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All Journal JMKSP (Jurnal Manajemen, Kepemimpinan, dan Supervisi Pendidikan) TAUJIHAT: Jurnal Bimbingan Konseling Islam
Ufaira, Rifda Alda
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Religion Humanities Education Public Health Social Sciences

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Potential Review Assessment with 9 Box Model for Talent Management of State-Owned Company Employee Ufaira, Rifda Alda; Adiati, Rosatyani Puspita
TAUJIHAT: Jurnal Bimbingan Konseling Islam Vol 6 No 1 (2025): TAUJIHAT: Jurnal Bimbingan Konseling Islam
Publisher : Fakultas Ushuluddin, Adab dan Dakwah - Universitas Islam Negeri Sultan Aji Muhammad Idris Samarinda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21093/tj.v6i1.10528

Abstract

The individual potential review assessment is carried out on the basis of a comprehensive evaluation that aims to provide an in-depth picture of the current performance and future potential of an individual employee with the position of Industrial Relations Staff at State-Owned Company X. In addition, through this process, the organization can identify strengths, development areas, and the readiness of employees to take on more strategic roles. Data collection was carried out through several methods, namely psychological measurement, using standardized psychometric test tools to assess cognitive, personality, and behavioural competencies; interviews, to explore employees' motivations, career aspirations, and readiness for new challenges; as well as performance assessment data, as objective comparison material from the results of the evaluation of direct superiors. Based on the results of the analysis, the subjects showed performance that was included in the "High" category, namely consistently achieving targets, having a deep understanding of technical tasks, contributing positively to the team, and having potential in the "High" category, namely having strong analytical skills, adapting to change, and showing a leadership presence that could be further developed. The results of the assessment placed the subject in the "High Potentials" quadrant on the 9 Box Model, indicating that he was one of the potential cadres who should be prepared for higher career paths, especially in the Industrial Relations division. Organizations can use these findings to include subjects in talent pools or candidate lists for succession planning, design development programs, such as job rotation, mentorship, or leadership development programs, and strengthen retention strategies by providing clear career paths and growth opportunities within State-Owned Company X.
Intergenerational Social Tensions in the Workplace: Perspectives on the Role of Lecturers in Collaboration Nabawi, Denny; Zunaidah; Hamira; Najib, Ahmad Khoirun; Ufaira, Rifda Alda
JMKSP (Jurnal Manajemen, Kepemimpinan, dan Supervisi Pendidikan) Vol. 10 No. 1 (2025): JMKSP (Jurnal Manajemen, Kepemimpinan, dan Supervisi Pendidikan)
Publisher : Graduate Program Magister Manajemen Pendidikan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31851/jmksp.v10i1.18467

Abstract

This study investigates intergenerational social tensions in the workplace, with a particular focus on how lecturers perceive and navigate these tensions to facilitate collaboration. It examines the influence of perceived control, intentionality, and external attributions in shaping internal attribution processes within an academic environment. A quantitative research approach was adopted utilizing an exploratory model. Data were collected from 118 lecturers in Palembang, Indonesia, through structured questionnaires. Structural Equation Modeling-Partial Least Squares (SEM-PLS) was employed to examine the relationships between variables, with a particular emphasis on attribution theory. External attribution plays a significant mediating role, suggesting that lecturers primarily interpret intergenerational tensions through external factors such as organizational policies and workplace culture before forming personal attributions. This study enhances the understanding of workplace dynamics by applying attribution theory to the context of intergenerational tensions in academia, which underscores the critical role of external attribution in shaping perceptions that influence internal attribution and also offers practical insights for developing inclusive management strategies in fostering effective collaboration across generations.
Co-Authors Adiati, Rosatyani Puspita Hamira Nabawi, Denny Najib, Ahmad Khoirun Zunaidah