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All Journal BENING Berdikari : Jurnal Ekonomi dan Statistik Indonesia Multidiciplinary Output Research for Actual and International Issue (Morfai Journal)
Dhenny Asmarazisa
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 1 
PENGARUH SUPERVISI KEPALA SEKOLAH DAN MOTIVASI KERJA TERHADAP KINERJA GURU SMK N 2 BATAM Dhenny Asmarazisa
BENING Vol 5, No 1 (2018): MEI 2018
Publisher : University of Riau Kepulauan

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (446.56 KB) | DOI: 10.33373/bening.v5i1.1346

Abstract

This study aimed to determine the effect of the principal supervision and motivation to work on teachers performance, both separately (partial) or jointly (Simultaneously) that conducted at SMK Negeri 2 Batam.In this study, 80 teachers were used for sampling that taken from total populations (teachers). While the types of data used from the questionnaires were distributed throughout the samples. Data analysis was performed by descriptive statistics, which were used to describes in providing images of the object under study through the samples or populations of data obtained in the field associated with the relevant theories and techniques of quantitative analysis of the data which was given a score according to the scale of measurement and to test results using SPSS (Statistics Product and Service Solutions).The result of the research conclude that the partial supervision principals (X1) is not positive and significant effect on teacher performance (Y), with test results of 0.643 or 64.3%, while work motivation (X2) and a significant positive effect on teacher performance (Y) as seen from the test results of 0.37 or 3.7%. But simultaneously the principal supervision and motivation positive and significant impact on the performance of the teacher of SMK Negeri 2 Batam Closeness of 0.567 or 56.7% while the remaining amount of 0.433 or 43.3% is influenced by other variables or factors.Keywords: Supervision, Work Motivation, Performance.
Pengaruh Beban Kerja, Lingkungan Kerja, Pengembangan Karir dan Kompensasi Terhadap Kinerja Karyawan Rona Tanjung; Dhenny Asmarazisa; Hafiz Aprielianto; rudi yanto batara silalahi; sahara
Jurnal Ekonomi Dan Statistik Indonesia Vol 2 No 2 (2022): Berdikari: Jurnal Ekonomi dan Statistik Indonesia (JESI)
Publisher : Future Science

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.11594/jesi.02.02.04

Abstract

The results and analysis carried out in this study indicate that there are still problems that must be resolved. This study aims to determine the effect of workload, work environment, career development, and compensation on employee performance outcomes. This research uses quantitative research with survey method using multiple regression test. The population in this study was 63 people. Sampling was done by saturated sampling method where the total population was used as the research sample. Research data obtained by using a questionnaire instrument that has passed the validity and reliability test. The results of this study are that the workload, work environment, career development, and compensation have a joint or simultaneous effect on employee performance with the results of the F test with the acquisition of a calculated F value of 8.689 and the value of Sig. 0.000 (sign 0.000 < 0.05). Then on the results of the t test, it is known that the workload has a negative and insignificant effect on employee performance with a t value of -0.654 and sig. 0,516, the work environment variable is known to have a positive and significant effect on employee performance with a t value of 2.693 and sig. 0.009, the career development variable is known to have no positive and significant effect on employee performance with a t value of 1.410 and sig. 0.164, the compensation variable is known to have a negative and insignificant effect on employee performance with a t value of -1.049 and sig. 0.299.
HYBRID HARMONY: A PRACTICAL GUIDE TO MANAGING PERFORMANCE AND CULTURE IN A DISTRIBUTED TEAM Deri Tiodora; Ramon Zamora; Dhenny Asmarazisa
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: 10.5281/zenodo.18639132

