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All Journal JURNAL IQRA´ Business and Applied Management Journal INTERNATIONAL JOURNAL OF FINANCIAL ECONOMICS (IJEFE)
Zahara Tussoleha Rony
Universitas Bhayangkara Jakarta Raya, Indonesia
Humanities Economics, Econometrics & Finance Education Environmental Science Social Sciences

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DYNAMICS OF DIGITAL MARKETING HR MANAGEMENT AND SUSTAINABLE STRATEGY IN INDONESIA'S DIGITAL ERA BUSINESS: A COMPREHENSIVE REVIEW Kadeni Kadeni; Zahara Tussoleha Rony; Abdul Rosid; Abdul Wahab Syakhrani; Mohammad Ahmad Bani Amer
INTERNATIONAL JOURNAL OF FINANCIAL ECONOMICS Vol. 1 No. 6 (2024): INTERNATIONAL JOURNAL OF FINANCIAL ECONOMICS (IJEFE)
Publisher : CV. Adiba Aisha Amira

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Abstract

In the dynamic landscape of Indonesia's digital-era business environment, the management of Human Resources (HR) within digital marketing has become a critical determinant of success. This comprehensive review offers a holistic examination of the intricate dynamics of HR management in the context of digital marketing and the formulation of sustainable strategies tailored to the Indonesian business ecosystem. It combines qualitative and quantitative research methods to explore HR practices, recruitment, education, training, leadership, motivation, retention, and the role of inclusivity and diversity in the workforce. The findings highlight the evolving skill sets and competencies required of HR professionals in the digital age, emphasizing the need for robust recruitment and selection processes. Education and training are pivotal for keeping digital marketing teams competitive and innovative, with leadership playing a key role in guiding teams through the ever-changing digital landscape. Inclusivity and diversity within digital marketing teams are critical for reflecting the diversity of the digital marketplace and generating innovative ideas. Sustainable strategies are essential for ensuring the longevity and success of businesses in the dynamic digital marketplace of Indonesia.
Integrating Digital Competence and Islamic Work Ethics to Enhance Change Readiness: The Mediating Role of Employee Engagement Indah Rizki Maulia; Nera Marinda Machdar; Yayan Hendayana; Zahara Tussoleha Rony; Joseph M J Renwarin
Business and Applied Management Journal Vol. 4 No. 2 (2026)
Publisher : Al-Qalam Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61987/bamj.v4i2.2278

Abstract

Digitalization has become a strategic necessity for Islamic Rural Banks (BPRS) in Indonesia, making employees' readiness for change critical to successful transformation. This study examines the roles of digital competence, Islamic work ethic, and employee engagement in enhancing change readiness, providing insights for strengthening human resource strategies in the digital era. The study was conducted among 200 employees working in Rural Islamic Banks (BPRS) operating across the Greater Jakarta region (Jabodetabek). Respondents were selected using a purposive sampling technique based on predetermined criteria. Data were gathered through a structured questionnaire using a five-point Likert scale and analyzed with SmartPLS 4 to assess the proposed relationships among the research constructs. Digital competence and Islamic work ethic have positive and significant effects on employee engagement and change readiness. Employee engagement has a significant positive effect on change readiness. Also, it serves as a partial mediator in the relationships between digital competence and change readiness, and between Islamic work ethic and change readiness. This study provides empirical evidence that integrating these elements positions organizations better to support successful change initiatives and achieve sustainable organizational development in an increasingly digital environment.
The Influence of Employee Engagement, Employee Communication, Transformational Leadership, and NLP Learning on Sustainable Human Resource Management with Mediation of Employee Performance Lisna Nurpida; Nera Marinda Machdar; Hadita; Zahara Tussoleha Rony
Jurnal Iqra' : Kajian Ilmu Pendidikan Vol. 11 No. 1 (2026): Jurnal Iqra' : Kajian Ilmu Pendidikan
Publisher : Institut Agama Islam Ma'arif NU (IAIMNU) Metro Lampung

