ABSTRAKPenelitian ini fokus melihat pengaruh dari komunikasi internal terhadapemployee engagement untuk kemudian dibuat rancangan intervensi terhadapproses komunikasi internal guna meningkatkan employee engagement. Penelitiansebelumnya belum banyak yang menjelaskan pengaruh komunikasi internalterhadap employee engagement. Penelitian ini dilakukan berdasarkan studi kasusdi PT Asuransi PQRS yang bergerak di bidang asuransi umum dengan sampelmencakup 60 karyawan di departemen pemasaran korporasi Jepang denganmenggunakan purposive sampling. Employee engagement diukur melalui UtrechWork Engagement Scale (UWES) versi Bahasa Indonesia (Schaufeli & Bakker,2004) dan komunikasi internal diukur melalui kuesioner yang dikembangkan olehKaranges (2014). Hasil analisis menunjukkan bahwa terdapat pengaruh positifyang signifikan dari komunikasi internal terhadap employee engagement (r=0.487,F=18.035, p<0.05, one-tailed). Dari hasil penelitian, dibuatlah rancanganintervensi terhadap proses komunikasi internal melalui intervensi humanresources management berupa performance management dan intervensi humanprocess berupa team building dan large-group interventions.

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ABSTRACTThis study focused on the impact of internal communication towardsemployee engagement to design an intervention on the internal communicationprocess in order to improve the employee engagement. Previous studies haven'tmuch explained the impact of internal communication towards employeeengagement. This study was done based on the case study at PT Asuransi PQRSwhich is a general insurance company with the sample of this study were 60employees at Japanese corporate marketing department by purposive sampling.Employee engagement was measured by official Indonesian version of UtrechWork Engagement Scale (UWES) (Schaufeli & Bakker, 2004) and internalcommunication was measured by questionnaire developed by Karanges (2014).Result indicated that there was significantly positive impact of internalcommunication towards employee engagement (r=0.487, F=18.035, p<0.05, onetailed).From this result, human resources management intervention (performancemanagement) and human process intervention (team building and large-groupinterventions) were designed.