa besar" pengaruhnya.
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