Work Family Conflict and Work Engagement on Woman Employees

at PT Sumatera Berlian Motors

Andy Chandra

, Susanti

, David Junovandy

Psychology Faculty at the Medan Area University

Alumnus of the Faculty of Psychology, Prima Indonesia University

Keywords: Employee, Woman, Work Engagement, Work Family Confict.

Abstract: This study aims to determine the relationship between work family conflict and work engagement. The

hypothesis of this study states that there is a negative relationship between work family conflict and work

engagement, with the assumption that the higher work family conflict, the lower the work engagement and

conversely. The subjects of the study are 87 woman employees of PT Sumatera Berlian Motors Medan.

Data were obtained from a scale to measure the Work Engagement and Work Family Conflict. The

calculation was performed by means of testing requirements analysis (assumption) that consists of a test for

normality and linearity. The analysis of the data was performed using Product Moment Correlation with

SPSS 21 for Windows. The results of data analysis showed a correlation coefficient of -0.462, p <0.001. It

shows that there is a negative relationship between work family conflict and work engagement. The results

indicate that the contribution given to the variable of work family conflict and work engagement is by 21.3

percent and the remaining 78.7 percent is affected by other factors. From these result, it is concluded that

the hypothesis stating there is a negative relationship between work family conflict and work engagement, is

accepted.

1 INTRODUCTION

An organization is created to achieve a certain goal,

therefore winning an organization determines the

success that has been determined previously. The

success of the organization in achieving its goals is

largely determined by the organization that is needed

by external and internal factors of the organization.

One of the human resources (HR), in the context of

industry or business, HR is a person who works in

an organization that is often called an employee.

Employees who are selected as company assets

are important, because humans are a dynamic

resource and are always needed in every production

process, goods, and services. Therefore companies

need to make strategies and policies in improving

the quality of human resources. In order to maintain

competitive advantage, this recruitment is successful

with management and development efforts for its

employees. In this case the company is required to

pay attention to the welfare of its employees by

giving full employee rights. On the other hand,

employees must also be committed to companies

that want to promote high companies.

The characteristics of employees who have good

performance are those who have a high sense of

personal responsibility for their work, dare to take

and bear the risks faced, have realistic goals, have a

comprehensive work plan and strive to realize their

goals, utilize concrete feedback in all work activities

carried out, looking for opportunities to realize plans

that have been programmed and will be disciplined

against company regulations and employees who do

not have good performance will have an adverse

effect on themselves and the organization

(Mangkunegara, 2002).

If the employee already has good performance

and has a high sense of responsibility towards his

work, and realizes that they are contributing in the

company, this will make the employee give all of

their best abilities to the company and to their work.

Employees who feel less bound to the company and

its work, employees will feel there is no attachment.

The phenomenon that often occurs is the

behavior of employees who have poor performance

and do not complete their work in a number of cases

involving government employees and private

employees such as they buy time to work and do not

126

Chandra, A., Susanti, . and Junovandy, D.

Work Family Conﬂict and Work Engagement on Woman Employees at PT Sumatera Berlian Motors.

DOI: 10.5220/0009438601260130

In Proceedings of the 1st International Conference on Psychology (ICPsy 2019), pages 126-130

ISBN: 978-989-758-448-0

finish their jobs properly. This is because one of the

factors is that the lack of attachment to employee

work is known as work engagement.

Employees who do not have work engagement

cannot develop their own potential, do not provide

the best contribution, decrease productivity, feel

tired both physically and mentally while working,

cannot resolve and find solutions to complicated

work faced, and does not have the satisfaction of

working and feeling depressed, so it can slow down

or hinder the productivity and performance of a

company or organization to achieve the goals of the

company (Bakker & Leiter, 2010).

Based on researcher’s observation at PT

Sumatera Berlian Motors, we found that the woman

employees have low work engagement. We found

that after provide training material to woman

employees of PT Sumatera Berlian Motor, even to

attend the training they are already reluctant and

forced to follow because of orders from boss. We

found how difficult it is to provide such training

because the participant's work engagement is low.

