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INTEGRATION OF HUMAN RESOURCE MANAGEMENT TO MINIMIZE CORE EMPLOYEE TURNOVER AT COFFEE SHOP Aidil Ghufran Rasyid; Harmein Nasution
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 5 No. 6 (2025): December
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijebas.v5i6.4806

The coffee shop industry faces the challenge of high employee turnover intentions that can affect operational stability and service quality. This study aims to analyze human resource (HR) management practices implemented at Coffee Shop X, identify the dominant factors causing employee turnover intentions, and formulate an integrated HR management system through benchmarking with Coffee Shop Y. The study used a descriptive qualitative approach with data collection techniques in the form of in-depth interviews, observation, and documentation. The results of the study indicate that Coffee Shop X has implemented a formal HR management system based on SOPs and KPIs, covering recruitment, training, performance appraisals, compensation, and termination of employment. However, turnover intentions still arise due to workload pressure during peak hours, limited compensation, and the need to strengthen the continuous evaluation and employee development system. Benchmarking with Coffee Shop Y shows that the implementation of continuous performance assessments, direct communication, and a disciplined and adaptive work culture can improve performance consistency and employee retention. Integration of these best practices is recommended to strengthen Coffee Shop X's HR system and reduce employee turnover intentions sustainably.

THE INFLUENCE OF WORKPLACE SPIRITUALITY ASPECTS ON EMPLOYEES' WORK MOTIVATION: A CASE STUDY AT MEDAN AREA UNIVERSITY Andri Harun Siregar; Harmein Nasution; Linda T. Maas
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 4 No. 12 (2025): NOVEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijset.v4i12.1537

This study aims to analyze the influence of workplace spirituality, consisting of dimensions of meaningful work, sense of community, and alignment with organizational values, on employee work motivation. This study is motivated by the phenomenon of declining employee performance at Medan Area University in the 2016-2018 period, indicated by the results of internal audits, even though the institution has implemented quality management standards. This study uses a causal quantitative approach. The study population was all employees and permanent lecturers, with a sample of 220 respondents determined using purposive sampling techniques and the Slovin formula. Data were collected through questionnaires and analyzed using Multiple Linear Regression. The results show that the three dimensions of workplace spirituality have a positive and significant effect on work motivation, both partially and simultaneously. The dimension of "alignment with organizational values" was found to have the most dominant influence. The coefficient of determination (R2) value of 0.623 indicates that 62.3% of the variation in work motivation is influenced by workplace spirituality. The research implications suggest the need for a spiritual and religious values-based approach to enhance the meaning of work for employees.

EVALUASI PENERAPAN MANAJEMEN PERUBAHAN PADA PENGGABUNGAN ORGANISASI PENYELENGGARA PELABUHAN Syah, Ramlan; Nasution, Harmein; Absah, Yeni
J-MIND (Jurnal Manajemen Indonesia) Vol. 10 No. 3 (2025): J-MIND (Jurnal Manajemen Indonesia), December 2025
Publisher : LPPM Universitas Malikussaleh

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29103/j-mind.v10i3.25174

Port-sector reform has value only insofar as it results in measurable improvements in service performance. This study evaluates the application of change management in the merger of Harbormaster and Port Authority functions at one operational unit (UPT), where the intended integration goals have empirically not been consistently achieved. Using a constructivist qualitative approach with a single-case study design, data were collected through 30 semi-structured interviews, non-participant observation, and a review of 68 documents; analysis followed the Miles–Huberman interactive cycle with NVivo-assisted open–axial–selective coding, and validation through triangulation, member checking, and an audit trail. Core findings indicate a misalignment in the management of Ability-Motivation-Opportunity (AMO) improvements across Lewin’s stages: during unfreeze, policy urgency was established but communication remained largely one-way and passive resistance persisted; during change, procedure harmonization via bridge SOPs, competence-based redeployment, and digital quick wins progressed, yet participation was not well structured, competency mismatches persisted, and complaint handling lacked standardization; during refreeze, work began on a unified SOP and cross-agency KPIs, but standardization and cultural internalization were not yet stable. We conclude that the absence of a systematic change architecture and the lack of formal change agents have stalled integration at administrative unification. The study recommends an “integrated change framework” comprising a guiding coalition, finalization of a unified SOP linked to KPI–reward systems, competency certification for critical roles, high-involvement work practices, and a closed-loop feedback cycle to ensure the sustainable institutionalization of new practices.

