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All Journal HIKMAH : JURNAL PENDIDIKAN AGAMA ISLAM JURNAL EDUKASI NONFORMAL Mahaguru: Jurnal Pendidikan Guru Sekolah Dasar Jurnal Pendidikan dan Ilmu Sosial Jurnal Ilmiah Research and Development Student Jurnal Nakula: Pusat Ilmu Pendidikan, Bahasa Dan Ilmu Sosial Jurnal Manajemen dan Pendidikan Agama Islam Jurnal Budi Pekerti Agama Islam JURNAL RUMPUN MANAJEMEN DAN EKONOMI Jurnal Ilmiah Nusantara JURNAL AKADEMIK EKONOMI DAN MANAJEMEN Panggung Kebaikan : Jurnal Pengabdian Sosial Inovasi Sosial: Jurnal Pengabdian Masyarakat Pemberdayaan Masyarakat: Jurnal Aksi Sosial
Sukatin Sukatin
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Teori Pembelajaran dan Perbedaan Gaya Belajar Saefiana Saefiana; Fitri Dini Sukmawati; Rahmawati Rahmawati; Dira Ayu Miranda Rusnady; Sukatin Sukatin; Syaifuddin Syaifuddin
Mahaguru: Jurnal Pendidikan Guru Sekolah Dasar  Vol 3 No 1 (2022): Mahaguru: Jurnal Pendidikan Guru Sekolah Dasar
Publisher : Universitas Muhammadiyah Enrekang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33487/mgr.v3i1.3976

Abstract

Setiap manusia diciptakan oleh Sang Khalik dengan segala keunikan dan karakteristik atau ciri khasnya masiing-masing. Hal ini dinamakan sebagai perbedaan individu (individual differences). Perbedaan individu adalah perbedaan kemampuan dan karakteristik (kognitif, kepribadian, keterampilan fisik, dan lain sebagainya) antar peserta didik pada jenjang usia tertentu dan dalam setiap kelompok tertentu. Melalui praktik dan aktivitas pendidikan, kita dapat mengakomodasi perbedaan individual para siswa. Demikian pula halnya gaya belajar antar satu sama lain juga berbeda. Ada yang gaya belajar visual, auditori, dan kinestetik. Pentingnya untuk mengenali gaya belajar anak didik sehingga guru bisa memvariasikan gaya mengajar, metode pembelajaran yang cocok diterapkan dalam proses pembelajaran. Metode analisis yang dilakukan adalah studi pustaka, dengan cara mencari beberapa sumber yang telah diterbitkan oleh penulis/peneliti lain terkait dengan perbedaan individu dari gaya belajarnya. Sebagai pengajar kita harus mampu memilih berbagai cara/teknik yang dapat mengakomodasi perbedaan-perbedaan siswa secara personal dan mengoptimalkan kemajuan maupun kemampuan interpersonal masing-masing peserta didik dalam jangka panjang terutama jika ditinjau dari gaya belajarnya sehingga proses pembelajaran terlaksana secara optimal.
PENGARUH KARAKTERISTIK KEPALA SEKOLAH DAN KEMAMPUAN KINERJA TERHADAP PENINGKATAN MOTIVASI BERPRESTASI GURU DI SEKOLAH MENENGAH PERTAMA NEGERI 8 BATANG HARI Dany Dwiki Saputra; Iwan Aprianto; Sukatin Sukatin; Andri Astuti
HIKMAH: JURNAL PENDIDIKAN AGAMA ISLAM Vol 11, No 2 (2022)
Publisher : STAI Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55403/hikmah.v11i2.368

Abstract

KEPEMIMPINAN TRANSFORMASIONAL KEPALA MADRASAH DALAM MENINGKATKAN PROFESIONALISME GURU PADA MASA PANDEMI COVID 19 DI MADRASAH TSANAWIYAH MUBTADI’IN PENEROKAN Sukatin Sukatin; Andri Astuti; Bella Dwi Febrianti
HIKMAH: JURNAL PENDIDIKAN AGAMA ISLAM Vol 11, No 2 (2022)
Publisher : STAI Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55403/hikmah.v11i2.359