Based on the identification during the training, it

was proven that there were some employee

behaviors that indicated low work engagement. For

example, they feel bored when working routine, are

not happy when serving customers in large numbers,

do not like when getting a shift in a over work time,

and there are those who have the desire to quit his

job. They still continue to work at the company

because they find it difficult to find other jobs that

fit their abilities. Some have tried to apply for new

jobs at other companies but were not accepted, and

some who are already nearing retirement age have

difficulties when applying to other companies

because of the age limit.

Work engagement is influenced by several

factors, one of which is work family conflict. Work

family conflict is defined as a conflict that arises

from the demands of work and family that are not

suitable in several respects. Because of this

incompatibility, participation in one role is made

more difficult by participation in other roles

(Garcea, Harrington, & Linley, 2010). This is

evidenced by research conducted by Opie & Henn

(2013) in a study conducted on woman employee

working in several organizations, there was a

negative influence between work family conflict on

work engagement, this implies that if work family

conflict is high then work engagement is low.

Conversely, if work family conflict is low, work

engagement will be high.

Based on the background described and by

looking at the increasing number of cases of

employee behavior that have poor performance and

not completing their work properly, which shows

low work engagement which is influenced by work

family conflict factors, the researchers is interested

in conducting research with the title "Work Family

Conflict and Work Engagement on Woman

Employees at PT. Sumatra Berlian Motors”.

2 LITERATURE REVIEW

Work engagement is defined as a positive,

satisfying, emotional state while working. It is

characterized by vigor, dedication, and absorption.

Vigor is exemplified by high energy levels, mental

resilience, and the motivation to invest effort at

work. Dedication is demonstrated by a sense of

importance, enthusiasm, inspiration, pride, and

challenge toward work. Absorption entails full

concentration, being deeply engrossed in work, the

quick passage of time, and a reluctance to detach

oneself from work (Schaufeli, Salanova, Gonzalez-

Roma, & Bakker, 2002).

Macey, Schneider, Barbera, and Young (2011)

stated that work engagement is an individual’s sense

of purpose and focused energy, evident to others in

the display of personal initiative, adaptability, effort,

and persistence directed toward organizational goals.

The factors that influence work engagement include:

(1) work family conflict, (2) job insecurity, (3)

perceived organizational support, (4) burnout, (5)

big five personality, (6) psychological demands, (7)

the support of co-worker support, and (8)

psychological capital. According to Gallup, the

Consulting Organization there are types of

employees related to work engagement: (1)

Engaged, employees who are builder. They want to

know the desired expectations for their role so they

can meet and exceed them. (2) Not engaged,

Employees tend to concentrate on tasks rather than

the goals and outcomes they are expected to

accomplish. (3) Actively Disengaged, Employees

are the “cave dwellers”. They are “consistently

against virtually everything”. They are not just

unhappy at work; they are busy acting out their

unhappiness (Gopalakrishnan, et al., 2009).

Work-family conflict is a form of inter-role

conflict in which the demands of work and family

roles are incompatible in some respect so that

participation in one role is more difficult because of

participation in the other role (Greenhaus & Beutell,

1985). Carlson, Kacmar, and Williams (2000)

measure work-family conflict of six dimensions

time, namely: (1) time-based work interference

Work Family Conﬂict and Work Engagement on Woman Employees at PT Sumatera Berlian Motors

127

family, conflicts that occur due to time for work to

interfere with family time. (2) time-based family

interference work, conflicts that occur as a result of

time for family disrupting time for work. (3) strain-

based work interference family, tensions that occur

due to work activities that interfere with family

activities. (4) strain-based family interference work,

tensions that occur due to family activities that

interfere with work activities. (5) behavior-based

work interference family, behavior carried out when

working changes behavior when with family. (6)

behavior-based family interference work, behavior

that is done when with family changes behavior

when working.