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25217/ji.v11i1.6598

Abstract

This study aims to examine the effects of employee engagement, employee communication, attitude, transformational leadership, and Neuro-Linguistic Programming (NLP) Learning on Sustainable Human Resource Management (Sustainable HRM), with employee performance serving as a mediating variable. This research employs a quantitative approach using a survey method. The research population consists of managerial-level employees (leaders to managers) from companies in West Java who participated in training programs conducted by Job Training Institute (LPK) “X”. A total of 360 respondents were selected using purposive sampling. Data were collected through structured questionnaires and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS). The results indicate that employee engagement, employee communication, transformational leadership, and NLP Learning have a positive and significant effect on employee performance, while attitude does not have a significant effect on employee performance. Furthermore, employee performance is found to have a positive and significant effect on Sustainable HRM. Mediation analysis reveals that employee performance partially mediates the relationship between employee engagement, transformational leadership, and NLP Learning and Sustainable HRM. However, employee performance does not significantly mediate the effects of employee communication and attitude on Sustainable HRM. These findings highlight that the achievement of Sustainable HRM is not solely determined by individual and organizational practices directly, but is strongly influenced by the organization’s ability to enhance employee performance as a key mediating mechanism. This study contributes theoretically by reinforcing the role of employee performance as a mediator in the Sustainable HRM framework and by introducing NLP Learning as a relevant human resource development approach in the Indonesian organizational context. Practically, the findings provide insights for organizations and job training institutions in designing performance-oriented and sustainability-driven human resource development strategies.
Reward Systems and Sustainable Human Resource Management: The Mediating Roles of Employee Commitment, Employee Culture, Situational Leadership, and Employee Performance Sugiyono; Nera Marinda Machdar; Zahara Tussoleha Rony
Jurnal Iqra' : Kajian Ilmu Pendidikan Vol. 11 No. 1 (2026): Jurnal Iqra' : Kajian Ilmu Pendidikan
Publisher : Institut Agama Islam Ma'arif NU (IAIMNU) Metro Lampung

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25217/ji.v11i1.7434

Abstract

Sustainable Human Resource Management (Sustainable HRM) has become a critical strategic concern as organizations seek to balance performance demands with long-term sustainability. While reward systems are widely recognized as essential HR mechanisms, empirical evidence explaining how they contribute to Sustainable HRM remains limited and inconclusive. This study examines the role of reward systems in fostering Sustainable HRM through the mediating mechanisms of employee commitment, employee culture, situational leadership, and employee performance. Using a quantitative explanatory design, data were collected from 360 managerial-level employees across five companies in West Java, Indonesia. Structural Equation Modeling with Partial Least Squares (PLS-SEM) was employed to test the proposed relationships and mediation effects. The results reveal that reward systems significantly strengthen employee commitment, employee culture, and situational leadership, but do not directly influence employee performance or Sustainable HRM. Among the organizational factors examined, situational leadership emerged as the only significant predictor of employee performance. Furthermore, employee performance was found to have a strong and direct effect on Sustainable HRM, while other variables showed no direct impact. Mediation analysis confirms that employee performance partially mediates the relationship between situational leadership and Sustainable HRM. These findings suggest that reward systems function as foundational enablers rather than direct drivers of sustainability-oriented HR outcomes. Sustainable HRM is achieved primarily through leadership-driven performance mechanisms rather than through reward allocation alone. This study contributes to Sustainable HRM literature by clarifying the internal pathways through which HR practices translate into sustainable outcomes, particularly within emerging economy contexts.
The Influence of Work Culture, Human Resource Management Practices, Communication, and Compensation on the Performance of Private Vocational High School Employees Nani Sudiarti; Tri Widyaastuti; I Nyoman Sawitri; Zahara Tussoleha Rony
Jurnal Iqra' : Kajian Ilmu Pendidikan Vol. 11 No. 1 (2026): Jurnal Iqra' : Kajian Ilmu Pendidikan
Publisher : Institut Agama Islam Ma'arif NU (IAIMNU) Metro Lampung

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25217/ji.v11i1.7436

Abstract

The Influence of Work Culture, Human Resource Management Practices, Communication, and Compensation on the Performance of Private Vocational High School Employees
Co-Authors Abdul Rosid Abdul Wahab Syakhrani Hadita Hadita I Nyoman Sawitri Indah Rizki Maulia Joseph M J Renwarin Kadeni Kadeni, Kadeni Lisna Nurpida Mohammad Ahmad Bani Amer Nani Sudiarti Nera Marinda Machdar Sugiyono Tri Widyaastuti Yayan Hendayana