International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR

EMPLOYEE WELFARE AND THE CONTINUITY OF THE SHRIMP
FARMING BUSINESS: A CASE STUDY OF THE SHRIMP FARM CV
KARUNIA DEWATA KARANGASEM BALI
Dimas Wahyu Setyawan1, Tony Antonio2, Agoes Tinus Lis Indrianto3
Universitas Ciputra1,2,3
E-mail: abcde@gmail.com

Abstract:

This study aims to explore the relationship between permanent employee
welfare and business continuity in the shrimp farming industry, using a case
study of CV Karunia Dewata in Karangasem, Bali. A qualitative case study
approach was employed, utilizing in-depth interviews and participatory
observations as the primary data collection methods. The results indicate that
employee welfare—including physical, mental, social, and economic aspects—
significantly affects work productivity, loyalty, and discipline. The lack of
attention to employee welfare was identified as a key factor contributing to noncompliance with SOPs, which negatively impacted biosecurity and production
output. These findings underscore the strategic role of employee welfare in
maintaining workforce stability and operational continuity. The study also offers
practical recommendations to enhance welfare policies and adaptive supervision
systems to ensure long-term sustainability of shrimp farming businesses.

Keywords:

Employee welfare, business continuity, shrimp farm, work loyalty, qualitative
case study

Submitted: 2025-09-22; Revised: 2025-09-25; Accepted: 2025-09-28
1. Introduction
The vannamei shrimp farming industry is a vital component of the global economy, especially
for producing countries in Southeast Asia and Latin America. Its growth is driven by high
international demand for this high-protein commodity. However, in fierce global competition
with countries such as Ecuador, India, and Vietnam, Indonesia's competitiveness depends not
only on technical aspects but also on the stability and productivity of its human resources
(Phornprapha, 2020; David et al., 2019).
CV Karunia Dewata, a shrimp farm company in Bali, experienced a significant decline in
production from 141 tons (2021) to 74 tons (2023). An internal evaluation revealed that this
decline was caused by employee non-compliance with Standard Operating Procedures (SOPs),
which weakened the biosecurity system and increased the risk of disease. These findings are
consistent with research showing that non-compliance with SOPs has a direct impact on the
decline in crop quality and production efficiency (Khoerudin, 2021; Akmal et al., 2020).
Non-compliance with SOPs often stems from a fundamental problem, namely employee
welfare. The literature reinforces the strong correlation between employee welfare and
productivity, loyalty, and corporate sustainability. Welfare, which encompasses physical,
psychological, and social aspects, has been shown to increase motivation and dedication and

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 742

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
reduce turnover rates (Nagibina et al., 2020; Permatasari et al., 2024). Conversely, low wellbeing can decrease discipline, loyalty, and ultimately organizational performance (Casalicchio,
2022). Initial interviews with industry players confirm that a lack of attention to well-being
leads to decreased staff discipline and vacancies in strategic positions, which ultimately hinders
productivity.
Although technical and financial aspects have been extensively researched, the role of
employee welfare as a pillar of shrimp farming business sustainability has not received much
in-depth academic attention. Therefore, this study aims to fill this gap by exploring the welfare
conditions of employees at CV Karunia Dewata and their relationship with business continuity,
as well as formulating strategies for improvement. Through a qualitative approach, this study
is expected to provide a comprehensive understanding of how employee welfare can support
productivity, loyalty, and discipline in shrimp farming businesses.
2. Research Method
This research uses a qualitative approach with a case study method to in-depth explore the role
of employee well-being on business sustainability. This approach was chosen because it can
uncover complex phenomena in their natural context and capture the nuances of human
experience that cannot be measured quantitatively (Fadli, 2021). The case study of CV Karunia
Dewata in Karangasem, Bali, allows for an in-depth analysis of various interacting variables in
a real-life context (Niwa, 2022). Participants were selected purposively and categorized into
two groups:
1. Key Informants: Consisting of (a) senior employees, (b) new employees, and (c) company
owners. This group provides a firsthand perspective on the practices, challenges, and
impacts of well-being policies from within the operations.
2. Validation Informants: Involving (a) experts in the field of fisheries production and (b)
officials from the Maritime Affairs and Fisheries Agency. Their presence aims to validate
field findings and provide theoretical and policy perspectives.
Data collection was conducted using two main techniques:
1. In-Depth Interviews: Conducted in a semi-structured manner to explore informants'
experiences, perceptions, and perspectives in depth and context.
2. Participatory Observation: Researchers were directly involved in pond operations to
observe working conditions, social interactions, and daily obstacles, thus obtaining
authentic data.
Data were analyzed interactively and continuously, referring to a systematic qualitative
analysis model (Rijali, 2019) through four stages:
1. Data Collection: Raw data were collected from interviews and observations.
2. Data Reduction: Data were grouped and focused on core themes relevant to the research
objectives.
3. Data Presentation: Organized data were presented in narrative form, tables, or charts to
identify patterns and relationships.
4. Conclusion Drawing: Verification and drawing final conclusions were conducted to ensure
findings were supported by valid data (Morris et al., 2022).
Data validity was maintained through source triangulation, which involves comparing and
checking the consistency of data obtained from various informants (both primary and
validation sources) and through different data collection methods (interviews and observations)
(Meydan & Akkaş, 2024). Data analysis, assisted by NVivo software, involved three coding

