Eksplorasi Implementasi Employee Engagement dalam Meningkatkan Kinerja Karyawan PT Indo Keramik Tangerang
Downloads
How to Cite
Kinerja karyawan merupakan aspek penting dalam mendukung keberhasilan perusahaan manufaktur di tengah persaingan industri yang semakin ketat. Penelitian ini bertujuan untuk mengeksplorasi implementasi employee engagement serta pengalaman dan persepsi karyawan mengenai kontribusinya terhadap kinerja di PT Indo Keramik Tangerang. Penelitian ini menggunakan pendekatan kualitatif dengan metode fenomenologi. Informan terdiri atas manajer sumber daya manusia, supervisor, dan karyawan yang dipilih secara purposive. Data dikumpulkan melalui wawancara mendalam, observasi, dan dokumentasi, kemudian dianalisis melalui reduksi data, pengkodean, kategorisasi tema, dan interpretasi makna. Hasil penelitian menunjukkan bahwa employee engagement diterapkan melalui komunikasi terbuka antara atasan dan bawahan, pemberian apresiasi, kesempatan pengembangan kompetensi, serta pelibatan karyawan dalam penyelesaian masalah operasional. Keterlibatan tersebut dipersepsikan mampu meningkatkan motivasi kerja, rasa memiliki terhadap perusahaan, kedisiplinan, tanggung jawab, serta kesediaan karyawan memberikan kontribusi melebihi tugas formal. Faktor pendukung employee engagement meliputi dukungan kepemimpinan, lingkungan kerja yang kondusif, dan peluang pengembangan karier. Sementara itu, keterbatasan komunikasi dan ketidakjelasan jalur karier menjadi hambatan utama. Temuan ini menegaskan bahwa employee engagement berperan dalam membentuk perilaku kerja positif dan mendukung pencapaian tujuan organisasi.
Exploring the Implementation of Employee Engagement in Enhancing Employee Performance at PT Indo Keramik Tangerang
Abstract
Employee performance is an important aspect in supporting the success of manufacturing companies amid increasingly intense industrial competition. This study aims to explore the implementation of employee engagement and employees’ experiences and perceptions of its contribution to performance at PT Indo Keramik Tangerang. This research employed a qualitative approach using a phenomenological method. The informants consisted of a human resource manager, supervisors, and employees selected through purposive sampling. Data were collected through in-depth interviews, observation, and documentation, then analyzed through data reduction, coding, theme categorization, and meaning interpretation. The findings show that employee engagement was implemented through open communication between supervisors and subordinates, recognition of employee performance, opportunities for competency development, and employee involvement in solving operational problems. Such engagement was perceived to improve work motivation, sense of belonging to the company, discipline, responsibility, and employees’ willingness to contribute beyond their formal duties. The supporting factors of employee engagement include leadership support, a conducive work environment, and career development opportunities. Meanwhile, limited communication and unclear career paths were identified as the main obstacles. These findings indicate that employee engagement plays a role in shaping positive work behavior and supporting the achievement of organizational goals.
Ambituuni, A., Azizsafaei, F., & Keegan, A. (2021). HRM operational models and practices to enable strategic agility in PBOs: Managing paradoxical tensions. Journal of Business Research, 133, 170–182. https://doi.org/10.1016/j.jbusres.2021.04.048
Astuti, D., & Suwandi, S. (2022). Pengaruh Employee Engagement Terhadap Kinerja Karyawan Yang Di Mediasi Kepuasan Kerja. Eqien - Jurnal Ekonomi Dan Bisnis, 11(04), 523–540. https://doi.org/10.34308/eqien.v11i04.1282
Bakker, A. B., & Bal, M. P. (2010). Weekly work engagement and performance: A study among starting teachers. Journal of Occupational and Organizational Psychology, 83(1), 189–206. https://doi.org/10.1348/096317909X402596
Balalimbu, N., Malinda, A., Natasyah, L., Wintoro, F., & Khaerana, K. (2023). Pengaruh Employee Engagement Terhadap Kinerja Karyawan Pada PT Asera Tirta Posidonia Kota Palopo. KONTAN: Jurnal Ekonomi, Manajemen Dan Bisnis, 2(3). https://doi.org/10.59818/kontan.v2i3.570
Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87(1), 138–157. https://doi.org/10.1111/joop.12041
Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work Engagement: A Quantitative Review And Test Of Its Relations With Task And Contextual Performance. Personnel Psychology, 64(1), 89–136. https://doi.org/10.1111/j.1744-6570.2010.01203.x
