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The Effect of Empowerment and Knowledge Sharing on Teacher Productivity with Academic Supervision as an Intervening Variable Sudiyah Anawati; Sri Setyaningsih; Dian Wulandari
Nidhomul Haq : Jurnal Manajemen Pendidikan Islam Vol. 11 No. 1 (2026): Transformative Islamic education management
Publisher : Prodi Manajemen Pendidikan Islam Universitas KH Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/ndhq.v11i1.296

Abstract

This research aims to analyze the role of academic supervision as a mediating variable in the relationship between empowerment and knowledge sharing on teacher productivity among Islamic Integrated Elementary School (SDIT) teachers in 5 sub-districts in East Jakarta. Theoretically, empowerment through the delegation of authority and trust, as well as knowledge sharing through the exchange of experiences and learning strategies, is expected to enhance productivity; however, their direct influence is not always significant. Academic supervision, including professional coaching and feedback, is expected to strengthen this relationship. This study employs a quantitative correlational approach with path analysis using Partial Least Squares Structural Equation Modeling (PLS-SEM). The sample consisted of 176 SDIT teachers selected using a multistage random sampling technique. The results indicate that knowledge sharing has no significant direct effect on teacher productivity (r = 0.135, p = 0.170). Empowerment (r  =  0.236,  p  <  0.002)  and knowledge sharing (r = 0.735, p < 0.000) have a significant effect on academic supervision. Meanwhile, academic supervision significantly mediates the relationships between empowerment (r = 0.735, p < 0.000) and knowledge sharing (r = 0.392, p < 0.000) and teacher productivity. This finding affirms the importance of academic supervision in improving the effectiveness of empowerment and knowledge collaboration in the school environment
Modeling and optimization strategies for improving human resource management effectiveness in private elementary schools: the role of personality, organizational climate, achievement motivation, and knowledge management Mei Tri Listari; Soewarto Hardhienata; Dian Wulandari
Education and Social Sciences Review Vol. 7 No. 1 (2026): Education and Social Sciences Review
Publisher : Indonesian Institute for Counseling, Education and Theraphy

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29210/07essr692600

Abstract

This study aims to (1) examine the direct effects of personality, organizational climate, and achievement motivation on HRM effectiveness; (2) investigate the mediating role of achievement motivation and knowledge management; and (3) develop optimization strategies using the SITOREM approach. A mixed-methods design combining exploratory qualitative and quantitative causal approaches (POP-SDM method) was employed. Data were collected from 144 principals and teachers in private elementary schools with "A" (superior) accreditation in Bogor Regency, Indonesia, selected through area-cluster proportional random sampling. Path analysis and SITOREM analysis were used for hypothesis testing and indicator optimization. Personality (β=0.307, p<0.001), organizational climate (β=0.232, p<0.001), and achievement motivation (β=0.206, p<0.005) had significant positive direct effects on HRM effectiveness. Personality (β=0.251, p<0.001) and organizational climate (β=0.307, p<0.001) significantly influenced achievement motivation. Indirect effects through achievement motivation were significant for both personality (β=0.077, p<0.001) and organizational climate (β=0.142, p<0.001). Knowledge management mediated the personality→HRM effectiveness (total effect=0.492) and organizational climate→achievement motivation (total effect=0.333) relationships. SITOREM analysis identified five priority indicators requiring improvement: extraversion, work mechanisms, responsibility, knowledge application, and knowledge retention. HRM effectiveness in accredited private elementary schools is enhanced through integrated strengthening of personality, organizational climate, achievement motivation, and knowledge management. School leaders should prioritize interventions targeting the five low-performing indicators identified through SITOREM analysis.
Kinerja dosen ditinjau dari berbagi pengetahuan tacit dan komitmen organisasi Raja Raya Saragih; Rita Retnowati; Dian Wulandari
Lentera Negeri Vol. 7 No. 1 (2026): Lentera Negeri
Publisher : Indonesian Institute For Counseling, Education and Therapy

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29210/991790

Abstract

To gain a deep understanding of the effectiveness of lecturer performance, an exploratory study was conducted by identifying five main variables that are considered to have a key role in improving lecturer performance, namely sharing tacit knowledge, organizational climate, organizational commitment and innovative behavior. The five variables were then tested quantitatively to build a lecturer performance model that is relevant to the dynamics of higher education and formulate more effective and sustainable strategies. This quantitative study involved 230 permanent lecturers at private universities in the Bekasi and Banten areas. Data collection was carried out through distributing questionnaires using the Partial Least Square - Structural Equation Modeling (PLS-SEM) analysis technique. The results of this study demonstrate that the lecturer performance model built has met the Goodness of fit criteria. The results of the hypothesis test confirm that tacit knowledge sharing, organizational climate, organizational commitment and innovative behavior have a significant positive effect on lecturer performance. While tacit knowledge sharing and organizational climate have a positive effect on organizational commitment. Furthermore, tacit knowledge sharing and organizational climate have a significant positive effect on innovative behavior. SITOREM analysis confirmed that improving lecturer performance can be done through strengthening the indicators of tacit knowledge sharing, organizational climate, organizational commitment, and innovative behavior that are already good, as well as updating indicators that are still lacking.