Abstract

The rapid shift to hybrid and distributed work models presents a critical challenge: maintaining cohesive organizational culture and high performance without a shared physical space. This study aims to provide a practical framework for leaders to effectively synchronize performance management with cultural stewardship in a dispersed environment. The methodology involved a qualitative multi-case study analysis of six technology firms that successfully navigated the transition to a hybrid model, supplemented by surveys of 150 team leaders. The results identify five key pillars for success: redefined communication rituals, outcome-based performance metrics, equitable inclusion practices, intentional cultural artifacts, and leadership training for distributed empathy. The discussion argues that performance and culture are mutually reinforcing systems in a hybrid context, not separate domains. It emphasizes that "hybrid harmony" is achieved not by replicating office practices digitally, but by designing new, inclusive processes that leverage the benefits of flexibility while mitigating proximity bias. The conclusion posits that a deliberate, integrated strategy for managing both output and belonging is essential for sustainable hybrid team success, transforming geographic distribution from a liability into a strategic advantage for talent acquisition and resilience.
BEYOND PAYCHECKS: BUILDING A HUMAN-CENTRIC STRATEGY FOR THE MODERN WORKFORCE Dian Molivia; Ramon Zamora; Dhenny Asmarazisa
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: 10.5281/zenodo.18640357

Abstract

The modern workforce is no longer solely motivated by financial compensation, as evidenced by high disengagement and turnover rates despite competitive pay. This article argues that a fundamental shift toward a human-centric organizational strategy is essential for sustainable success. The objective is to define the core pillars of this strategy and present a framework for implementation. The methodology involves a synthesis of contemporary workforce research, analysis of emerging organizational models, and a review of qualitative data on employee priorities. The results and discussion identify four foundational pillars: Purpose and Autonomy, Growth and Development, Holistic Well-being, and Connection and Recognition. The discussion contends that these elements form an integrated system that addresses the whole employee, thereby fostering resilience and performance. The conclusion posits that organizations investing in this human-centric model will achieve a superior return on investment through enhanced talent retention, innovation, and engagement, moving beyond transactional employment to build a sustainable competitive advantage.
THE TALENT WAR IN A REMOTE-FIRST WORLD: HR STRATEGIES FOR ATTRACTION AND RETENTION Niken Wulandari; Ramon Zamora; Dhenny Asmarazisa
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: 10.5281/zenodo.18639498

Abstract

The rapid shift to remote and hybrid work models has fundamentally transformed the global talent landscape, intensifying competition for skilled professionals beyond geographical boundaries. This article examines the strategic human resources responses necessary to win the talent war in this remote-first era. The objective is to identify and analyze effective HR strategies for attracting and retaining top talent in a distributed work environment. Utilizing a mixed-methodology approach, the research combines a comprehensive review of recent academic and industry literature with a qualitative analysis of case studies from leading remote-first organizations. The findings reveal that success hinges on moving beyond replicating office-centric practices digitally. Key strategies include building a compelling employer brand anchored in flexibility and autonomy, redesigning total rewards packages to prioritize flexibility and holistic well-being, implementing intentional practices to foster connection and combat isolation, and leveraging technology for equitable performance management. The discussion emphasizes that talent attraction and retention are now integrated outcomes of a holistic employee experience designed for a distributed workforce. The conclusion asserts that organizations must view remote work not as a temporary adjustment but as a core strategic component, requiring a fundamental re-evaluation of HR policies and leadership approaches to build a sustainable competitive advantage in the new talent economy.
FROM ADMINISTRATIVE TO STRATEGIC: HOW HR CAN BECOME A TRUE BUSINESS PARTNER Rizky Karnando Rachmat; Ramon Zamora; Dhenny Asmarazisa
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: 10.5281/zenodo.18492415

Abstract

The evolution of the Human Resources function from an administrative to a strategic partner is critical for organizational success in the modern business landscape. Despite its recognized importance, a persistent gap exists between this strategic aspiration and the operational reality in many organizations, where HR remains focused on transactional tasks. This study aims to identify the key competencies, structural changes, and business acumen required for HR to transition into a genuine strategic business partner. Utilizing a qualitative multiple-case study methodology, data was collected through semi-structured interviews with senior HR leaders and C-suite executives across four multinational corporations. The results reveal that strategic HR partnership is predicated on three pillars: the mastery of data analytics for talent insights, the cultivation of deep business literacy, and a formalized seat at the strategic planning table. The discussion argues that this transition necessitates a fundamental redesign of HR roles and metrics, shifting from cost-centre efficiency to value creation and business impact. In conclusion, for HR to become a true business partner, it must transcend its administrative heritage by aligning talent strategy directly with core business objectives, thereby contributing to competitive advantage. This transformation is not merely functional but a strategic imperative for organizational resilience.
DATA-DRIVEN HR: LEVERAGING ANALYTICS TO IMPROVE EMPLOYEE EXPERIENCE AND PERFORMANCE Yossy Oktalina; Ramon Zamora; Dhenny Asmarazisa
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: 10.5281/zenodo.18486304