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 743

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
stages:
1. Open Coding: Creating initial codes for each unit of meaning in the interview transcripts.
2. Axial Coding: Grouping similar open codes into broader themes or categories.
3. Selective Coding: Selecting and integrating core categories that serve as the focus for
answering the research problem.
3. Results and Discussion
Employee Welfare
The results of the study indicate that employee well-being at CV Karunia Dewata is
divided into physical, mental, social, and economic dimensions. From the physical side , basic
facilities such as dormitories, consumption, and daily needs are met, although there are still
complaints regarding the lack of work safety equipment such as boots. Mentally , employees
feel the work atmosphere is flexible, not oppressive, and provides a space for psychological
comfort. Social well-being is reflected in friendly, non-discriminatory relationships, and a
strong sense of togetherness. Meanwhile, economic well-being is seen from relatively adequate
salaries, harvest bonuses, and additional facilities that are considered sufficient to support
employee life.
However, this welfare remains informal and based on family relationships. The lack of
written standards such as standard operating procedures (SOPs) makes some workers feel their
workload is uneven, particularly during harvest time. This finding indicates the need for
employee welfare to be supported not only by material factors but also by a more formal
management structure. Consistent with research by Nagibina et al. (2020) , professionally
managed welfare has been shown to reduce turnover and increase productivity. This is also
consistent with Permatasari et al. (2024) , who emphasized that a management focus on welfare
increases loyalty and work motivation.
Employee Work Motivation
Work motivation at CV Karunia Dewata stems from a combination of job satisfaction, a
family atmosphere, and rewards in the form of harvest incentives. Employees feel empowered
and trusted to manage their responsibilities, fostering a sense of ownership in their work. The
egalitarian relationship between owner and employee fosters an emotional bond that serves as
a primary source of motivation.
However, this personal relationship-based motivation has limitations as businesses grow
larger. Expert validation demonstrates the need for a structured reward system and performance
evaluation to maintain consistent motivation. This aligns with Mahdia's (2024) findings that
well-being and work motivation are closely linked to improved performance. Research by
Hejase et al. (2024) also confirms that psychological support and work-life balance can increase
motivation and reduce work stress.
Team Cohesion
Team cohesion was a dominant aspect identified in interviews. Employees demonstrated
strong solidarity through mutual cooperation, substituting for each other when sick, and even
working together during the harvest. The established family culture provides a sense of comfort
and strengthens a sense of belonging. However, this cohesion is still developing organically
without a formal system to support its sustainability.
Experts believe that social cohesion without SOPs can be fragile when employee turnover
or business expansion occurs. Therefore, a clear training system and division of labor are