Deepalakshmi, Dr. N., Tiwari, Dr. D., Baruah, Dr. R., Seth, A., & Bisht, R. (2024). Employee Engagement And Organizational Performance: A Human Resource Perspective. Educational Administration: Theory and Practice, 5941–5948. https://doi.org/10.53555/kuey.v30i4.2323
Ekhsan, M., Daspar, Parashakti, R. D., & Perkasa, D. H. (2023). The Impact of Talent Management on Employee Performance Mediated by Employee Engagement. East Asian Journal of Multidisciplinary Research, 2(4), 1821–1834. https://doi.org/10.55927/eajmr.v2i4.3913
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279. https://doi.org/10.1037/0021-9010.87.2.268
Jopanda, H. (2021). Pengaruh Gaya Kepemimpinan Dan Lingkungan Kerja Terhadap Kinerja Karyawan Melalui Kepuasan Kerja Sebagai Variabel Intervening. Jurnal Manajemen, 6(1), 84–101. https://doi.org/10.54964/manajemen.v6i1.164
Melisani, M. M., Devi, N. K., & Naser, H. (2024). Employee Engagement Mediation: Employee Performance Through Employee Loyalty and Organizational Commitment. International Journal of Science and Society, 6(1), 168–184. https://doi.org/10.54783/ijsoc.v6i1.1004
Mohammad, A. M., Menhat, M., Shafi, S., Mohammed Abu Hussein, A.-H., Abdullah Al-Mubaideen, M., & Alshaketheep, K. (2025). Trends in employee performance: A comprehensive review and bibliometric analysis using Scopus and WOS. SA Journal of Human Resource Management, 23(0), a2887. https://doi.org/10.4102/sajhrm.v23i0.2887
Nguyen, H. M., & Nguyen, L. V. (2023). Employer attractiveness, employee engagement and employee performance. International Journal of Productivity and Performance Management, 72(10), 2859–2881. https://doi.org/10.1108/IJPPM-04-2021-0232
Noercahyo, U. S., Maarif, M. S., & Sumertajaya, I. M. (2021). The Role Of Employee Engagement On Job Satisfaction And Its Effect On Organizational Performance. Jurnal Aplikasi Manajemen, 19(2), 296–309. https://doi.org/10.21776/ub.jam.2021.019.02.06
Park, J., Han, S. J., Kim, J., & Kim, W. (2022). Structural relationships among transformational leadership, affective organizational commitment, and job performance: The mediating role of employee engagement. European Journal of Training and Development, 46(9), 920–936. https://doi.org/10.1108/EJTD-10-2020-0149
Rameshkumar, M. (2020). Employee engagement as an antecedent of organizational commitment – A study on Indian seafaring officers. The Asian Journal of Shipping and Logistics, 36(3), 105–112. https://doi.org/10.1016/j.ajsl.2019.11.003
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job Engagement: Antecedents and Effects on Job Performance. Academy of Management Journal, 53(3), 617–635. https://doi.org/10.5465/amj.2010.51468988
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169
Salanova, M., Agut, S., & Peiró, J. M. (2005). Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty: The Mediation of Service Climate. Journal of Applied Psychology, 90(6), 1217–1227. https://doi.org/10.1037/0021-9010.90.6.1217
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The Measurement of Work Engagement With a Short Questionnaire: A Cross-National Study. Educational and Psychological Measurement, 66(4), 701–716. https://doi.org/10.1177/0013164405282471
Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2009). Work engagement and financial returns: A diary study on the role of job and personal resources. Journal of Occupational and Organizational Psychology, 82(1), 183–200. https://doi.org/10.1348/096317908X285633
Yadav, A., Pandita, D., & Singh, S. (2022). Work-life integration, job contentment, employee engagement and its impact on organizational effectiveness: A systematic literature review. Industrial and Commercial Training, 54(3), 509–527. https://doi.org/10.1108/ICT-12-2021-0083
Copyright (c) 2026 Jaka Slameta, Suhartono Suhartono, Lesna Purnawan, Edy Santoso
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors who publish with Empiricism Journal agree to the following terms:
- For all articles published in Empiricism Journal, copyright is retained by the authors. Authors give permission to the publisher to announce the work with conditions. When the manuscript is accepted for publication, the authors agrees to implement a non-exclusive transfer of publishing rights to the journals.
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-ShareAlike 4.0 International License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
