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All Journal Binus Business Review EQUILIBIRIA BENING Enrichment : Journal of Management Multidiciplinary Output Research for Actual and International Issue (Morfai Journal) PROCEEDING OF INTERNATIONAL CONFERENCE ON BUSINESS MANAGEMENT AND ACCOUNTING
Lukmanul Hakim
Prodi Manajemen Universitas Riau Kepulauan Batam
Religion Agriculture, Biological Sciences & Forestry Arts Humanities Chemical Engineering, Chemistry & Bioengineering Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Energy Engineering Environmental Science Health Professions Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Materials Science & Nanotechnology Social Sciences Other

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THE MANAGER MULTIPLIER: EQUIPPING YOUR LEADERS TO DRIVE TEAM PERFORMANCE Annisa Kurnianingsih; Ramon Zamora; Lukmanul Hakim
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v6i1.4680

Abstract

In today's competitive landscape, organizational performance is fundamentally linked to team efficacy, which is predominantly governed by frontline and middle managers. Despite their pivotal role, these "Manager Multipliers" are often under-equipped, having been promoted for technical proficiency rather than leadership capability, leading to a widespread "accidental manager" syndrome. This study aims to investigate the systematic equipping of managers as a primary lever for enhancing team performance, engagement, and talent retention. Employing a mixed-methodology approach—including a literature review, analysis of industry case studies, and synthesis of prevailing human capital metrics—the research identifies a five-pillar framework for manager development. The results indicate that strategic investment in manager selection, competency training, and support systems yields significant multiplicative returns on team outcomes, as measured by engagement scores, retention rates, and goal attainment. The discussion underscores that manager development must transition from an optional HR activity to a core business strategy. The conclusion asserts that cultivating Manager Multipliers is the highest-ROI investment for sustainable organizational growth, advocating for leadership accountability and a continuous learning culture.
NAVIGATING THE NEW NORMAL: A PRACTICAL GUIDE TO POST-PANDEMIC HR POLICIES Tuti Damayanti; Ramon Zamora; Lukmanul Hakim
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v6i1.4682

Abstract

The COVID-19 pandemic precipitated a permanent transformation in the global workplace, shifting employee expectations toward flexibility, well-being, and purpose. This has created a critical misalignment with traditional, office-centric HR policies, leading to risks of attrition, inequity, and disengagement. This article aims to develop a practical framework for redesigning HR policies to meet the demands of the post-pandemic "new normal." Utilizing an integrative review methodology, it synthesizes contemporary academic and industry literature to formulate actionable guidance. The results and discussion are structured around five pillars: implementing structured hybrid work models, intentionally cultivating culture in a dispersed environment, embedding holistic well-being into operations, and transforming talent management for equity and agility. The conclusion argues that a proactive, integrated approach to these areas is not an administrative task but a strategic imperative. Organizations that successfully adapt their people’s practices by fostering trust, inclusivity, and resilience will secure a sustainable competitive advantage in the evolving landscape of work.
THE HIGH-PERFORMANCE PLAYBOOK: STRATEGIES FOR MOTIVATING AND RETAINING TOP TALENT Synthia; Ramon Zamora; Lukmanul Hakim
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v6i1.4688

Abstract

This article addresses the critical business challenge of employee retention in the competitive modern talent market. The objective is to provide a systematic, actionable framework for organizations to motivate and retain their highest performers. The methodology synthesizes contemporary management research, organizational psychology principles, and best practices from industry case studies into a cohesive "playbook." The proposed strategies are organized into four foundational pillars: cultivating a culture of purpose and psychological safety, fueling personalized growth, optimizing performance through clarity and feedback, and implementing holistic recognition. The discussion emphasizes that retention is a strategic outcome of a holistic employee experience, moving beyond transactional perks. The conclusion posits that by architecting an ecosystem where top talent can thrive, organizations secure a sustainable competitive advantage through enhanced innovation, stability, and performance, ultimately transforming retention from an HR metric into a core leadership responsibility.
CONFLICT TO COLLABORATION: EFFECTIVE STRATEGIES FOR MANAGING WORKPLACE DYNAMICS Marlissa Oktaviani; Ramon Zamora; Lukmanul Hakim
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v6i1.4689