Abstract

PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KEJUJURAN PEMIMPIN TERHADAP EFISIENSI DI SEKOLAH MENENGAH PERTAMA NEGERI 21 BATANG HARI Sukatin Sukatin; Zulqarnain Zulqarnain; Maya Nur Khasanah
HIKMAH: JURNAL PENDIDIKAN AGAMA ISLAM Vol 11, No 2 (2022)
Publisher : STAI Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55403/hikmah.v11i2.364

Abstract

To create such conditions, transformational leadership and leadership honesty are needed. This study aims to determine and analyze: (1) The effect of transformational leadership on school efficiency. (2) The effect of leader honesty on school efficiency. (3) The influence of transformational leadership and honesty of leaders both have an effect on school efficiency. Research using quantitative methods, used to examine the population or a particular sample. The population in this study were all teachers at the 21 Batang Hari Junior High School, because the population was less than 100, the sample of this study were all 31 teachers at the 21 Batang Hari Junior High School. different, that is 1/3 of the total sample in SMP N 3 Batang Hari, which is 10 teachers. Collecting data using questionnaires and observations, the data has met the validity test, reliability test, normality test, homogeneity test and linearity test and hypothesis testing. Shows that: (1) The measurement of transformational leadership on efficiency is 47.9%. Calculation of tcount with ttable obtained tcount = 3.359, ttable = 1.695 that rejects Ho and accepts Hi. This means that there is a significant influence between transformational leadership and school efficiency. (2) The effect of leader honesty on school efficiency is 53.3%. Calculation of tcount with ttable obtained tcount = 3.793, ttable = 1.695 that rejects Ho and accepts Hi. There is a significant influence between the honesty of the leader on the efficiency of the school. (3) The simultaneous effect of transformational leadership and leadership honesty on school efficiency is 95.5%. The calculation of fcount with ftable obtained fcount = 295.697, ftable = 3.30 that rejects Ho and accepts Hi. There is a significant effect between transformational leadership and leadership honesty simultaneously on school efficiency
MANAJEMEN SUMBER DAYA MANUSIA DALAM MENINGKATKAN ADMINISTRASI DI MADRASAH TSANAWIYAH NEGERI 2 BATANG HARI Sukatin Sukatin; Fitri Nasution; Ine Damayanti
HIKMAH: JURNAL PENDIDIKAN AGAMA ISLAM Vol 11, No 2 (2022)
Publisher : STAI Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55403/hikmah.v11i2.360

Abstract

Human Resource Management Strategy in Improving Administration at Madrasah Tsanawiyah Negeri 2 Batang Hari, namely by planning, organizing, supervising and assessing, guided by the established curriculum. This study aims to determine how the strategy of human resource management in improving administration, especially in the implementation of learning. The method used in this study is a descriptive method with a qualitative approach. Data collection techniques in this study were carried out directly through interviews, observation and documentation studies. The subjects of this study were principals, vice principals for curriculum and teachers at MTs Negeri 2 Batang Hari. The research results obtained are: (1) the principal of the madrasa fosters teachers in the process of compiling learning programs such as lesson plans, annual programs, semester programs, and details of the effective week. (2) the head of the madrasah fosters teachers in the implementation of learning which is done by explaining the material, learning media, learning methods and learning resources. (3) the head of madrasah fosters professional improvement of teachers by means of supervision, upgrading, seminars and activating the MGMP as well as providing learning facilities and media.
PENGARUH PERILAKU KEPEMIMPINAN DAN STRUKTUR ORGANISASI TERHADAP EFEKTIVITAS KERJA DI MADRASAH TSANAWIYAH BAITUL MUBTADI’IN PENEROKAN Annisa Apriliani; Sukatin Sukatin; Hidayati Hidayati
HIKMAH: JURNAL PENDIDIKAN AGAMA ISLAM Vol 11, No 2 (2022)
Publisher : STAI Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55403/hikmah.v11i2.357

