Work Ability Index (WAI) among Indonesian Military Personnel at Semarang Base: A Study of Officers and Non-Commissioned Officers

Kartika Wira Safitri; Hanifa M. Denny; Ekawati

doi:10.53941/wah.2025.100007

Abstract

Military personnel require a high level of physical and mental capability to handle challenging situations, execute precise actions, and fulfill administrative duties. The substantial physical and mental workload they bear can impact their work ability, potentially hindering their ability to perform optimally. Thus, assessing work ability among military personnel is essential. This study evaluates work ability based on the Work Ability Index (WAI) and examines how age and sex influence work ability scores. This study was conducted at the Semarang Military Base between December 2024 and January 2025 using a cross-sectional design with an analytical observational approach. Semarang Military Base is a service-oriented military unit responsible for providing administrative and logistical support to the elements of the Indonesian Navy. The study population comprised 114 personnel who were actively working at the base. A proportionate stratified sampling method was used to determine the sample, resulting in 90 respondents, consisting of 25 officers and 65 non-commissioned officers. Due to time constraints, data collection was carried out using accidental sampling, whereby personnel present at the base during the data collection period were selected as respondents. The study assessed WAI as the dependent variable, while age and sex served as independent variables. Quantitative methods were employed for data analysis. The findings indicate that most military personnel at Semarang Military Base exhibit good work ability (high WAI scores). A negative correlation was found between WAI and age, indicating that work ability declines as personnel age (r = −0.320; p = 0.002; α = 0.05). However, no significant relationship was observed between WAI and sex (p = 0.264). Among the seven WAI components, five significantly contributed to the final score, with the second component (work ability relative to job demands) being the most influential. These results highlight that the majority of personnel maintain a strong work ability score, emphasizing the importance of continued evaluation and intervention to sustain their performance.

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