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 744

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
necessary to maintain this cohesiveness sustainably. This is consistent with Casalicchio (2022),
who emphasized the importance of structured teamwork to increase organizational
effectiveness and strengthen long-term loyalty.
Obstacles in Work
The main obstacles encountered in the field are heavy workloads during harvest, a lack of
additional personnel, and the absence of written standard operating procedures (SOPs).
Employees acknowledge that much of the work is carried out based on habit or verbal
instructions, which sometimes leads to disorganization and physical exhaustion. The lack of a
rotation system or formal division of labor increases the potential for inequity in the distribution
of the workload.
This aligns with validation from the Fisheries Service, which stated that the lack of SOPs
and formal training is at the root of inconsistencies in fieldwork. These findings support
Weber's (1922) view of the importance of formal structures and written rules to create order,
efficiency, and minimize deviations in work. Therefore, strengthening formal work systems is
essential to prevent obstacles from becoming a factor that reduces long-term productivity.
Management and Policy
From a management perspective, CV Karunia Dewata's leadership approach tends to be
informal and family-based. The business owner is considered open, responsive to suggestions,
and provides rewards in the form of harvest bonuses. Financial transparency and fluid
communication strengthen employee trust in management. However, a major weakness lies in
the lack of a formal training system, evaluation systems, and written standard operating
procedures (SOPs), which are the foundations of modern management.
While family-based patterns foster loyalty and a sense of comfort, relationship-based
management is insufficient to sustain a business in the event of expansion or personnel
turnover. Therefore, a more systematic policy is needed to integrate employee well-being with
productivity targets. This aligns with the findings of Hejase et al. (2024) , who emphasized the
importance of well-being-based management in improving performance, and Warr (1987) ,
who emphasized work well-being as a multidimensional factor supporting organizational
success.
Qualitative research results indicate that well-being, motivation, team cohesion, work
constraints, and management at CV Karunia Dewata are closely interconnected and form a
unique work ecosystem. Employee well-being is adequately met through basic needs, harvest
bonuses, and a comfortable work environment. This positively impacts work motivation, which
stems from a combination of financial rewards, a family atmosphere, and trust from
management.
Furthermore, high motivation supports team cohesion, reflected in the practice of mutual
cooperation, mutual assistance, and the emotional bonds among employees. However, this
cohesion remains fragile because it is based solely on informal relationships, not formal
systems. This is related to work constraints, particularly heavy workloads, a lack of additional
personnel, and the absence of standard operating procedures (SOPs). These constraints indicate
that work practices are still based on habit, which risks creating unfair task distribution and
reducing productivity.
From a management perspective, a family-based approach does create loyalty and a sense
of comfort, but it isn't enough to sustain business as the organization grows. A transformation
toward more systematic management, including standard operating procedures (SOPs),

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 745

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
performance evaluations, and training, is needed. This way, the family-based relationship
patterns that have become a strength can be maintained, but they need to be balanced with a
formal management structure to maintain employee productivity, well-being, and motivation.
These findings reinforce the literature that employee well-being is a key foundation for
increasing motivation (Mahdia, 2024; Hejase et al., 2024), while team cohesion supported by
a formal work structure has been shown to increase organizational effectiveness (Casalicchio,
2022). Conversely, the absence of SOPs and training systems, as Weber (1922) argued, can
hinder work consistency. Therefore, integrating a family-oriented approach with formal
management is key to improving organizational performance while maintaining business
sustainability.
Triangulation Results
To ensure the credibility and validity of the data, this study employed method triangulation
by comparing the results of in-depth interviews and participant observations. Triangulation also
involved various key informants—from employees (AG, AB, HW), owners (PL), academics
(DM), to government representatives (DH)—to gain a comprehensive perspective.
The triangulation results show consistency (alignment) of data in almost all main aspects,
as summarized in Table 1 below:
Main Theme

Triangulation
Description
Physical Well- The
dining
and Simple but decent and Consistent
/
being
accommodation facilities are clean-living facilities
harmony
considered quite adequate.
Mental Well- Flexible, non-pressurizing The working atmosphere Consistent
/
being
and
enjoyable
work is relaxed; interpersonal harmony
environment
relations seem friendly.
Team
Mutual assistance and mutual Coordination
and Consistent
/
Solidarity
cooperation become work collaboration
occur harmony
culture
spontaneously in daily
activities.
Work
Motivated by work comfort There is no formal Consistent
/
motivation
and close social relationships incentive system, but work harmony
enthusiasm remains high.
Obstacles in Heavy workload during Certain employees appear Consistent
/
Work
harvest, uneven distribution more burdened, work harmony
of tasks, and limited tools
equipment is limited
Management
and Policy

Interview Findings

Observation Findings

In
In
In

In
In

There are no regular SOPs, No visible job training, Majority
aligned;
informal training, the work SOPs are not strict, work technical
system is based on habit.
schedule is loose
irregularities
observed

Triangulation successfully confirmed that CV Karunia Dewata's main strength lies in its
family approach and strong social ties, which create work comfort, team cohesion, and
employee loyalty. However, triangulation also highlighted a major weakness: the lack of a
formal, standardized management system. The absence of written SOPs, structured technical
training, and a clear division of tasks represents a gap that could potentially hinder productivity
and long-term business sustainability. Thus, triangulation not only validates the findings of

