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All Journal Annals of Human Resource Management Research
Jazuli Juwaini
Universitas Mitra Bangsa, Jakarta, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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Soft Skill Development Model for Gen Z Students at Vocational Colleges : Perspective Human Resource Management Jazuli Juwaini; Dingot Hamonangan Ismail; Danang Aziz Akbarona; Ria Estiana; Damdam Damiyana
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.3841

Abstract

Purpose: This study aimed to develop a soft skills model for Generation Z students in vocational higher education. It specifically examines the influence of lecturer competence and learning motivation on improving students’ soft skills quality in the era of Industrial Revolution 4.0 and Society 5.0. Research Methodology: This study was conducted at the LP3I Polytechnic with a population of active students residing in the Jabodetabek area. A quantitative research approach was adopted. Data were collected through a structured survey using questionnaires and analyzed using statistical methods with the support of data analysis software to test the relationships among variables. Results: The results show that lecturer competence positively and significantly affects students’ soft skill development. Learning motivation also had a positive and significant effect on the quality of students’ soft skills. Furthermore, lecturer competence and learning motivation simultaneously have a positive and significant influence on improving students’ soft skills. Conclusions: This study concludes that lecturer competence and student learning motivation are key factors in enhancing the soft skills of Gen Z students in vocational education. Limitations: This study was limited to students of the Lembaga Pendidikan dan Pengembangan Profesi Indonesia (LP3I) Polytechnic in the Jabodetabek area and used a quantitative approach, which may not fully capture deeper behavioral aspects. Contributions: This study contributes to the human resource management and education literature, particularly in vocational education. This study provides practical insights for educators and institutions to improve soft skill development strategies for Generation Z students.
Quality of Work Life, Leadership, and Culture in Employee Performance Enhancement Yuni Pratikno; Bambang Nurakhim; Jazuli Juwaini; Fatqul Hajar Aswad; Maulana Arief Rachman Hakim
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p109-129.2026

Abstract

Purpose: This study examines the influence of Quality of Work Life (QWL), Job Satisfaction, and Transformational Leadership on team member performance in private companies, with Organizational Culture as a mediating variable. It also integrates Social Exchange Theory (SET), Organizational Support Theory (OST), Ability Motivation Opportunity (AMO) Theory, and Resource-Based View (RBV) to explain performance mechanisms. Methodology: Using a quantitative Partial Least Squares Structural Equation Modeling (PLS-SEM) approach, data were collected from 105 employees of Indonesian private companies via purposive sampling. The respondents had at least one year of experience. SmartPLS 3.29 was used for validity, reliability, collinearity, and bootstrapping analyses for hypothesis and mediation testing. Results: QWL has a significant positive direct effect on performance, whereas Job Satisfaction and Transformational Leadership do not. Organizational Culture significantly mediates the effects of Job Satisfaction and Transformational Leadership on performance, but not QWL. Organizational Culture also has a significant direct effect on performance. Conclusions: Performance improvement depends on individual factors and organizational culture, QWL directly affects performance, whereas Job Satisfaction and Transformational Leadership influence it indirectly via Organizational Culture. Limitations: The small sample size, cross-sectional design, and self-reported data limit the generalizability of the findings. Contributions: The study integrates SET, OST, AMO, and RBV, clarifies inconsistent findings, and offers managerial implications for strengthening organizational culture and leadership development.
Co-Authors Damdam Damiyana Danang Aziz Akbarona Dingot Hamonangan Ismail Fatqul Hajar Aswad Maulana Arief Rachman Hakim Nurakhim, Bambang Ria Estiana Yuni Pratikno