Dampak Coaching dan Mentoring terhadap Jenjang Karier pada Karyawan - Caroline Magdalena Sutanto; Shilfani Fitri Wahyuningsih; Anggi Febiyanti; Kania Naura Shabilla Effendy; Tirta Firdaus Nuryananda (Character Jurnal Penelitian Psikologi, 2026)
Lingkungan kerja yang dinamis menuntut organisasi mengelola karier karyawan secara sistematis dan terarah. Penelitian ini bertujuan menganalisis dampak coaching dan mentoring terhadap jenjang karier karyawan. Metode yang digunakan adalah systematic literature review (SLR) dengan kerangka PRISMA, penelitian ini berhasil mengidentifikasi 20 artikel terpilih yang dipublikasikan dalam rentang tahun 2017 hingga 2026 melalui pangkalan data jurnal ilmiah bereputasi internasional dan relevan dengan topik, mentoring, pengembangan karier, dan jenjang karier. Hasil analisis menunjukkan bahwa coaching berkontribusi secara tidak langsung terhadap jenjang karier melalui peningkatan kompetensi, kinerja, dan kesiapan promosi. Sementara itu, mentoring memiliki pengaruh yang lebih langsung terhadap mobilitas karier, peluang promosi, peningkatan remunerasi, serta perluasan jaringan profesional. Temuan dari tinjauan ini menunjukkan bahwa coaching dan mentoring berperan saling melengkapi dalam mendukung perkembangan karier karyawan. Oleh karena itu, organisasi perlu merancang program coaching dan mentoring yang terintegrasi dan berkelanjutan untuk mengoptimalkan kesiapan individu sekaligus memperluas akses terhadap peluang karier di dalam organisasi. Abstract A dynamic work environment demands that organizations manage employee careers systematically and purposefully. This study aims to analyze the impact of coaching and mentoring on employee career paths. The method used was a systematic literature review (SLR) with the PRISMA framework. This study successfully identified 20 selected articles published between 2017 and 2026 through a database of internationally reputable scientific journals relevant to the topics of coaching, mentoring, career development, and career paths. The analysis results indicate that coaching indirectly contributes to career paths through increased competence, performance, and promotion readiness. Meanwhile, mentoring has a more direct influence on career mobility, promotion opportunities, increased remuneration, and the expansion of professional networks. The findings of this review indicate that coaching and mentoring play complementary roles in supporting employee career development. Therefore, organizations need to design integrated and sustainable coaching and mentoring programs to optimize individual readiness while expanding access to career opportunities within the organization.