Abstract

Berdasarkan grand tour peneliti Di Madrasah Tsanawiyah Baitul Mubtadi‟inmengenai faktor yang mempengaruhi efektivitas kerja telah dikemukakan diperoleh rata-rata persentase dari seluruh pilihan jawaban instrumen berada pada kriteria SS (Sangat Setuju) yaitu sebanyak 28,1%, kriteria S (Setuju) yaitu sebanyak 48,7%, kriteria N (Netral) yaitu sebanyak 11,67%, kriteria TS (Tidak Setuju) hanya 0,7% dan untuk kriteria STS (Sangat Tidak Setuju) yaitu 0%. Efektivitas Kerja juga dapat dilihat dari variabel perilaku kepemimpinan. Karena perilaku kepemimpinan sangat berpengaruh terhadap efektivitas kerja tenaga pendidik dan tenaga kependidikan. Berdasarkan hasil penelitian yang dilaksanakan di Madrasah Tsanawiyah Baitul Mubtadi‟in menunjukkan bahwa berdasarkan perhitungan persamaan regresi diperoleh nilai R Square sebesar 0,642, ini berasal dari pengkuadratan nilai koefisien korelasi atau „‟R‟‟, yaitu 0,642 x 0,642 = 0,412. Besarnya angka koefisien determinasi (R Square) adalah 0,412 atau sama dengan 41,2%. Angka tersebut mengandung arti bahwa variabel perilaku kepemimpinan dan struktur organisasi secara simultan (bersama-sama) berpengaruh terhadap variabel efektivitas kerja sebesar 41,2%. Sedangkan sisanya sebesar 100%-41,2%=56% dipengaruhi oleh variabel lain di luar persamaan regresi ini atau variabel yang tidak diteliti.
Teori Kinerja Guru dalam Meningkatkan Mutu Pendidikan Arfah Dina; Dendi Yohanda; Julia Fitri; Masrifatul umnia Hakiki; Sukatin Sukatin
JURNAL EDUKASI NONFORMAL Vol 3 No 1 (2022): Jurnal Edukasi Nonformal
Publisher : Universitas Muhammadiyah Enrekang

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Penelitian ini bertujuan untuk (1) menjabarkan bentuk kinerja guru dalam meningkatkan mutu pendidikan (2) mendeskripsikan upaya guru dalam meningkatkan mutu pendidikan dan (3) mengidentifikasi kendala guru dalam meningkatkan muitu pendidikan.Penelitian ini menggunakan metode deskriptif kualitatif. Sumber data yang diperoleh dari transkrip dari wawancara yang dilakukan kepada Guru dan Kepala Sekolah. Teknik pengumpulan data menggunakan teknik wawancara, observasi, dan dokumen.Teknik analisis data yang digunakan adalah tahapan analisis data menurut Mc Millan dan Sally Schumacher.Hasil dari penelitian ini adalah (1) kinerja guru dalam meningkatkan mutu pendidikan adalah sebagai berikut: (a) menyiapkan buku guru dan buku siswa sebelum proses pembelajaran, (b) memahami buku siswa dan buku guru, (c) membuat RPP sesuai kebutuhan dengan beberapa penyesuaian, (d) guru selalu menyisipkan pesan moral ketika proses pembelajaran, (e) untuk meningkatkan minat belajar siswa, guru menerapkan sistem reward dan punishment, (f) guru mengembangkan potensi kognitif siswa dalam pembelajaran, (g) menyediakan alat dan media pembelajaran baik media nyata maupun dengan menggunakan LCD, dan (h) menyiapkan instrumen penilaian. (2) upaya guru dalam meningkatkan mutu pendidikan sebagi berikut: (a) mengadakan pelatihan berupa diklat kurikulum 2013 dan (b) progam sertifikasi guru.(3) Kendala guru dalam meningkatkan mutu pendidikan yaitu: (a) pembelajarannya sulit diterima peserta didik terutama kelas bawah, (b) penilaian di kurikulum 2013menyita banyak waktu bagi guru, (c) materi yang tidak sesuai dengan usia dan tingkatannya dalam penggunaan buku guru dan siswa, (d) kesiapan guru dalam mengajar yang kurang, (e) guru merasa terbebani dengan penilaian autentik.
Manajemen Tenaga Pendidik Dan Tenaga Kependidikan Sukatin Sukatin; Feni Dwita Kristi; Jihan Nabila Putri; Gilang Anjari
Jurnal Manajemen dan Pendidikan Agama Islam Vol. 2 No. 5 (2024): September : Jurnal Manajemen dan Pendidikan Agama Islam
Publisher : Asosiasi Riset Pendidikan Agama dan Filsafat Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/jmpai.v2i5.527

