EMPLOYEE EXPERIENCE IN BUILDING EMPLOYEE ENGAGEMENT AT A COMPANY WHICH IS NOT DOING WELL: CASE PT MTH77

• Main Author: Muhammad Adnan Imran, Dimas
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/65607
• Institution: Institut Teknologi Bandung

PT MTH77 is a State-Owned Enterprise which specializes in four main businesses, 1) manufacture and assembly, 2) managed service, 3) digital service, and also 4) system integrator. Based on the company’s annual report, PT MTH77 struggles to generate profits in the last five years, 2016 to 2020. Moreover, the company had over Rp1 trillion of debt back in 2020. This condition impacted the employees, where PT MTH77 was not able to fulfill its employee rights in terms of salary payment for seven months in 2019, which would affect its employee experience. Furthermore, the company also suffers from high turnover rate in the same period. This research aims to assess the factors that impact employee experience and its relationship employee engagement, which is believed to be the outcome of employee experience based on multiple literatures. The research which uses a mixture of quantitative and qualitative analysis shows that employee experience has a positively significant relationship and highly correlated with employee engagement. This means that employee experience would impact the employee engagement. When employee experience is positive, employee would be more engaged in their workplace, and vice versa. In addition, out of the three dimensions of employee experience used in this research, human resource practices has the biggest impact on determining employee experience at PT MTH77, followed by work environment and also leadership. Nevertheless, this research found a few issues related to the implementation of employee experience and employee engagement at PT MTH77. Thus, at the end of the study, this research proposed some of the solutions to solve the issues, improve, and maintain the implementation of both variables at the company through Kotter’s 8-Step Model of Change and McKinsey’s 7-S framework.