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 746

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
each method but also emphasizes the urgency of building a more structured work system to
support continuous improvement in employee productivity and well-being.
4. Conclusion
This study demonstrates the well-being of permanent employees at CV Karunia Dewata in
Karangasem, Bali. It concludes that permanent employee well-being plays a crucial role in
maintaining the operational continuity of CV Karunia Dewata's shrimp farm. Employees have
a positive perception of overall workplace well-being, particularly regarding the fulfillment of
basic needs such as food, housing, and a harmonious work environment. They feel valued,
despite the limited formal system of employment rights. A non-oppressive and flexible work
environment contributes to mental and social balance, while loyalty grows from close personal
relationships between employees and the business owner.
The contribution of employee well-being dimensions positively impacts stable attendance
and a conducive work environment. However, the fulfillment of basic needs is not fully
accompanied by technical discipline, particularly in the implementation of standard operating
procedures (SOPs) and biosecurity controls. This indicates that a perception of well-being does
not automatically result in optimal levels of productivity and discipline in daily work. Both
factors are crucial elements in maintaining the foundation of business continuity. Therefore,
employee well-being can be viewed as a necessary, but not sufficient, condition for ensuring
overall business continuity.
Selective coding revealed three main themes that significantly impact worker loyalty and
performance: economic well-being, physical workload, and regularity of standard operating
procedures (SOPs). These three themes represent the main nodes of the work well-being
dimension, which directly impacts the stability of pond operations. Therefore, attention to these
aspects is key to building business sustainability based on quality human resources.
References
Akmal, Y., Humairani, R., Mandasari, & Zulfahmi, I. (2020). Penerapan teknologi closed
system pada pembudidaya udang vaname (Litopenaeus vannamei) kelompok “Laut
Mina Budidaya” Bireuen, Aceh. Jurnal SOLMA, 9(2), 249–260.
Fadli, M. R. (2021). Memahami desain metode penelitian kualitatif. Jurnal Humanika, 12(1),
45–60.
Hejase, H. J., El Dirani, A., Haidar, Z., Alawieh, L., Ahmad, Z. A., & Sfeir, N. (2024). The
impact of employee well-being on organizational effectiveness: Context of
Lebanon. International Journal of Human Resource Studies, 14(2), 150–168.
Khoerudin, F. (2021). Analisis kesesuaian aktivitas produksi dan mutu hasil udang vannamei
yang diterapkan oleh PT YSI. Jurnal Perikanan Universitas Mataram, 17(2), 356–
364.
Mahdia, A. (2024). The role of human resource management in employee well-being and
mental health: A systematic literature review. Productivity (New Delhi), 61(3), 93–
109.
Meydan, C. H., & Akkaş, H. (2024). The role of triangulation in qualitative research. In
Advances in Library and Information Science (ALIS) Book Series (Vol. 20, pp.
105–125). IGI Global. https://doi.org/10.4018/979-8-3693-3306-8.ch006
Morris, C., Conway, A. A., Becraft, J. L., & Ferrucci, B. J. (2022). Toward an understanding
of data collection integrity. Behavior Analysis in Practice, 15(2), 123–136.
https://doi.org/10.1007/s40617-022-00684-x

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 747

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
Nagibina, N., Vakul’skaya, E., & Pestereva, E. (2020). Employee well-being management to
increase labor productivity: Improving HR and business performance of the
company. Management of the Personnel and Intellectual Resources in Russia, 9(1),
8–17. https://doi.org/10.12737/2305-7807-2020-8-17
Niwa, Y. (2022). Case study as a method of qualitative research. In Handbook of Research
Methods (pp. xxx–xxx). IGI Global. https://doi.org/10.4018/978-1-6684-38817.ch023
Permatasari, S. E., Lilan, L., Zhang, H., & Purwanto, P. (2024). Work-life balance and peopleoriented management: Enhancing employee well-being for sustainable business
performance. Journal of International Conference Proceedings.
Rijali, A. (2019). Analisis data kualitatif. Jurnal Al-Hadharah, 17(33), 59–74.
Warr, P. (1987). Work, unemployment, and mental health. Oxford: Clarendon Press.
Weber, M. (1922/1978). Economy and society: An outline of interpretive sociology. Berkeley:
University of California Press.

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 748