Articles

Analysis of Student Soft Skill Profiles: A Case Study at Universitas Amikom Yogyakarta

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This study aims to analyze the soft skill profiles of Universitas Amikom Yogyakarta students based on ten dimensions: communication, teamwork, leadership, problem solving and critical thinking, time management and organization, adaptability and flexibility, ethics and responsibility, creativity and innovation, emotional intelligence, and digital skills and information literacy. A total of 160 respondents completed a 1–4 Likert scale questionnaire. Descriptive analysis results show that all dimensions are in the medium category with an overall average of 3.189. The dimensions with the highest scores were ethics and responsibility (3.376) and digital skills and information literacy (3.260), followed by teamwork, adaptability, and time management. Conversely, the dimensions with the lowest relative averages were creativity and innovation (3.000) and communication (3.095), although they remained in the medium category. These findings conclude that students have an adequate foundation of soft skills but have not yet reached an excellent level, especially in the aspects of communication, creativity, and critical thinking. These results imply the need for a more integrated soft skills development strategy in the curriculum, student activities, and cooperation with industry to encourage improvement from a moderate to a high level.

The Influence of Work Discipline, Leadership Style, and Procedural Justice on the Performance of Employees of the Regional Environmental Agency of Karanganyar Regional

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This study aims to examine the extent to which work discipline, leadership style, and procedural justice influence the performance of employees at the Environmental Agency of Karanganyar Regency. A quantitative approach with a survey method was employed, involving the entire population of 84 employees as the research sample. Primary data were gathered through questionnaires completed by all respondents, supported by field observations as part of the data collection techniques. The results reveal that each variable work discipline, leadership style, and procedural justice—has a positive and significant individual impact on employee performance. Collectively, these three variables also contribute significantly to performance improvement, accounting for 60.7% of the variation in employee performance. Further analysis indicates that work discipline has the most substantial influence. Therefore, it is recommended that the Environmental Agency of Karanganyar consistently enforce discipline policies and provide regular training to enhance employee performance.

Sustainability Leadership and Employee Engagement: A Key Driver of Productivity in Indonesian Companies

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The background of this research is the challenge faced by Indonesia’s economic development in achieving sustainable growth without increasing carbon emissions. This study aims to analyze the influence of leadership and the implementation of sustainability principles on productivity, with employee engagement as a mediator in public and private companies in Indonesia.

The research adopts a quantitative approach, utilizing data analysis through the Structural Equation Modelling Partial Least Square (SEM PLS) method. The study sample comprises 110 respondents from public and 110 respondents from private companies, with data collected through questionnaire surveys with G*Power 88%. Research variables include sustainability leadership, implementation of sustainability principles, employee engagement, and productivity.

The findings reveal that employee engagement significantly influences employee productivity and mediates the effect of sustainability leadership on employee productivity. These findings highlight the critical role of sustainability-based leadership in fostering employee engagement and enhancing productivity.

The study concludes that Indonesian companies, particularly those oriented toward sustainability, need to prioritize the development of sustainability-based leadership and policies to enhance employee engagement, thereby supporting long-term productivity.

The Importance of Hospital Governance in Indonesia: Enhancing Healthcare Quality and Accountability

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The Indonesian healthcare system is undergoing significant transformation to meet the needs for improved service delivery, patient safety, and equity in accessing quality care. According to the World Health Organization (WHO), Indonesia faces substantial challenges within its healthcare system, including a high burden of disease, limited access to healthcare services, and disparities in health outcomes across different regions. Despite ongoing reforms, the country continues to grapple with issues such as inconsistent healthcare quality, inefficient resource management, and a lack of accountability among healthcare providers. This paper explores the critical role of hospital governance in addressing these challenges, emphasizing the need for clear governance structures, effective leadership, and stakeholder engagement to enhance healthcare quality and ensure equitable access to services. By examining the implications of governance frameworks on hospital performance, this study aims to contribute valuable insights for policymakers and healthcare administrators in Indonesia, ultimately fostering a more effective and equitable healthcare system.