Abstract

This article addresses the persistent organizational challenge of workplace conflict, which, when mismanaged, leads to decreased morale, productivity loss, and talent attrition. The objective is to provide a practical framework for shifting conflict from a destructive force to a catalyst for collaboration and innovation. The methodology synthesizes contemporary research in organizational psychology, mediation principles, and leadership studies to construct a multi-tiered strategy encompassing leadership intervention, cultural systems, and individual skills. The results present a clear model for diagnosing conflict sources, a step-by-step facilitation process for leaders, and proactive systems for building a resilient team culture. The discussion emphasizes that effective management transforms conflict from an emotional drain into a strategic gain, fostering psychological safety and robust problem-solving. The conclusion asserts that mastering workplace dynamics is not an optional soft skill but a core leadership competency essential for building adaptable, high-performing teams.
IS YOUR HR DEPARTMENT OBSOLETE? REDEFINING PEOPLE OPERATIONS FOR THE 21ST CENTURY Tika Zulhiani; Ramon Zamora; Lukmanul Hakim
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v6i1.4690

Abstract

This article examines the critical imperative for organizations to transform their traditional Human Resources (HR) function into a strategic, modern People Operations model. The background establishes that in a knowledge-based economy where human capital is the primary driver of value, administrative and reactive HR practices create a strategic liability. The objective is to provide a diagnostic framework and a practical roadmap for this essential evolution. The methodology involves a synthesis of contemporary management literature, organizational case studies, and analysis of emerging best practices in talent strategy and employee experience. The results detail the four foundational pillars of a modern People function—Strategic Partnership, Employee Experience as a Product, Data-Driven Decisions, and Culture Cultivation—and a six-step transformation roadmap. The discussion argues that this shift moves HR from a cost center to a core competitive advantage. The conclusion asserts that redefining people operations is not a choice but a strategic necessity for organizational resilience and growth.
THE BURNOUT EPIDEMIC: AN HR CRISIS AND WHAT TO DO ABOUT IT Dahlina Nopilawati; Tibrani; Lukmanul Hakim
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v6i1.4692

Abstract

This article addresses the pervasive and costly organizational crisis of employee burnout. The background establishes burnout as a syndrome of exhaustion, cynicism, and reduced efficacy, increasingly prevalent in modern workplaces. The objective is to argue that HR must lead a systemic, strategic intervention, moving beyond individual resilience programs to address root causes. The methodology synthesizes the seminal Job Demands-Resources model and Christina Maslach’s Six Mismatches framework with contemporary research on organizational psychology and work design. The results present a diagnostic audit based on the six mismatches and a multi-tiered intervention strategy targeting organizational systems, managerial practices, and cultural norms. The discussion posits that burnout is a critical failure of work design, not a personal failing, and that sustainable performance is only possible through humane systems. The conclusion asserts that transforming the approach to burnout from a wellness issue to a strategic priority is essential for ethical leadership and long-term competitive advantage.
QUIET QUITTING AND LOUD POLICIES: RE-ENGAGING THE DISENGAGED WORKFORCE Muhammad Said; Tibrani; Lukmanul Hakim
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v6i1.4693

