A study on the impacts of job resources and locus of control on employee engagement

NUSWANTO, Venansius Bangun, Anita Lestari, Dra., M.Si

2010 | Tesis | S2 Magister Manajemen

Employee engagement adalah sikap positif karyawan terhadap organisasi dan tata -nilainya. Seorang karyawan yang memiliki employee engagement menyadari konteks bisnis organisasinya dan bersama rekankerjanya bahu-membahu meningkatkan unjuk karya demi kemajuan organisasinya (Robinson, et al., 2004). Berbagai studi menunjukkan korelasi yang kuat antara employee engagement dan unjuk karya di tempat kerja. Untuk mendapatkan manfaat employee engagement dalam menunjang pencapaian bisnis, faktor-faktor penyebab employee engagement perlu dikenali. Dengan subjek 116 karyawan PT Kaltim Prima Coal (KPC), studi ini mengkaji apakah job resources dan locus of control mempengaruhi employee engagement. Sebelum pengumpulan data, diadakan uji-coba instrumen survey. Hasilnya, 35 item survey terbukti valid dan reliabel, terdiri dari 11 item employee engagement (a = 0.88), 17 item job resources (a = 0.93) dan 7 item locus of control (a = 0.65). Analisis korelasi dan regresi dilakukan terhadap data survey yang terkumpul. Kesimpulannya adalah: 1. Ketiga aspek job resources – yaitu organisational resources, social resources, dan task -level resources – terbukti berpengaruh terhadap employee engagement. Dari analisis korelasi, task -level resources menunjukkan korelasi paling kuat (0.63), diikuti oleh organisational resources (0.60) dan social resources (0.43). Dari analisis regresi, koefisien penentu terbesar ditunjukkan oleh task - level resources (39.8%), diikuti oleh organisational resources (36.0%) dan social resources (20.7%). 2. Dari analisis korelasi dan regresi, tidak terbukti bahwa locus of control mempengaruhi employee engagement.

Employee engagement is the positive attitude held by employees towards the organisation and its values. An engaged employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organisation (Robinson, et al., 2004). Various studies mentioned strong correlate between employee engagement and workplace performance. To enjoy the real advantage of employee engagement in leveraging business results, it is then necessary that the drivers of engagement are well identified. This study investigated whether job resources and locus of control affected employee engagement among a sample of 116 subjects who were employees of PT Kaltim Prima Coal (KPC). Prior to the data collection, survey instrument was tried out, yielding 35 survey items valid and reliable, consisting of 11 employee engagement items (a = 0.88), 17 job resources items (a = 0.93) and 7 locus of control items (a = 0.65). Statistical tests using correlation and regression analysis were then performed on the survey data. The following conclusions were drawn: 1. All the three job resources aspects – organisational resources , social resources, and task-level resources – affected employee engagement. From the correlation analysis, task-level resources showed the strongest correlation (0.63), followed by organisational resources (0.60) and social resources (0.43). From the regression analysis, the biggest coefficient of determination was shown by task-level resources (39.8%), followed by organisational resources (36.0%) and social resources (20.7%). 2. Locus of control did not affect employee engagement. No significant correlation existed; likewise, the explanatory power of locus of control on employee engagement was not proven.

Kata Kunci : Employee engagement,Job resources,Locus of control