Analysis of Mental Workload on Counter Sales Using NASA-TLX Method

Safitri Ramadhani, Dinda; Soraya Putri, Arinda; Ambarwati, Niken Fauziah · 2023 · Crossref

DOI: 10.25170/metris.v24i01.4358

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Summary

This study addresses the high mental workload experienced by counter sales employees at PT. XYZ, an automotive dealership in Jakarta. The research was motivated by the intense pressure on sales staff to meet vehicle unit targets, which creates significant psychological stress. Excessive mental workload can lead to fatigue, reduced performance, and negative physical, mental, and social symptoms for employees. The primary objective was to evaluate the mental workload of counter sales workers, identify the dominant factors contributing to this load, and provide recommendations for improvement to enhance employee welfare and service quality. The researchers employed the NASA-Task Load Index (NASA-TLX) method, a subjective measurement tool that assesses workload across six dimensions: mental demand, physical demand, temporal demand, own performance, effort, and frustration level. Data were collected from three counter sales respondents through interviews and questionnaires. The methodology involved two main stages: weighting and rating. In the weighting stage, respondents used pairwise comparisons to determine the relative importance of each dimension in causing mental workload. In the rating stage, respondents scored their experienced workload on a scale of 0–100 for each indicator. The Workload Weighted Load (WWL) was calculated by multiplying the ratings by the weight factors and averaging the results. The final WWL scores were categorized into levels ranging from very low to very high. The results indicated that all three respondents experienced a "very high" mental workload, with WWL values of 88.33, 88.67, and 91.67, respectively, yielding an average of 89.56. The analysis of individual indicators revealed that "own performance" had the highest weighted score (333), driven by the pressure to achieve sales targets and ensure customer satisfaction. The second highest contributor was "frustration level" (305), reflecting feelings of discomfort, irritability, and despair regarding monthly targets. "Effort" ranked third (300), due to the extensive mental and physical energy required for customer engagement, surveys, and administrative processes. Conversely, "physical demand" had the lowest impact, with a weighted score of 0. The study concludes that the mental workload for counter sales staff is critically high, which risks diminishing job performance and service quality. To mitigate this, the authors recommend evaluating picket scheduling based on predicted customer visit patterns to optimize service efficiency. Additionally, they suggest implementing routine training and motivation programs, as well as providing financial rewards or bonuses tied to achievements to maintain employee enthusiasm. The paper highlights the importance of managing mental workload in high-pressure sales environments to prevent burnout and sustain organizational productivity.

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• workload measurement
• mental demand

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• Empirical Findings: self report data
• Methodological Resource: metric or index