Peran Strategi HRM dalam Meningkatkan Employee Engagement dan Retensi Karyawan Pada PT. ABC [The Role of HRM Strategy in Increasing Employee Engagement and Employee Retention at PT. ABC]
DOI:
https://doi.org/10.19166/ff.v5i2.10282Trefwoorden:
Human Resources Management (HRM) Strategies, Employee Engagement, Employee Retention, [Strategi Manajemen Sumber Daya Manusia (SDM), Keterlibatan Karyawan, Retensi Karyawan ]Samenvatting
This study aims to analyze the role of Human Resources Management (HRM) strategies in improving employee engagement and retention at Sport7 and ABC Sport, using a case study of the Sport program. A quantitative approach was used through the distribution of questionnaires to 65 respondents using a purposive sampling technique. The results showed that Sport7 employees had high levels of work engagement across the dimensions of vigor, dedication, and absorption, while ABC Sport employees demonstrated low levels across all dimensions. These findings indicate that effective HRM strategies, such as a supportive work environment, reward systems, and coaching programs, have a positive impact on employee motivation and loyalty. Conversely, the absence of such strategies contributes to low engagement and retention. This study provides important implications for organizations to evaluate and strengthen HRM strategies to create a productive and sustainable workforce.
Abstrak Bahasa Indonesia: Penelitian ini bertujuan untuk menganalisis peran strategi Human Resources Management (HRM) dalam meningkatkan employee engagement dan retensi karyawan pada Sport7 dan ABC Sport, dengan studi kasus pada program Sport. Pendekatan kuantitatif digunakan melalui penyebaran kuesioner kepada 65 responden dengan teknik purposive sampling. Hasil penelitian menunjukkan bahwa karyawan Sport7 memiliki tingkat keterlibatan kerja yang tinggi pada dimensi vigor, dedication, dan absorption, sementara karyawan ABC Sport menunjukkan tingkat yang rendah pada seluruh dimensi tersebut. Temuan ini mengindikasikan bahwa strategi HRM yang efektif, seperti lingkungan kerja yang suportif, sistem penghargaan, dan program coaching memiliki dampak positif terhadap motivasi dan loyalitas karyawan. Sebaliknya, absennya strategi tersebut berkontribusi terhadap rendahnya engagement dan retensi. Penelitian ini memberikan implikasi penting bagi organisasi untuk mengevaluasi dan memperkuat strategi HRM demi menciptakan tenaga kerja yang produktif dan berkelanjutan.
Referenties
Almutairi, M. A. O., & Alsawalhah, A. A. (2020). The impact of strategies human resourcemanagement on organizational commitment. (An applied study on employees in Jordanian Islamic Banks). Modern Applied Science, 14(4), 14–22. https://doi.org/10.5539/mas.v14n4p14
Emran, H. A. A., & Elhony, F. M. (2024). Impact of transformational leadership style on achieving digital transformation strategy a field study on employees of the general electricity company. East Asian Journal of Multidisciplinary Research, 3(12), 5939–5950. https://doi.org/10.55927/eajmr.v3i12.12822
Kurniawati, N. I., & Raharja, S. (2022). The influence of employee engagement on organizational performance: A systematic review. WSEAS Transactions on Business and Economics, 20(11), 203–213. https://doi.org/10.37394/23207.2023.20.20
Na, S. R. (2024). Study on the integration factors of human resource management strategy and corporate strategy. Journal of Education and Educational Research, 7(1), 227–229. https://doi.org/10.54097/f8gd6p03
Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill-building approach (7th ed.). Chichester, West Sussex: John Wiley & Sons.
Usha, M., & Ramkumar, N. (2025). Happy workers, healthy business: The impact of sustainable human resource management and workplace happiness on employee engagement of women employees in Tea Plantations. Sustainability, 17(3), 1–22. https://doi.org/10.3390/su17031047
Wang, Y., & Tseng, C. (2019). Praktik manajemen sumber daya manusia yang berkelanjutan dan kebahagiaan karyawan: Investigasi empiris. Jurnal Psikologi Terapan, 94, 70–84.
Xu, J., & Thomas, H. C. (2011). How can leaders achieve high employee engagement?. Leadership and Organization Development Journal, 32(4), 399–416. https://doi.org/10.1108/01437731111134661
##submission.downloads##
Gepubliceerd
Nummer
Sectie
Licentie
Copyright (c) 2025 Ardi Kho, Teuku Alif Ananda, Christina Michelle, Savira Alifa, Yustika Rusnanda
Dit werk wordt verdeeld onder een Naamsvermelding-GelijkDelen 4.0 Internationaal licentie.
Authors who publish with this journal agree to the following terms:
1) Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License (CC-BY-SA 4.0) that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
2) 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 acknowledgement of its initial publication in this journal.
3) Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website). The final published PDF should be used and bibliographic details that credit the publication in this journal should be included.
