Studi Kasus: Implementasi Budaya Work-Life Balance pada Perusahaan Sektor Migas

Abstract

This study thoroughly examines the implementation of a Work-Life Balance (WLB) culture within an oil and gas (O&G) company, with a specific focus on the Department of Work Program and Cost Strategy, known for its high-pressure work environment. Employing a qualitative descriptive approach and thematic analysis aided by NVivo software, data were collected through in-depth interviews with four key informants representing various hierarchical levels, from operational staff to managerial positions. The findings reveal that although the company has formally established several WLB-supportive policies—such as flexible working hours, counseling services, and adaptive leave arrangements—there exists a significant gap between policy and actual practice in the field. This discrepancy is attributed to high job demands, stringent performance expectations, and a work culture that normalizes long working hours and intense work engagement. Structural factors, such as a lack of effective oversight and unclear evaluation mechanisms, further weaken the implementation of existing WLB policies. This study contributes valuable insights into the dynamics of WLB implementation in complex and high-risk work environments and emphasizes the need for policy reform.