Implementasi Program Fisik Mental Dan Disipilin Sebagai Upaya Pengelolaan Stres Kerja Pegawai Di Rumah Tahanan X

Siti Faridah Suhendri Nurputri; M. Nur Iman Ridwan; Tomi Oktavianor; Muhammad Riduansyah Syafari

doi:10.61722/jipm.v4i6.3133

Authors

Siti Faridah Suhendri Nurputri Universitas Lambung Mangkurat
M. Nur Iman Ridwan Universitas Lambung Mangkurat
Tomi Oktavianor Universitas Lambung Mangkurat
Muhammad Riduansyah Syafari Universitas Lambung Mangkurat

DOI:

https://doi.org/10.61722/jipm.v4i6.3133

Keywords:

Public Administration, Policy Implementation, Physical, Mental, and Disciplinary Programs, Employee Work Stress

Abstract

Work-related stress is one of the challenges in human resource management within correctional institutions, where employees face high job demands, requiring systematic stress management to support their psychological well-being and the continuity of their duties. This study aims to analyze the implementation of the Physical, Mental, and Discipline (FMD) Program as an effort to manage employee work stress and to identify the supporting and inhibiting factors affecting its implementation at the X Depreciation House This study employed a descriptive qualitative approach, with data collected through in-depth interviews, observation, and documentation. Program implementation was analyzed based on communication, resources, implementers’ disposition, and bureaucratic structure. The findings show that the FMD Program has been implemented and positively received by employees. The program provides physical and psychological refreshment, enhances work morale, and strengthens interpersonal relationships among employees. Its implementation is supported by effective communication, leadership support and commitment, and employee participation. However, implementation remains suboptimal due to limited resources, the absence of work stress measurement instruments, informal evaluation mechanisms, and the lack of specific standard operating procedures and internal regulations governing work stress management through the FMD Program. Program continuity also remains dependent on leadership commitment and budgetary support, while the benefits experienced by employees tend to be short-term. The findings imply the need to strengthen regulations, standard operating procedures, measurement and evaluation instruments, division of responsibilities, and follow-up mechanisms so that the FMD Program can be sustainably integrated into the employee development system and contribute to psychological well-being and public service quality.

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