Eksplorasi Faktor-Faktor Yang Mempengaruhi Pergantian Karyawan Untuk Meningkatkan Keterlibatan Karyawan Pada Febria Beauty Salon

Fandya Rasmita Diniswara, Aurik Gustomo

Sari


Febria Beauty Salon (FBS) adalah salon kecantikan yang menyediakan layanan perawatan lengkap dari ujung rambut hingga ujung kaki, termasuk perawatan rambut, wajah, bulu mata, tubuh, kuku, dan penghilangan rambut. Sebagai bisnis yang berorientasi pada layanan, FBS sangat bergantung pada sumber daya manusia untuk mencapai kesuksesan. Namun, FBS menghadapi masalah tingginya tingkat pergantian karyawan dengan rata-rata 24% selama lima tahun, yang jauh di atas tingkat ideal 10%. Penelitian ini menganalisis faktor-faktor yang mempengaruhi pergantian karyawan melalui keterlibatan karyawan di FBS dan mengusulkan solusi yang sesuai. Pengumpulan data dilakukan melalui wawancara online dengan enam responden dari FBS menggunakan kerangka pertanyaan mengenai keterlibatan karyawan dengan pendekatan sumber daya pribadi atau Personal Resource (emosional, kognitif, perilaku) dan sumber daya karyawan atau Employee Resource (otonomi, dukungan sosial, umpan balik, pengembangan). Hasil wawancara dianalisis dengan membuat transkrip yang dikelompokkan berdasarkan setiap pertanyaan. Respons yang menunjukkan ketidakpuasan atau umpan balik negatif diberi tanda merah untuk mempermudah analisis. Hasil analisis menyoroti aspek otonomi dan pengembangan sebagai faktor utama yang berkontribusi terhadap kepuasan dan keterlibatan karyawan. Berbagai rencana kegiatan perbaikan diusulkan untuk aspek-aspek ini, terutama berfokus pada pertumbuhan dan peluang karir sebagai atribut paling penting dari aspek pengembangan dengan mendesain struktur organisasi dan deskripsi pekerjaan.
Keywords:
Keterlibatan karyawan, Pergantian karyawan, Pendekatan sumber daya pribadi, Pendekatan sumber daya karyawan, Desain struktur organisasi

Teks Lengkap:

Download PDF

Referensi


Allen, T. D. (2018). Flexible Work Arrangements: Help or Hype? In A. T. Inc (Ed.), The Cambridge Handbook of Workplace Training and Employee Development. Cambridge University Press.

Alsheref, F. K. (2022). Automated prediction of employee attrition using ensemble model based on machine learning algorithms. Computational Intelligence and Neuroscience 2022, Article 7728668.

Angelica, P. &. (2019). Analisis Turnover Karyawan untuk Perancangan Employee Engagement di PT X. Analisis Turnover Karyawan. 7(2), 357–362.

Armstrong, M. (2016). Armstrong's Handbook of Human Resource Management Practice. Kogan Page Publishers.

Bakker, A. B. (2017). Job Demands-Resources Theory: Taking Stock and Looking Forward. Journal of Occupational Health Psychology, 22(3), 273-285.

Braun, V. & Clarke. (2016). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101.

C. Knight, M. P. (2019). Work engagement interventions can be effective: a systematic review. Eur. J. Work. Organ. Psychol. 28 , 348–372.

Cooper, C. L. (2018). Well-being: Productivity and Happiness at Work. Palgrave Macmillan.

Chowdhury, S. J.-E. (2022). Embedding transparency in artificial intelligence machine learning models: Managerial implications on predicting and explaining employee turnover. International Journal of Human Resource Management, 1-32.

Daft, R. L. (2015). Organization Theory and Design. Cengage Learning.

Daft, R. L. (2016). Organization Theory and Design. Cengage Learning.

Dessler, G. (2019). Human Resource Management. Pearson Education.

Dugan, J. P. (2017). Leadership Theory: Cultivating Critical Perspectives. Jossey-Bass.

