Hubungan karakteristik individu, faktor pekerjaan, dan faktor organisasi terhadap kinerja pengemudi di PT. XYZ
DOI: https://doi.org/10.33024/hjk.v20i7.3827
Bus Driver Performance Coping Ability Job Factors Organizational Factors Workload
Abstract
Background: Bus drivers are central to the safety, comfort, and reliability of public transportation services. Their performance in the field is highly dynamic and shaped by individual, job, and organizational conditions, which, if poorly managed, can trigger fatigue, declining safety performance, and occupational accidents.
Purpose: To analyze the relationship between individual characteristics, job factors, and organizational factors on the performance of bus drivers at PT. XYZ (Transbusway Business Unit Segment).
Method: This quantitative study used a cross-sectional design. A sample of 290 male bus drivers was selected from a population of 825 drivers using proportionate stratified random sampling, stratified by operational corridor. Data were collected through direct field observation (CCTV and GPS review) and structured interview questionnaires, then analyzed using binary logistic regression for three groups of independent variables.
Results: Simultaneously, individual characteristics (Nagelkerke R2 = 32.3%), job factors (R2 = 41.0%), and organizational factors (R2 = 11.1%) were each significantly related to driver performance. Partially, only coping ability was significant among individual characteristics (p < 0.001; OR = 1.192). Among job factors, workload (p < 0.001; OR = 1.509) and daily working duration (p < 0.001; OR = 0.105) were significant, the latter showing that working more than 8 hours per day sharply lowers the odds of high performance. None of the four organizational variables reached significance individually, although vehicle operating procedure showed a borderline trend (p = 0.079).
Conclusion: Job factors, particularly workload and daily working duration, are the strongest determinants of driver performance, followed by the psychological factor of coping ability, while organizational factors appear to function as an interdependent safety-climate system rather than as independent predictors. Management is recommended to enforce a strict daily driving-duration limit, strengthen structured rest-time policies, and integrate coping/resilience training into driver capacity-building programs.
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