A Qualitative Study On Employee Engagement Development To Improve Ao Performance At Pr. Bank Sumut Region 1

Abstract

Amid a marked decline in Account Officer (AO) performance at PT. Bank Sumut Region 1, evidenced by Key Performance Indicator (KPI) data showing exemplary performers dropping from 121 to 100 employees (2021-2023) and underperformers rising from 5 to 23, alongside AO target non-achievement escalating from 74% to 80%, this qualitative descriptive study, grounded in the Job Demands-Resources (JD-R) model Bakker in [4] and Kahn's in [10] engagement theory, investigates employee engagement as a pivotal mediator. Objectives are to: (1) evaluate the implementation of AO engagement programs, and (2) identify strategies for its development to enhance performance. Data were collected via semi-structured interviews with six purposively selected AOs, observations, documentation, and literature reviews. Findings reveal suboptimal engagement across leadership, training, career development, remuneration, and policies, driven by resource deficiencies that erode motivation and belonging, correlating with persistent KPI shortfalls. Evidence indicates that an emotional approach, fostering spaces for idea-sharing, creativity, and aspiration fulfillment, could cultivate vigor, dedication, and absorption, thereby addressing these gaps and improving outcomes in Indonesian banking contexts.