Saran - KESIMPULAN DAN SARAN - PENGARUH JOB CRAFTING TERHADAP KETERIKATAN KERJA DENGAN PERSEPSI

BAB V KESIMPULAN DAN SARAN

B. Saran

Hasil penelitian menunjukan nilai R square bernilai 0,767, yang artinya masih ada 23,3% lagi peran variabel lainnya disamping variabel job crafting dan persepsi dukungan organisasi terhadap keterikatan kerja. Disamping itu, diperlukan kajian literatur yang lebih banyak untuk dapat memberi penjelasan yang cukup tentang tidak berperannya variabel persepsi dukungan organisasi sebagai variabel moderator. Bagi peneliti selanjutnya diharapkan agar melakukan penelitian pada area bisnis lainnya untuk menginvestigasi lebih lanjut tentang peran persepsi dukungan organisasi sebagai variabel moderator.

Hal lain yang perlu diperhatikan dalam penelitian ini terkait dengan skala penelitian.

Penelitian ini menggunakan skala keterikatan kerja dengan mengembangkan skala Utrecht Work Engagement Scale (UWES) yang dikemukakan oleh Schaufeli, dkk (2002). Beberapa aitem pernyataannya disusun menggunakan pernyataan pada skala UWES yang diterjemahkan ke dalam bahasa Indonesia. Setelah dilakukan uji coba secara daring melalui google form pada 72 karyawan perbankan, hasilnya menunjukkan bahwa terdapat beberapa

aitem-aitem yang gugur tersebut, seperti melakukan redaksi kalimat, melakukan uji coba kembali baik secara daring maupun luring.

2. Saran Praktis

Berdasarkan hasil penelitian, terdapat beberapa saran praktis yang ingin dikemukakan peneliti kepada perusahaan yaitu:

a. Menyadari adanya efek job crafting terhadap keterikatan kerja, maka peneliti menyarankan pihak manajemen perusahaan mengoptimalkan sarana yang diberikan kepada karyawan, hal ini dikarenakan masih terdapat 23,48% karyawan yang berada pada kategori sedang dan rendah dalam hal melakukan job crafting. Salah satu cara yang dapat dilakukan Bank Sumut untuk mempertahankan dan meningkatkan job crafting seperti memberikan atau memperbanyak program pengembangan diri seperti pelatihan soft skill dan hard skill, serta melakukan job enrinchment bagi seluruh karyawan untuk berkembang dan belajar, dan memberikan pelatihan job crafting agar semakin meningkatkan inisiatif karyawan untuk melakukan job crafting dalam segala aspek pekerjaannya.

b. Jika ditinjau berdasarkan data kategorisasi keterikatan kerja, secara umum karyawan memiliki tingkat keterikatan kerja yang tinggi yaitu sebesar 66,39% karyawan dan perusahaan diharapkan dapat mempertahankan hal tersebut. Namun data kategorisasi juga menunjukkan bahwa sebesar 33,2% karyawan berada pada kategori sedang dan rendah. Berdasarkan data tersebut maka perusahaan perlu mendorong karyawan yang berada pada kategori rendah dan sedang agar mereka lebih terikat dengan pekerjaannya. Keterikatan kerja dapat ditingkatkan salah satunya dengan cara melakukan pelatihan-pelatihan yang dapat mendorong keterikatan kerja karyawan,

menghargai kinerja karyawan, memberikan umpan balik terhadap pekerjaan karyawan, serta menerapkan engaging management di tempat kerja.

c. Berdasarkan hasil penelitian tambahan, persepsi dukungan organisasi berperan sebagai variabel independen yang berpengaruh terhadap keterikatan kerja. Hal ini menunjukkan bahwa jika perusahaan memberikan dukungan pada karyawannya maka dapat meningkatkan keterikatan kerja karyawan. Rata-rata karyawan Bank Sumut berada pada kategori tinggi dalam persepsi dukungan organisasi. Oleh sebab itu, maka perusahaan perlu mempertahankan dukungan yang diberikan kepada karyawan.

Dukungan yang diberikan dapat berupa memberikan penghargaan pada karyawan yang berprestasi, memberikan insentif yang sesuai dengan kinerja karyawan, memberikan kesempatan promosi, menjaga kesejahteraan karyawan baik secara materil maupun psikologis serta memberikan peluang bagi karyawan untuk memberikan pendapat dan saran bagi kemajuan perusahaan.

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