Peran Coaching dalam Mengatasi Stres Kerja akibat Penambahan Job Description pada Karyawan HRD: Studi Kasus di Perusahaan Kuliner Semarang

Abstrak

Abstrak

Penelitian ini bertujuan untuk memahami dinamika stres kerja yang dialami oleh karyawan Human Resource Development (HRD) akibat penambahan job description di luar tanggung jawab utamanya, serta menganalisis peran coaching sebagai intervensi psikologis dalam membantu individu mengelola tekanan kerja. Penelitian ini menggunakan pendekatan kualitatif deskriptif dengan metode studi kasus, yang dilakukan terhadap seorang karyawan HRD di salah satu perusahaan kuliner di Semarang. Data dikumpulkan melalui wawancara mendalam, observasi, dan dokumentasi selama empat sesi coaching, kemudian dianalisis menggunakan analisis tematik berdasarkan teori Job Demands–Resources (JD-R) dan Coping Stress. Hasil penelitian menunjukkan bahwa stres kerja muncul akibat ketidakseimbangan antara tuntutan pekerjaan (job demands) dan sumber daya kerja (job resources), yang menyebabkan role overload dan kelelahan emosional. Melalui proses coaching, coachee mampu mengenali sumber stres, menata ulang prioritas kerja, serta mengembangkan strategi coping adaptif yang berfokus pada pemecahan masalah dan pengelolaan emosi. Proses ini juga meningkatkan kesadaran diri, efikasi diri, dan kemampuan regulasi emosi coachee. Secara praktis, penelitian ini menegaskan bahwa coaching dapat menjadi intervensi efektif dalam meningkatkan kesejahteraan kerja karyawan dan memperkuat implementasi model JD-R 3.0 di lingkungan organisasi.

Abstract

This study aims to explore the dynamics of work stress experienced by a Human Resource Development (HRD) employee due to the addition of responsibilities beyond her primary job description, and to analyze the role of coaching as a psychological intervention in helping individuals manage work pressure. This research employed a qualitative descriptive approach using the case study method, conducted on an HRD employee at a culinary company in Semarang, Indonesia. Data were collected through in-depth interviews, observations, and documentation over four coaching sessions and analyzed thematically using the Job Demands–Resources (JD-R) and Coping Stress theoretical frameworks. The findings revealed that work stress emerged as a result of imbalances between job demands and job resources, leading to role overload and emotional exhaustion. Through the coaching process, the coachee was able to identify the sources of stress, reorganize work priorities, and develop adaptive coping strategies focused on both problem-solving and emotional regulation. The process also enhanced the coachee’s self-awareness, self-efficacy, and emotional regulation abilities. Practically, this study highlights coaching as an effective psychological intervention to improve employee well-being and reinforces the implementation of the JD-R 3.0 model within organizational settings.