Strategi Peningkatan Kinerja Karyawan Pusat Penelitian Kelapa Sawit Melalui Pengembangan Employee Engagement

Abstract

Kinerja karyawan merupakan faktor utama bagi perusahaan dalam mencapai tujuan perusahaan. Kinerja karyawan tersebut dipengaruhi oleh beberapa faktor, salah satunya adalah employee engagement. Kondisi employee engagement di Pusat Penelitian Kelapa Sawit tergolong tidak baik disebabkan oleh kepemimpinan (leadership) yang dominan dalam mengambil keputusan, pemimpin jarang memberikan apresiasi atas pencapaian prestasi (achievement) karyawan, hubungan kekerabatan (camaraderie) yang masih menunjukkan superioritas, dan penerapan keadilan (equity) yang belum merata dimana umumnya peningkatan karir ditentukan oleh faktor subyektifitas. Penelitian ini bertujuan untuk mengidentifikasi strategi peningkatan kinerja karyawan melalui pengembangan employee engagement dan seberapa besar pengaruh employee engagement terhadap kinerja karyawan di Pusat Penelitian Kelapa Sawit baik secara simultan maupun parsial. Penelitian ini bersifat kuantitatif. Jumlah sampel sebanyak 78 karyawan dengan menggunakan teknik purposive sampling. Teknik analisis menggunakan analisis regresi linier berganda dengan alat uji SPSS versi 22.0. Hasil koefisien determinasi diketahui bahwa Kinerja karyawan dipengaruhi oleh Leadership, Achievement, Camaraderie, dan Equity dan diperoleh nilai koefisien determinasi (R Square) sebesar 0,500. Hal ini berarti bahwa 50% kinerja karyawan dipengaruhi oleh Leadership, Achievement, Camaraderie, dan Equity. Hasil pengujian hipotesis secara serempak diperoleh bahwa Leadership, Achievement, Camaraderie, dan Equity secara bersama-sama berpengaruh terhadap kinerja karyawan. Hasil pengujian secara parsial, Leadership, Achievement, dan Equity berpengaruh nyata secara parsial terhadap kinerja karyawan dan Camaraderie tidak berpengaruh nyata secara parsial terhadap kinerja karyawan.

Employee’s performance is a main factor for a company in achieving its goals. It is influenced by several factors, and one of them is employee engagement. Employee engagement condition at the Oil Palm Research Center is not good since leadership is very dominant in making decision. Management rarely appreciates employees’ achievement. Camaraderie still indicates superiority, and equity is unequeal since career enhancement is determined subjectively. The objective of the research was to identify the strategy of increasing employees’ performance through employee engagement development and how far the influence of employee engagement on employees’ performance at the Oil Palm Research Center simultaneously and partially. The research was quantitative. The samples were 78 employees, taken by using purposive sampling technique. The data were analysed by using multiple linear regression analysis with an SPP 22.0 program.. The results of determination coefficient showed that employees’ performance was influenced by Leadership, Achievement, Camaraderie, and Equity at the determination coefficient (R Square) = 0.500 which indicates that 50% of employees’ performance was influenced by Leadership, Achievement, Camaraderie, and Equity. The result of hypothesis test showed that, Leadership, Achievement, Camaraderie, and Equity had the influence on employees’ performance. Partially, Leadership, Achievement, and Equity had significant influence on employees’ performance, but Camaraderie did not have any significant influence on employees’ performance.