Article Per Year (5 Year)
p-Index From 2021 - 2026
0.444
P-Index
This Author published in this journals
All Journal Interdisciplinary Social Studies International Journal of Management, Entrepreneurship, Social Science and Humanities (IJMESH)
Hardi, Amirullah Setya
Unknown Affiliation
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Public Health Social Sciences

Published : 2 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search

 1 
Analytic Hierarchy Process in Asset Management Decisions for Public Service Agency Vocational Education Bambang Setiawan; Yeremias, Torontuan Keban; Ciptono, Wakhid Slamet; Hardi, Amirullah Setya
International Journal of Management, Entrepreneurship, Social Science and Humanities Vol. 7 No. 2 (2024): January - June Issue
Publisher : Research Synergy Foundation

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31098/ijmesh.v7i2.2203

Abstract

The Ministry of Transportation’s Vocational Education Public Service Agency (BLU) has been underperforming in asset optimization, indicating inefficiencies in its asset management plan. This study critically examines existing asset management strategies and leadership effectiveness within the Ministry’s vocational education sector. Employing a phenomenological research approach, this investigation prioritizes a deep dove into asset management practices through semi-structured interviews and literature reviews. The findings highlight significant shortcomings in the BLU’s asset management and leadership, particularly in failing to meet its asset performance targets. These inadequacies are evaluated using ISO 55000 standards alongside human resources data, assessing five key areas: procurement and supply chain integration, innovative leadership, effective organizational structure, dynamic organizational culture, and human resource development. Analytical Hierarchy Process (AHP) analysis was used to prioritize issues under the Human Resources and Organization criteria. It identified asset management leadership as the most critical focus, with a weight of 0.40. This was followed by organizational culture at 0.23, competency management at 0.17, and both procurement and supply chain management and organizational structure at 0.10. The development of business units was highlighted as a priority over other strategies such as asset utilization and management collaboration. The regulatory framework guiding these strategies includes Minister of Finance Regulation 202/PMK.05/2022, which outlines four strategic asset utilization options. The analysis was proven to be consistent, with all priority weight matrices showing consistency ratios (CR) below 0.1, ensuring the reliability of the findings.
Passive Franchise as an Innovation in the Development of Cooperative-Based Retail Networks Wardhana, Tommy Andri; Hadna, Agus Heruanto; Darwin, Muhadjir; Hardi, Amirullah Setya
Interdisciplinary Social Studies Vol. 2 No. 12 (2023): Special Issue
Publisher : International Journal Labs

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55324/iss.v2i12.555

Abstract

Background: Franchising is a choice in developing a business network. One of the rampant franchise businesses in Indonesia is the development of retail store networks. Unfortunately, the presence of modern store-based retail stores is feared to threaten local businesses in the area such as the case in Kulon Progo. TOMIRA is seen as the best solution that mediates the interests of the private sector as retail owners, cooperatives, and local governments with the main goal of improving community welfare. Aim: This paper aims to reveal TOMIRA policy problems that occur and explore innovations in management strategies needed in the form of passive franchises. Method: Through a qualitative approach, this paper is able to present the results and policy problems of multi-actors, namely the government, private sector, cooperatives, and SMEs. Findings: Passive franchising is seen as a form of mitigation of policy problems in TOMIRA because it is able to provide a delegation system for cooperatives and the merger process with a temporary credit fund facilitating cooperatives while having an impact on increasing profits for both cooperatives and SMEs. The success of passive franchise implementation depends on the role and involvement of local governments, retail policies themselves, human resources, and management.
Co-Authors Agus Heruanto Hadna, Agus Heruanto Bambang Setiawan Muhadjir Darwin Wakhid Slamet Ciptono Wardhana, Tommy Andri Yeremias, Torontuan Keban