3 RESEARCH METHOD

The population in this study were all woman

employees who were married at PT. Sumatera

Berlian Motors as many as 97 people. Looking at a

relatively small population, which is less than 100

people, in line with the opinion of Arikunto (2006),

the sampling technique used is the total sampling

technique, if a small population is known to be less

than 100, the population is better taken so that the

research is total sampling in the sense that the entire

population is used as a sample.

This research uses quantitative research methods

with correlational analysis techniques. Correlational

research is described as a data management

technique by correlating or linking two or more data

variables to determine the level of relationship

closeness (Siswanto, Susila, & Suyanto, 2017). Data

analysis used Pearson Product Moment correlation

with SPSS 21 for windows to find out the

relationship between work family conflict variable

and work engagement variable. Data was gathered

by using scale, namely Work Engagement Scale and

Work Family Conflict Scales, the scale is arranged

in the form of statements using a Likert Scale.

4 RESULT

This study aims to reveal the relationship between

work family conflict and work engagement with

Pearson Product Moment analysis technique. Before

using Pearson Product Moment analysis, the

collected data is first calculated for the normality

distribution and linearity of the relationship test

(Siswanto, et al., 2017). From the normality test and

linearity test it is known that the results fulfill these

assumptions. The results of the distribution

normality test and relationship linearity test can be

seen in table 1 and table 2 below:

Table 1: Normality Test Results.

Variable SD K-

Sig. P Explana

tion

Work

Engagem

ent

15,96

0,92

0,18

P >

0.0

Normal

distribu

tion

Work

Family

Conflict

17,26

1,03

0,11

P >

0.0

Normal

distribu

tion

Data is said normally distributed if p > 0.05

(Santoso, 2015). The normality test performed on

work engagement variables obtained KS-Z

coefficient = 0.924 with Sig of 0.36 of 2 (two) tails

test and Sig of 0.18 to 1 (one) tail test (p > 0.05),

which means that data on work engagement variable

has a normal distribution. Normality test on work

family conflict variable obtained KS-Z coefficient =

1.039 with Sig of 0.23 to 2 (two) tails test and Sig of

0.115 to 1 (one) tail test (p > 0.05), which means

that data on work family conflict variable has a

normal distribution.

Table 2: Linearity Test Results.

Variable F Sig Explanation

Work Family

Conflict

Work Engagement 27,04

0.00

Linear

Based on table 2, we found that the work family

conflict and work engagement variable have a linear

relationship. This can be seen from the P value

obtained that is 0.000 then p < 0.05, it can be

concluded that the two variables have a linear

relationship and have fulfilled the requirements for

Pearson Product Moment correlation analysis.

The hypothesis in this study states that there is a

relationship between work family conflict and work

engagement: there is a negative significant

relationship between work family conflict and work

engagement of woman employees at PT. Sumatera

Berlian Motors Medan. It is assumed that the higher

the work family conflict felt by the woman

employees, the lower the work engagement, or vice

versa, the lower the work family conflict felt by the

woman employees, the higher the work engagement.

ICPsy 2019 - International Conference on Psychology

128

Table 3: Correlation between Work Family Conflict and

Work Engagement (Significant: p < .05).

Analyze Pearson

Correlation

Sig. (p)

Correlate -0,462 0.000

Analyze Pearson

Correlation

Sig. (p)

Based on the results of the analysis of the

correlation between work family conflict and work

engagement, shows Pearson Product Moment

correlation coefficient of r = -0.462 with p is 0,000

(p <0.05). This shows that there is a negative

correlation between work family conflict and work

engagement. Thus, it can be concluded that the

higher the work family conflict, the lower the work

engagement and vice versa the lower the work

family conflict, so the work engagement becomes

higher.

This finding is in line with research conducted by

Opie & Henn (2013) which found that there is a

significant negative correlation between work family

conflict and work engagement among employees

who are also mothers. The negative correlation is

also confirmed by the findings of research conducted

by Mache, Bernbug, Groneberg, Klapp, and Danzer

(2016) on employees working in hospitals. They

found a negative correlation in the moderate

category.

Table 4: Effective Donations.