Gallup. (2019). Retrieved from Employee engagemnt// https://www.gallup.com/topic/employee_engagement.aspx

Goleman, D. B. (2015). Primal Leadership: Unleashing the Power of Emotional Intelligence. Harvard Business Press.

Greenhaus, J. H. (2017). Work-Family Balance: A Review and Extension of the Literature. In J. C. Quick & M. J. Peiro (Eds.). The Handbook of Work and Health Psychology Wiley-Blackwell.

Iskandar, Y. C. (2021). Strategi Organisasi Penanganan Turnover Melalui Pemberdayaan Karyawan. 19(1), 102–116.

Jung, H. S. (2021). COVID-19: The effects of job insecurity on the job engagement and turnover intent of deluxe hotel employees and the moderating role of generational characteristics. International Journal of Hospitality Management 92(October 2020), 102703.

Kelliher, C. R. (2018). All of Work? All of Life? Reconceptualising Work-Life Balance for the 21st Century. . Human Resource Management Journal, 29(1), 97-112.

Kelly, E. L. (2016). Changing Workplaces to Reduce Work-Family Conflict: Schedule Control in a White-Collar Organization. American Sociological Review, 76(2), 265-290.

Kossek, E. E. (2016). Workplace Flexibility: Integrating Employer and Employee Perspectives to Close the Research-Practice Implementation Gap. In Work and Family Researchers Network Conference.

Men, L. R. (2017). Strategic Internal Communication: Transformational Leadership, Communication Channels, and Employee Satisfaction. Management Communication Quarterly, 28(2), 264-284.

Noe, R. A. (2017). Human Resource Management: Gaining a Competitive Advantage. McGraw-Hill Education.

Northouse, P. G. (2016). Leadership: Theory and Practice. Sage Publications.

Pattnaik, S. C. (2020). Supervisor support, work engagement and turnover intentions: Evidence from Indian call centres. Journal of Asia Business Studies, 14(5), 621–635.

Pekel Ozmen, E. &. (2022). A novel deep learning model based on convolutional neural networks for employee churn prediction. Journal of Forecasting, 41(3), 539–550.

Punnoose, R. &. (2016). Prediction of employee turnover in organizations using machine learning algorithms. . International Journal of Advanced Research in Artificial Intelligence, 5(9), 22–26.

Rafiq, M. W. (2019). The psychological mechanism linking employee work engagement and turnover intention. A moderated mediation study. Work, 62(4), 615–628.

Robbins, S. P. (2017). Organizational Behavior. Pearson Education.

Rosenthal, M. (2016). Qualitative research methods: Why, when, and how to conduct interviews and focus groups in pharmacy research. Currents in Pharmacy Teaching and Learning, 8(4), 509–516.

Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement? Human Resource Development Quarterly, 25(2), 155-182.

Setiawan, I. S. (2020). HR analytics: Employee attrition analysis using logistic regression. IOP Conference Series: Materials Science and Engineering, 830(3).

Shin, I. &. (2019). Uncovering the turnover intention of proactive employees: The mediating role of work engagement and the moderated mediating role of job autonomy. International Journal of Environmental Research and Public Health, 16(5).

Smith, J. E. (2017). Transparent Communication in Organizations: A Theoretical Framework. Journal of Management Studies, 54(2), 123-145.

Timms, C. B. (2015). Flexible work arrangements, work engagement, turnover intentions and psychological health. Asia Pac. J. Hum. Resour. 53, 83–103.

Ulrich, D. (2017). HR from the Outside In: Six Competencies for the Future of Human Resources. McGraw-Hill Education.

W.B. Schaufeli, M. S.-R. (2022 ). The measurement of engagement and burnout: a two sample confirmatory factor analytic approach. J. Happiness Stud. 23 (2) , 845–871.

Welch, M. (2016). The Evolution of the Employee Engagement Concept: Communication Implications. Corporate Communications. An International Journal, 16(3), 328-346.




DOI: https://doi.org/10.37531/mirai.v9i1.7006

Refbacks

  • Saat ini tidak ada refbacks.


Flag Counter

Creative Commons License

JURNAL MIRAI MANAGEMENT is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Web Analytics