Abstract

This article examines the transformative role of data analytics in modern human resource management, known as Data-Driven HR. The background outlines the shift from traditional, intuition-based HR practices to a strategic, evidence-based approach necessitated by the digital economy. The primary objective is to demonstrate how organizations can leverage HR analytics to systematically enhance both employee experience and organizational performance. The methodology involves a comprehensive review of existing literature and analysis of case studies from organizations that have implemented HR analytics initiatives. The results indicate that systematic data collection and analysis in areas such as recruitment, engagement, and talent development lead to more informed decision-making, predictive insights, and personalized employee interventions. The discussion highlights that successful implementation requires robust data infrastructure, analytical competency, and a strong ethical framework to address privacy concerns. In conclusion, Data-Driven HR represents a fundamental evolution in the function, enabling a more proactive, employee-centric, and performance-oriented management paradigm. For optimal impact, HR leaders must cultivate data literacy and foster a culture of evidence-based practice while safeguarding employee trust.
THE C-SUITE'S NEW MVP: WHY HUMAN CAPITAL IS NOW THE KEY STRATEGIC ASSET Arief Sumarsono; Ramon Zamora; Dhenny Asmarazisa
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: 10.5281/zenodo.18641039

Abstract

This article examines the transformative role of data analytics in modern human resource management, known as Data-Driven HR. The background outlines the shift from traditional, intuition-based HR practices to a strategic, evidence-based approach This article examines the pivotal shift recognizing human capital as the primary strategic asset in the modern knowledge economy. The background establishes the transition from industrial-era models, where physical and financial capital were paramount, to a landscape where innovation, agility, and intellectual property drive competitive advantage. The objective is to argue for the C-suite's direct ownership of human capital strategy, moving it beyond the traditional HR domain. The methodology involves a synthesis of contemporary business literature, analysis of corporate reporting trends, and review of executive leadership frameworks. The results indicate that organizations treating talent strategy as a core CEO and CFO priority demonstrate superior resilience, innovation, and financial performance. The discussion contends that this requires new metrics integrating human capital into financial analysis and a fundamental re-evaluation of leadership agendas. In conclusion, human capital is the new source of sustainable value, demanding a reformed strategic lens where talent outcomes are inseparable from business outcomes.
THE ART OF THE STAY INTERVIEW: PROACTIVE STRATEGIES TO REDUCE TURNOVER BEFORE IT STARTS Zulkifli; Ramon Zamora; Dhenny Asmarazisa
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: 10.5281/zenodo.18641071

Abstract

Employee turnover poses a significant financial and operational challenge for organizations globally, driven by factors like disengagement, poor management, and misaligned career paths. This study explores the stay interview as a proactive, relational tool to enhance retention by identifying and addressing employee concerns before they lead to resignation. Using a qualitative case study methodology, the research analyzed the implementation of a structured stay interview program within a mid-sized technology firm over 12 months. Data was collected through semi-structured interviews with managers and participating employees, alongside analysis of retention metrics. Results indicated a 25% reduction in voluntary turnover and a marked improvement in employee engagement scores. The discussion emphasizes that the efficacy of stay interviews hinges on managerial training, a culture of psychological safety, and a demonstrable follow-up on issues raised. The study concludes that integrating stay interviews into a broader talent retention strategy transforms them from a procedural task into a strategic asset for building organizational commitment and preempting turnover.
Co-Authors Arief Sumarsono Deri Tiodora Dian Molivia Hafiz Aprielianto Niken Wulandari Ramon Zamora Rizky Karnando Rachmat Rona Tanjung Sahara Yossy Oktalina Zulkifli