PSYCHOSOCIAL FACTORSAT PT E P I 123: SCREENING AND SOLUTIONS

• Main Author: Supriadi, Wendi
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/41125
• Institution: Institut Teknologi Bandung

PT Epi123 division of part and service, receives guide line from Epi123 Group Headquarters in Sweden for the marketing strategy in Service division (Mining Rock Excavation Service). The Strategy was introduced in early 2015 as the initial stage and currently entering phase 3 in 2018. The success of this strategy was felt less significant which was reflected in poor KPIs. Those two KPIs were customer share other part and one on one ratio in 2016, customer share key and other parts in 2017 and customer key part and one on one ratio in 2018. There was other factor in 2018 Company which has significant increase in turn over employee of 0.6%. There are many factors related to these problems and the most significant one might be the psychosocial factor in the company. This research aims to help and advise PT. Epi123 by identifying the psychosocial factor of the employees in the workplace, by explaining the most psychosocial factor which related to the problem, then can provide the detail guideline solution for the management to improve company problem. The review was conducted by administering survey by using Copenhagen Psychosocial Factor Questionnaire the third version (COPSOQ III) as a tool to 342 employees and methodology with in measure of 45 scale dimensions. The survey Questionnaire shows acceptable validity and reliability; internal consistency (Cronbach’s ?> 0.5) and total items correlations (r values >0.138). The gap review indicated several dimensions show small mean gaps from reference value (0.001 to 1.490) it mean those psychosocial factor is a good and the three dimensions have significant big gaps (0.150 to 2.850) as the most psychosocial factor related to the problem. The correlation between those significant factors are significant to other dimensions. The cognitive demand is significantly correlated with Stress, Cognitive demands, Cognitive Stress and Work life Conflict, Burnout and 26 other dimensions. Insecurity over employment is significantly correlated with Predictability, Insecure over Work Conditions, Vertical Trust, and Cognitive Demands. Burn out is significantly correlated with Work life Conflict, emotional Demands, cognitive demands and 24 other dimensions. It means that the third dimensions which have big gaps could be a trigger to other factors that will affect the employees’ performance and turnover and it is important to improve them with program training developed from the team that created as Transition a Team and conduct the structure organization change.