What is it about?
This study examines how job demands, workplace support, and employee well-being affect the performance of railway crew at PT KAI, showing that well-being is the strongest factor supporting better job performance. The wording reflects the central result: well-being had the strongest effect on performance, followed by job resources, while job demands had a smaller positive effect.
Featured Image
Photo by Sasun Bughdaryan on Unsplash
Why is it important?
Railway crew members are directly responsible for the safety, punctuality, and smooth operation of train services. Their work involves physical and mental demands, shift schedules, time pressure, and the need to make rapid decisions. Therefore, maintaining high performance is not simply an employee-management issue—it is also important for operational safety and the quality of public transport services. The results suggest that organisations should not focus only on controlling workload. Providing supportive supervisors and coworkers, clear work objectives, appropriate facilities, opportunities for training and career development, and stronger employee well-being programs may be more effective in sustaining performance. In particular, the study identifies well-being as the most influential factor in employee performance.
Perspectives
This study offers a practical message for railway organizations and other safety-critical public service organizations: high performance depends not only on what employees are required to do, but also on the resources and well-being that enable them to do their jobs effectively. For managers, the findings point to the importance of balancing demanding operational responsibilities with adequate organizational support. Improving work schedules, workplace facilities, social support, career development, and employee well-being can help employees remain focused and effective under demanding conditions. From a broader perspective, the study shows that employee well-being should be viewed as an organizational investment rather than simply an employee benefit. In safety-sensitive services such as railways, supporting employees' psychological and social well-being can contribute not only to individual performance but also to safer operations, more reliable services, and better organizational performance.
Prof. Dr. Phil. Septiana Dwiputrianti
Politeknik STIA LAN Bandung
This study offers a practical message for railway organizations and other safety-critical public service organizations: high performance depends not only on what employees are required to do, but also on the resources and well-being that enable them to do their jobs effectively. For managers, the findings point to the importance of balancing demanding operational responsibilities with adequate organizational support. Improving work schedules, workplace facilities, social support, career development, and employee well-being can help employees remain focused and effective under demanding conditions. From a broader perspective, the study shows that employee well-being should be viewed as an organisational investment rather than simply an employee benefit. In safety-sensitive services such as railways, supporting employees' psychological and social well-being can contribute not only to individual performance but also to safer operations, more reliable services, and better organizational performance.
Professor Septiana Dwiputrianti
STIA LAN Bandung
Read the Original
This page is a summary of: Pengaruh Tuntutan Kerja, Sumber Daya Kerja, dan Kesejahteraan terhadap Kinerja Awak Sarana Perkeretaapian di Pt Kereta Api Indonesia (Persero), JURNAL ILMIAH GLOBAL EDUCATION, June 2026, LPPM Institut Pendidikan Nusantara Global,
DOI: 10.55681/jige.v7i2.5741.
You can read the full text:
Contributors
The following have contributed to this page