Building Learning and Leadership Ecosystem Using Knowledge Management Perspectives in PT Tri Satya Jaya

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The research titled “Building a Learning and Leadership Ecosystem Using a Knowledge Management Perspective at PT Tri Satya Jaya” this research addresses significant challenges the company faces, particularly in performance decline and ineffective employee collaboration. The quantitative component involved administering a questionnaire called the Learning Organization Survey, modeled after Garvin et al. (2008), to assess the organization’s learning depth, while the qualitative aspect comprises interviews with directors to gain deeper insights into performance-related issues. The research used the tree analysis method to determine the root causes of the decline in company performance. Additionally, the study highlights that organizational culture plays a crucial role in influencing employee performance. A culture that does not prioritize knowledge sharing and continuous learning can lead to stagnation and inefficiencies, ultimately affecting the company’s competitiveness in the Engineering, Procurement, and Construction (EPC) sector.

A well-designed KM (knowledge management) Framework can facilitate the sharing and retention of knowledge. The study proposes strategies that leverage the SECI (socialization, externalization, combination and internalization) model to create a robust knowledge-sharing environment within the organization, by implementing the SECI model. The SECI model emphasizes the importance of social interactions in knowledge sharing, encouraging employees to collaborate and learn from one another. This research develops a detailed implementation timeline to ensure the effective integration of these KM strategies into PT Tri Satya Jaya’s operations. The timeline is structured in four key stages: the first is KM Preparation for Internal Company, the second is Designing Guidelines and Curriculum, the third is KM System Implementation, and the fourth is the KM System Evaluation.

The research concludes that investing in human capital and adopting effective leadership practices are essential for driving organizational success and competitiveness in the EPC sector. By establishing a robust learning and leadership ecosystem, PT Tri Satya Jaya can overcome its challenges and achieve sustainable growth. The recommendations that this research offers are as follows:  establishing a knowledge management team, investing in leadership development, creating structured mentoring programs, enhancing human capital investment, utilizing technology for knowledge management, and establishing performance tracking mechanisms.

A Proposed Measurement Model for Enhancing Strategic Business Transformation Performance

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This research was conducted at PT XYZ, an Indonesian digital telecommunications leader, to address declining profits and increasing competition which threaten its mission to provide reliable and innovative business services. The study aimed to develop a strategic measurement model to enhance business transformation performance. A mixed-methods approach was utilized, collecting qualitative data through in-depth interviews with 7 key individuals and focus group discussions with 6 participants, along with quantitative data from surveys involving 100 internal employees and 100 external stakeholders. This comprehensive approach helped identify several key factors affecting transformation success. Key findings included the necessity of a progressdriven approach with regular strategic alignment checkpoints, a significant gap in organizational capabilities due to insufficient training, lack of stakeholder engagement resulting in minimal buy-in, and the absence of clear Key Performance Indicators (KPIs) complicating progress tracking and decision-making. To overcome these challenges, the study proposes optimizing resource allocation via a robust management system, investing in ongoing training programs to enhance organizational capabilities, improving stakeholder engagement through continuous communication, and establishing definitive performance metrics and regular evaluation mechanisms. Implementing these strategies could significantly boost PT XYZ’s financial profits, customer satisfaction, and competitive standing in the telecommunications sector.

Principal Leadership on Teacher Performance: A Literature Review

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The importance of principals’ leadership practices in teacher performance is interesting to study. The purpose of this literature is to analyze the principal’s leadership practices in teacher performance. The articles used in this literature review were obtained using the Google Scholar database by entering the keyword “leadership leadership”. There is some literature on principals’ leadership in teacher performance found. Results Based on a literature study from various countries in the world, it was found that the principal’s leadership style can improve teacher performance and can increase teacher commitment to the organization.

