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All Journal Jurnal Industri Pariwisata Gema Wisata Jurnal Ekonomi, Manajemen Pariwisata dan Perhotelan
Aditya Pratomo
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Religion Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Social Sciences

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IMPLEMENTASI PELESTARIAN BANGUNAN HOTEL SEBAGAI BANGUNAN BERSEJARAH BERWUJUD (STUDI KASUS PADA HOTEL MAJAPAHIT SURABAYA DAN GRAND INNA YOGYAKARTA) Aditya Pratomo
Jurnal Industri Parawisata Vol 2, No 2 (2020): JANUARY
Publisher : Universitas Sahid

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36441/pariwisata.v2i2.37

Abstract

Strategi Manajemen Sumber Daya Manusia dalam Menghadapi Tantangan Turnover Karyawan di Hotel-Hotel Berbintang Jakarta Aditya Pratomo
Gemawisata: Jurnal Ilmiah Pariwisata Vol. 21 No. 3 (2025): September : Jurnal Ilmiah Pariwisata
Publisher : Sekolah Tinggi Ilmu Ekonomi Pariwisata Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56910/gemawisata.v21i3.872

Abstract

Employee turnover in Jakarta’s star-rated hotels remains high in the post-pandemic period, ranging from 11–38% annually, which significantly affects service quality and industry competitiveness. This phenomenon is driven by a combination of job insecurity due to massive layoffs, job stress from excessive workload and long working hours, and a mismatch between young employees’ career expectations and traditional HR practices. Millennials and Gen-Z tend to prioritize self-development, meaningful work, and work–life balance, making them more mobile and open to new opportunities. This study aims to identify the dominant factors influencing turnover, explore the perceptions of HR managers and frontline staff regarding the policy–practice gap, and formulate relevant HR strategies for the post-pandemic context. A qualitative case study approach was employed, involving in-depth semi-structured interviews, non-participant observation, and documentation review, analyzed using Miles, Huberman & Saldaña’s interactive model. Data validity was ensured through triangulation, member checking, and peer debriefing. Findings reveal a significant gap between HR policies and their implementation, weakening retention strategies. The study proposes integrated strategies including consistent employer branding, adaptive and transparent compensation, needs-based digital training, fair work flexibility, and competency-based career mapping. The main contribution lies in formulating a combinatorial HR model that provides a practical retention roadmap while enriching the hospitality HRM literature in Indonesia.
Pengaruh Algorithmic Management terhadap Otonomi Kerja, Keterlibatan Tim, dan Inovasi Karyawan dalam Organisasi Digital Aditya Pratomo
Jurnal Ekonomi, Manajemen Pariwisata dan Perhotelan Vol. 5 No. 2 (2026): Jurnal Ekonomi, Manajemen Pariwisata Dan Perhotelan
Publisher : Lembaga Pengembangan Kinerja Dosen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/jempper.v5i2.6773

Abstract

Digital transformation has accelerated the adoption of algorithmic management in human resource management (HRM) through the use of algorithm-based systems and artificial intelligence (AI) for task allocation, performance evaluation, and decision making. Despite its promise of efficiency and objectivity, empirical evidence on its impact on human-centered work outcomes remains limited. This study examines the effects of algorithmic management on job autonomy, team engagement, and employee innovation, as well as the mediating roles of job autonomy and team engagement. A quantitative explanatory research design was employed. Data were collected from 150 employees working in digital organizations that have implemented algorithmic management systems. The data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM). The results indicate that algorithmic management has a significant negative effect on job autonomy (β = −0.42, p < 0.01), while exerting significant positive effects on team engagement (β = 0.31, p < 0.01) and employee innovation (β = 0.24, p < 0.01). Furthermore, job autonomy (β = −0.16) and team engagement (β = 0.10) significantly mediate the relationship between algorithmic management and employee innovation. These findings suggest that the influence of algorithmic management on innovation is indirect and operates through employees’ psychological and social mechanisms. This study highlights the necessity of human-centric design in digital HRM to balance efficiency and employee innovation.
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