Model R R

Square

Adjusted

R Square

Std. Error of

the Estimate

1 .462 .213 .204 14,238

Model R R

Square

Adjusted

R Square

Std. Error of

the Estimate

In this study the coefficient of determination (R

)

was obtained at 0.213. Based on these results, it can

be concluded that 21.3% work family conflict affects

work engagement and the remaining 78.7% is

influenced by other factors such as job insecurity,

perceived organizational support, burn out, and

others. Thus, it can be concluded that the higher

work family conflict, the lower the work

engagement, and conversely the lower the perceived

work family conflict, the higher work engagement.

5 CONCLUSION

Based on the results obtained in this study, it can be

summarized as follows: There is a negative

relationship between work family conflict and work

engagement of the woman employees at PT.

Sumatera Berlian Motors Medan with a Product

Moment correlation r = -0.462 with p < 0.001,

meaning that the higher work family conflict felt by

woman employees, work engagement will be lower,

and vice versa if the lower work family conflict

perceived by the woman employees, so the work

engagement will be higher. The results of this study

indicate that the contribution of work family conflict

variables to work engagement is 21.3 percent, the

remaining 78.7 percent is influenced by other factors

not examined such as job insecurity, perceived

organizational support, burn out and others.

From the conclusions that have been put forward,

the researcher presents some suggestions that are

expected to be useful for the continuation of this

correlational study. Suggestions for employees are

suggested that employees can do several ways to

minimize work family conflict. Suggestions for

companies, in order to maintain existing

management so that the level of work engagement at

employees of PT. Sumatera Berlian Motors Medan

can be maintained and increasing. Suggestions for

future researchers are expected to be able to look for

other factors such as job insecurity, perceived

organizational support, burnout, personality that can

affect work engagement.

REFERENCES

Albrecht, S. L. (2010). Handbook of Employee

Engagement: Perspectives, Issues, Research and

Practice. Northampton: Edward Elgar Publishing.

Accessed on 11 May 2015 from

https://books.google.com/books?id=kHMXV_ITqLgC

&dq=Handbook+of+employee+engagement:+Perspecti

ves,+issues,+research+and+practice&hl=en&sa=X&re

dir_esc=y

Arikunto, S. (2006). Prosedur Penelitian. Jakarta: PT.

Rineka Cipta.

Bakker, A. B., & Leiter, M. P. (2010). Handbook of Work

Engagement. New York: Psychology Press. Accessed

on May 11, 2015 from

https://books.google.com/books?id=mPOHAwAAQB

AJ&printsec=frontcover&dq=Handbook+of+Work+En

gagement&hl=en&sa=X&ved=0ahUKEwiD4d7q1Pn

MAhUEKo8KHeaqBrcQ6AEIGjAA#v=onepage&q=H

andbook%20of%20Work%20Engagement

Carlson, D. S., Kacmar, K. M., & Williams, L. J. (2000).

Construction and Initial Validation of a

Multidimensional Measure of Work-Family Conflict.

Journal of Vocational Behavior, 56, 249-276.

Work Family Conﬂict and Work Engagement on Woman Employees at PT Sumatera Berlian Motors

