Why Employee Development and Mental Health Matter
Manufacturing companies face growing demands for product quality, efficient production processes, customer satisfaction, and competitiveness. In Indonesia, manufacturing is an important part of the economy, while companies in West Java, including the Bekasi area, operate in an increasingly competitive environment.
The research focused on PT. XYZ, a company involved in electrical panel manufacturing. Electrical panels play an important role in power distribution and industrial operations. The researchers noted that maintaining production quality and meeting customer expectations requires not only appropriate technical processes but also capable and well-supported employees.
Human resource development can help employees improve their knowledge, skills, and abilities. At the same time, mental health can influence how employees manage workplace demands, maintain concentration, and perform their responsibilities. The researchers therefore examined the two factors together rather than considering employee performance only from a technical or operational perspective.
How the Research Was Conducted
The study used a quantitative approach combining descriptive and associative analysis. The researchers involved all 36 production employees at PT. XYZ, meaning the entire production workforce was included in the sample.
Employees completed structured questionnaires measuring human resource development and mental health. Employee performance was assessed by their direct supervisors. The collected data were then analyzed using statistical procedures in IBM SPSS, including multiple linear regression, significance testing, and analysis of how much employee performance could be explained by the two factors.
This approach allowed Nur Auliail Azkia and Mochamad Vrans Romi to examine both the individual contribution of HRD and mental health and their combined relationship with employee performance.
Key Findings
The results showed a clear relationship between the two factors and employee performance.
Human resource development was positively associated with employee performance. The statistical test produced a t-value of 2.676 with a significance value of 0.011, indicating a statistically significant partial effect.
Mental health also showed a positive and statistically significant relationship with employee performance. Its t-value reached 10.153, with a significance value below 0.001.
When HRD and mental health were examined together, the model produced an F-value of 82.303 with a significance level below 0.001. The coefficient of determination, or R², was 0.833. This means that HRD and mental health together accounted for approximately 83.3% of the variation in employee performance within the study model, while the remaining 16.7% was associated with factors outside the model.
The regression equation was reported as Y = 0.697 + 0.156X₁ + 0.818X₂, where the variables represented employee performance, human resource development, and mental health.
The descriptive results also indicated generally favorable conditions among the surveyed employees. HRD indicators had average scores ranging from 2.83 to 4.31, while mental health indicators ranged from 3.67 to 4.39. Employee performance indicators ranged from 3.69 to 4.28.
Implications for Manufacturing Companies
The findings suggest that employee performance cannot be viewed solely as a result of production systems or technical capabilities. Companies may also need to pay attention to how employees develop their skills and how they experience their working environment.
For manufacturing organizations, sustained investment in employee training and skills development can support workforce capabilities. At the same time, attention to employee mental health can form part of broader efforts to maintain productivity and workplace performance.
The researchers concluded that HRD and mental health both contribute positively to employee performance at PT. XYZ. Azkia and Romi from Universitas Jenderal Achmad Yani recommended continued attention to training, employee skills, and mental-health support as part of efforts to improve productivity, strengthen competitiveness, and support long-term organizational sustainability.
However, the findings should be interpreted within the study's scope. The research involved only employees in the production department of one company, which limits how broadly the results can be generalized. The researchers suggested that future studies include larger samples, different industries, and additional factors such as work motivation, leadership, and organizational culture.
Author Profile
Nur Auliail Azkia and Mochamad Vrans Romi are researchers from the Faculty of Economics and Business, Universitas Jenderal Achmad Yani, West Java, Indonesia. Their research in this article focuses on human resource development, employee mental health, and employee performance in the manufacturing workplace. The published article does not provide academic degree titles or a more detailed individual expertise profile for either author.
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