Eksplorasi Peran Pelatihan, Pengembangan, dan Motivasi Kerja Dalam Membentuk Kompetensi Karyawan CV. Arh Engineering

Abstract

Background – The demand for skilled labor in Indonesia's engineering and construction sector keeps rising, yet small and medium-sized engineering firms still struggle to run structured training and development programs. CV. ARH Engineering Kendal shows this pattern clearly: training participation grew from 42 percent in 2023 to 72 percent in 2025, but employee turnover grew alongside it, from 14.2 percent to 22.2 percent over the same period. This pattern suggests that training alone does not explain how employee competence actually forms.

Objective – This study explores and interprets how training, development, and work motivation shape employee competence at CV. ARH Engineering Kendal, and examines how these three elements interact rather than act separately.

Design / Methodology / Approach – The study uses a qualitative approach with an exploratory and interpretive design under a constructivist paradigm. Four informants were selected through purposive sampling: the company director, the human resource officer, and two employees from the office and field divisions. Data came from in-depth interviews, direct observation, and documentation, and were analyzed using the interactive model of Miles and Huberman, supported by source triangulation, technique triangulation, and member checking.

Findings – Training improves technical competence but remains general in content because the company lacks a systematic needs analysis. Development happens mainly through informal, on-the-job mentoring rather than formal programs. Work motivation stems largely from intrinsic and social factors, particularly peer relationships and direct support from the director, rather than from formal incentive systems. Employee competence forms most strongly when technical training, direct supervisory mentoring, and intrinsic motivation occur together, which supports Human Capital Theory and Self-Determination Theory. However, this combination has not been sufficient to retain employees, since rising competence has coincided with rising turnover.

Research Implication – The findings suggest that human resource management in medium-scale engineering firms should treat competence building and employee retention as related but distinct outcomes. Companies need to formalize informal mentoring, document development pathways, and pair training investment with structured career and recognition systems to keep skilled employees.

Limitations – This study is limited to a single company, so the interpretations are context-bound and cannot be generalized to other medium-scale engineering firms without further comparative research.