129

Fitzpatrick, J. J., & Kazer, M. W. (2012). Encyclopedia of

Nursing Research. New York: Springer Publishing

Company, LLC. Retrieved on November 26, 2015

from

https://books.google.com/books?id=1NWW9TlFTHsC

&printsec=frontcover&dq=Encyclopedia+of+Nursing+

Research&hl=en&sa=X&ved=0ahUKEwjJlvO1vnMA

hUCTI8KHZTFBzEQ6AEIGzAA#v=onepage&q=Enc

yclopedia%20of%20Nursing%20Research

Fitzpatrick, J., & McCarthy, G. (2014). Theories Guiding

Nursing Research and Practice. Springer Publishing

Company, LLC. Accessed on May 30, 2016 from

https://books.google.com/books?id=isBnAwAAQBAJ

&pg=PA188&dq=different+work+engagement+betwe

en+organizational+commitment&hl=en&sa=X&redir_

esc=y#v=onepage&q=different%20work%20engagem

ent%20between% 20organizational% 20 commitment

Garcea, N., Harrington, S., & Linley, P. A. (2010). Oxford

Handbook of Positive Psychology and Work. New

York: Oxford University Press, Inc. Accessed on

November 21, 2015 from

https://books.google.com/books?id=JR51T4KHf3AC&

printsec=frontcover&dq=Oxford+Handbook+of+Positi

ve+Psychology+and+Work&hl=en&sa=X&ved=0ahU

KEwiD64Sm1_nMAhUBLY8KHUQtCdIQ6AEIJDA

A#v=onepage&q=Oxford%20Handbook%20of% 20%

Positive 20 Psychology

Gopalakrishnan, C, Muncherji, N, & Dhar, U. (2009).

Creating Wealth through Strategic HR and

Entrepreneurship. New Delhi. Institute of

management, Nirma University of science and

technology. Accessed on May 18, 2015 from

https://books.google.com/books?id=9gck9WZE_BAC

&printsec=frontcover&dq=Creating+Wealth+through+

Strategic+HR+and+Entrepreneurship&hl=en&sa=X&v

ed=0ahUKEwiotLqU1vnMAhWLsY8KHdEECaQQ6

AEIJDAA#v=onepage&q=Creating%20Wealth%20thr

ough% 20Strategic% 20HR% 20and% 20

Entrepreneurship

Korabik, K., Lero, D. S., & Whitehead, D. L. (2008).

Handbook of Work-Family Integration : Research,

Theory, and Best Practices. USA: A. Macmillan

Company. Accessed on June 17, 2015 from

https://books.google.com/books?id=JXiphWwbVxsC&

pg=PA4&dq=Handbook+of+WorkFamily+Integration

&hl=en&sa=X&ved=0ahUKEwiMkfqt1vnMAhXHNY

8KHfnPACgQ6AEIGzAA#v=onepage&q=Handbook

%20of%20Work-Family%20Integration

Macey, W. H., Schneider, B., Barbera, K. M., & Young,

S. A. (2011). Employee Engagement: Tools for

Analysis, Practice, and Competitive Advantage. United

Kingdom: Wiley-Blackwell. Retrieved on November

26, 2015 from

https://books.google.com.kh/books?id=WnHem5pWQ

vUC&printsec=frontcover&dq=Employee+Engagemen

t:+Tools+for+Analysis,+Practice,+and+Competitive+A

dvantage&hl=en&sa=X&ved=0ahUKEwiv4_qY-

NHlAhWwGKYKHSAeC5cQ6AEIJzAA#v=onepage

&q=Employee%20Engagement%3A%20Tools%20for

%20Analysis%2C%20Practice%2C%20and%20Comp

etitive%20Advantage&f=false

Mache, S., Bernbug, M., Groneberg, D. A., Klapp, B. F.,

& Danzer, G. (2016). Work Family Conflict in Its

Relations to Perceived Working Situation and Work

Engagement. Journal of Work, 53(4), 859-869.

Mangkunegara, A. P. (2002). Managemen Sumber Daya

Manusia Perusahaan. Bandung: Youth Rosda works.

Mills, M. J. (2015). Gender and the Work-Family

Experience. USA: Springer.

Opie, T. J., & Henn, C. M. (2013). Work-Family Conflict

and Work Engagement among Mothers:

Conscientiousness and Neuroticism as moderators. SA

Journal of Industrial Psychology, 39 (12)

Santoso, S. (2015). Menguasai Statistik Multivariat.

Jakarta: PT Elex Media Komputindo.

Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., &

Bakker, A. B. (2002). The Measurement of

Engagement and Burnout: A Two Sample

Confirmatory Factor Analytic Approach. Journal of

Happiness Studies, 3(1), 71-92.

Siswanto, Susila, & Suyanto. (2017). Metodologi

Penelitian Kombinasi Kualitatif Kuantitatif Kedokteran

dan Kesehatan. Klaten: Bossscript.

ICPsy 2019 - International Conference on Psychology

130