Abstract

The post-pandemic workplace is characterized by widespread employee disengagement, manifesting as "quiet quitting”the conscious withholding of discretionary effort. Organizations often counter with generic, top-down "loud policies," which fail to address core psychological needs, deepening the engagement crisis. This study aims to analyze the disconnect between employee disengagement and organizational responses, and to propose a actionable framework for fostering genuine re-engagement. Employing a qualitative multi-method approach, the research synthesizes findings from a systematic literature review, in-depth semi-structured interviews with 35 knowledge workers across three industries, and two focused case studies of organizations undergoing cultural transformation. The analysis reveals that disengagement stems from eroded psychological contracts, burnout, and a lack of purpose. Loud policies, such as blanket RTO mandates, exacerbate these issues by signaling distrust. Effective re-engagement is predicated on psychological safety, co-created flexibility, and outcome-based management. Moving from compliance-focused mandates to human-centric leadership is essential. Sustainable engagement requires replacing loud, impersonal policies with quiet, consistent practices that rebuild trust and recognize employee agency.
THE INTEGRATED MARKETING BLUEPRINT: ALIGNING BRAND, CONTENT, AND SALES FOR MAXIMUM IMPACT Desy Afriyanti; Lukmanul Hakim; Dahrul Aman Harahap
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v6i1.4782

Abstract

In an increasingly fragmented digital landscape, organizations often deploy brand, content, and sales strategies in functional silos, leading to inconsistent customer experience and suboptimal resource allocation. This research addresses the critical need for a unified framework to synchronize these core marketing functions. The objective was to develop and validate a practical blueprint for integrated marketing that enhances strategic alignment and measurable impact. The methodology employed a qualitative multi-case study analysis of five B2B and B2C companies recognized for marketing excellence, supplemented by in-depth interviews with senior marketing leaders. The results reveal that successful integration is predicated on a shared customer-value narrative, cross-functional governance, and unified performance metrics. The discussion underscores that this alignment transforms content into a strategic asset for both brand building and sales acceleration, fostering a cohesive customer journey. In conclusion, the proposed Integrated Marketing Blueprint provides a actionable model for breaking down internal silos. Its adoption is shown to increase marketing ROI, improve customer lifetime value, and drive sustainable growth by ensuring every customer touchpoint is strategically coherent.
THE ROI REVOLUTION: MOVING BEYOND VANITY METRICS TO MANAGE WHAT TRULY MATTERS Yuliansisti; Lukmanul Hakim; Dahrul Aman Harahap
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v6i1.4829

Abstract

The digital marketing era ushered in an unprecedented volume of data, yet many organizations remain mired in measuring superficial engagement metrics that fail to correlate with business value. This study examines the critical shift from vanity metrics to a value-centric measurement framework that accurately captures marketing's contribution to financial outcomes. The objective is to identify the key components, implementation challenges, and organizational impacts of a true Return on Investment (ROI) management system. Employing a mixed-methods approach, the research analyzed financial and marketing data from 12 companies alongside in-depth interviews with 30 CFOs, CMOs, and marketing analysts. The results reveal that companies implementing value-based metrics achieved a 28% improvement in marketing efficiency and stronger alignment between marketing and finance. The discussion centers on the evolution from last-click attribution to unified measurement models, the cultural shift required to deprioritize vanity metrics, and the role of predictive analytics. It is concluded that a revolution in marketing measurement is essential, moving beyond clicks and likes to manage metrics that directly influence customer lifetime value and profit, thereby securing marketing's strategic role.
Co-Authors Ade Parlaungan Nasution Amalia Natasya Ana Rio Fika Anggi Sadela Annisa Kurnianingsih Arnesih Arnesih Bangun Budi Raharjanti Catur Fatchu Ukhriyawati Dahlina Nopilawati Dahrul Aman Harahap Dahrul Aman Harahap Desy Afriyanti Dini Anggraini Eki Saputra Endiet Jaloe Prasetiyo Fini Fisielia Halipah Haini Herri Setiawan Jasril Kalvin Rico Telaumbanua Kepi Kusumayanti Maris Dilla ayu Marlissa Oktaviani Muhammad Ali Siregar Muhammad Said Mujiono Ramon Zamora Ria Muazizah Ridho Saputra Riky Aprianto Ronni Yanto Shafie Mohamed Zabri Sri Langgeng Ratnasari Syafrul Bahri Synthia Tanjung, Rona Tibrani Tibrani Tibrani Tika Zulhiani Tuti Damayanti Yuliansisti