Development Model for the Development of Business Incubator Programs with a Technology Acceptance Model (TAM) Approach at the Cooperatives and SMEs Office of North Sumatra Province Pasha, Raja Salsabila; Nasution, Harmein; Aritonang, Evawany Yunita
Majapahit Journal of Islamic Finance and Management Vol. 6 No. 1 (2026): Islamic Finance and Management
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/mjifm.v6i1.795

Digital transformation is a strategic challenge for Micro, Small, and Medium Enterprises (MSMEs), especially in the context of technology readiness and acceptance. Although various coaching programs have been implemented by local governments, the results achieved by MSMEs show an uneven success rate. This research aims to develop a business incubator program development model based on the Technology Acceptance Model (TAM) at the Cooperatives and MSMEs Office of North Sumatra Province. The TAM approach is used to understand technology acceptance behavior through two main constructs, namely Perceived Usefulness (PU) and Perceived Ease of Use (PEOU), which are integrated with incubation programs and capital development. This study uses a qualitative approach with a case study method. Data was collected through in-depth interviews with ten MSME actors participating in the 2024 business incubator program. The results of the study show that MSMEs feel the benefits of digital technology in increasing operational efficiency and expanding market reach. However, MSME actors still face obstacles in the application of production technology and limited access to formal financing. The incubation program is considered to be able to increase digital literacy, but it is not fully adaptive to the difference in the level of digital readiness of participants. Capital development is still informative and has not been accompanied by continuous technical assistance. This research resulted in a TAM based business incubator development model that places the perception of usefulness and convenience as the foundation for technology acceptance, and is strengthened by institutional support and a cross-agency coaching ecosystem. This model is expected to increase the effectiveness of MSME coaching in a more inclusive, adaptive, and sustainable manner.

Development Model for the Development of Business Incubator Programs with a Technology Acceptance Model (TAM) Approach at the Cooperatives and SMEs Office of North Sumatra Province Pasha, Raja Salsabila; Nasution, Harmein; Aritonang, Evawany Yunita
Majapahit Journal of Islamic Finance and Management Vol. 6 No. 1 (2026): Islamic Finance and Management
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/mjifm.v6i1.795

Digital transformation is a strategic challenge for Micro, Small, and Medium Enterprises (MSMEs), especially in the context of technology readiness and acceptance. Although various coaching programs have been implemented by local governments, the results achieved by MSMEs show an uneven success rate. This research aims to develop a business incubator program development model based on the Technology Acceptance Model (TAM) at the Cooperatives and MSMEs Office of North Sumatra Province. The TAM approach is used to understand technology acceptance behavior through two main constructs, namely Perceived Usefulness (PU) and Perceived Ease of Use (PEOU), which are integrated with incubation programs and capital development. This study uses a qualitative approach with a case study method. Data was collected through in-depth interviews with ten MSME actors participating in the 2024 business incubator program. The results of the study show that MSMEs feel the benefits of digital technology in increasing operational efficiency and expanding market reach. However, MSME actors still face obstacles in the application of production technology and limited access to formal financing. The incubation program is considered to be able to increase digital literacy, but it is not fully adaptive to the difference in the level of digital readiness of participants. Capital development is still informative and has not been accompanied by continuous technical assistance. This research resulted in a TAM based business incubator development model that places the perception of usefulness and convenience as the foundation for technology acceptance, and is strengthened by institutional support and a cross-agency coaching ecosystem. This model is expected to increase the effectiveness of MSME coaching in a more inclusive, adaptive, and sustainable manner.

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