Key Factors influencing Organizational Commitment

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Research on organizational commitment is widely conducted worldwide and is regarded as one of the most significant factors. This is due to research showing that organizational commitment, in both business and government settings, significantly affects organizational success indicators. This study aimed to investigate significant variables influencing organizational commitment through a review of relevant literature and research. The study’s conclusions indicate that job satisfaction, job experience, work environment, and management team leadership are the four key variables that have a significant impact on organizational commitment. Consequently, in order to foster employee commitment to the organization, management of the company should focus on these four factors. Because it has an impact on both the employees and the organization itself, developing organizational commitment in employees is crucial. Making employees happy at work and wanting to work for the company for a long time is one way that organizational commitment affects employees. There will be a decline in the turnover rate. Organizational commitment will have a direct impact on the organization itself in the form of lower human resource management expenses, ongoing employee development, higher employee skill levels, and the ability for the organization to grow steadily and more sustainably.

The Influence of Education, Training, and Leadership on Employee Careers with Motivation as an Intervening Variable at the Department of Social Affairs, Women’s Empowerment and Child Protection, as well as Community and Village Empowerment in Balangan Regency

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One crucial factor in human resource management is employee career development. The significance of the human resources role in achieving organizational goals must be balanced and supported by clear career paths to motivate employees to deliver excellent work performance for the advancement of the organization, considering factors such as education level, work experience, competence, commitment, loyalty, motivation, and employee performance. This research aims to determine the influence of education, training, and leadership on employee careers with motivation as an intervening variable at the Department of Social Affairs, Women’s Empowerment and Child Protection, as well as Community and Village Empowerment in Balangan Regency.

This study employs a quantitative research method with a population of 52 individuals using a saturation sampling technique. Path analysis processed with SPSS is used for data analysis. The research results indicate that education, training, and leadership do not have a significant influence on employee motivation. Education, training, and motivation do not significantly affect employee careers. Leadership has a significant influence on employee careers. Leadership, through motivation as an intervening variable, has a significant impact on the careers of employees at the Department of Social Affairs, Women’s Empowerment and Child Protection, as well as Community and Village Empowerment in Balangan Regency.

Analysis of the Leadership Role on Employee Well-being. Study Case: HKBP District VIII DKI Jakarta

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Employee well-being is high on the corporate agenda because companies and their boards of directors connect and correlate it with success. Employees’ eligibility for perks, insurance, and medical care is frequently determined by socioeconomic considerations. This means that disadvantaged groups are frequently left behind, although they require the most assistance. HKBP or Huria Kristen Batak Protestan is one of the largest church organizations among Protestant churches in Indonesia and Southeast Asia. As one of the largest churches in this country, HKBP should be an organization that can set an example in terms of organizational governance that is characterized by being clean, transparent, visionary, has access to the public, and is based on the needs of the congregation. But the hope to be an example, an example organizationally has not been realized properly because of turmoil from internal problems that went wrong.

Currently, by looking at HKBP’s internals, it has even caused turmoil, and many inequalities and made HKBP’s management far from what we expected. There are even terms for HKBP wetland and dryland HKBP. Of course, this fact cannot be denied, even though all HKBP servants have made promises to be willing to be placed anywhere to preach the gospel. The struggle for churches that are wetlands and those who have financial resources is certainly one of the evaluation materials and a weakness of HKBP’s financial decentralization, where this does not at all reflect the life of God’s servants who should receive the assigned placement for each individual. This also shows that well-being is not evenly distributed and creates gaps among servants.

This study aims to identify leadership roles to employee well-being, such as Job Performance, Ethics or Personal Characteristics, Communication or Feedback, and Justice or Fairness. To determine what has to be addressed and developed by leaders to improve the well-being of employees in HKBP District VIII DKI Jakarta can be seen from a leadership role on employee well-being indicators, such as Positive Emotions, Engagement, Relationship or Positive Relationships, Meaning, and Achievement (PERMA). Based on this research, the priority that must be improved in Leadership is Justice or Fairness. HKBP District VIII DKI Jakarta has to level up and maintain the existing program, such as seminars about self-development in leadership and annual programs to intensify the bond between the leader and fellow church ministries.