Abstract

Managemen of teaching staff and education staff is a complex and strategic process to improve the quality of education.In this context,the managemen of teaching and educational staff focuses on the effective and efficient development,managemen and use of human resources.In this way,the managemen of teaching staff and educational staff can improve the quality of educational,increase teacher motivation and job satisfaction,and improve the quality of educational services provided. In the managemen of teaching staff and educational sataff,several important factors that need to be considered are the development of teacher competency,time and resource management,and the use of technology to increase efficiency and effectiveness.Apart from that,management of teaching staff must also pay attetion to other aspects such as organizational culture,commonication and teacher job satisfaction.Thus,management of teaching staff and educational staff can be an effective strategy for improving the quality of education and increasing student achievement.
MANAJEMEN PENDIDIKAN YANG INKLUSIF: MENYUSUN KEBIJAKAN UNTUK PENDIDIKAN YANG SETARA DAN BERKUALITAS (Inclusive Education Management: Formulating Policies for Equitable and Quality Education) Ayu Mawarmi Asriyanti; Iplah Muhlisin; Tiara Puspita sari; Yunita Silvi; Sukatin Sukatin
JURNAL ILMIAH RESEARCH AND DEVELOPMENT STUDENT Vol. 3 No. 1 (2025): Februari
Publisher : CV. ALIM'SPUBLISHING

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59024/jis.v3i1.1060

Abstract

Inclusive education refers to an educational approach that provides equal opportunities for all students, regardless of their socio-economic background, ability, or disability. This paper explores the concept of inclusive education management, with a focus on formulating policies that promote equitable access to quality education. By examining key strategies and international best practices, this paper outlines how educational systems can develop and implement policies that foster inclusivity, ensuring that all learners can succeed in an environment that values diversity.
Pengaruh Kepemimpinan Transformasional dan Motivasi Kerja terhadap Kinerja Guru di Madrasah Aliyah Negeri 1 Batang Hari Alifa Audy Angelya; Sukatin Sukatin; Zilawati Zilawati
Jurnal Nakula : Pusat Ilmu Pendidikan, Bahasa dan Ilmu Sosial Vol. 2 No. 6 (2024): November : Pusat Ilmu Pendidikan, Bahasa dan Ilmu Sosial
Publisher : Asosiasi Riset Ilmu Pendidikan Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/nakula.v2i6.1358

Abstract

Teacher performance is the ability of a teacher to carry out his duties in an educational institution. Transformational leadership is leadership that includes organizational change efforts. Work motivation is a driving force that creates enthusiasm for someone to want to work together to achieve goals. This research is quantitative research, with a survey approach. The population in this study was all 28 teachers at Madrasah Aliyah Negeri 1 Batang Hari. The research sample where all members of the population were sampled was 28 people. For instrument testing, 20 people were carried out at different Madrasah Aliyah. The results of this research show that, partially, transformational leadership has a significant effect on teacher performance by 46.7%. This shows that the better the transformational leadership, the higher the teacher's performance. Work motivation has a significant effect on teacher performance by 52.2%. This shows that the better the work motivation, the higher the teacher's performance. Simultaneously there is a significant influence between transformational leadership and work motivation on teacher performance of 87%, with the obtained value of fcount ˃ ftable (83.392 ˃ 3.34). This shows reject H0 and accept Ha. This means that there is a significant influence between transformational leadership and work motivation simultaneously (simultaneously) on teacher performance at Madrasah Aliyah Negeri 1 Batang Hari.
Co-Authors Alifa Audy Angelya Amrizal Amrizal ANDRI ASTUTI Anisa Pertiwi Anjuna Cahya Azzahra Annisa Apriliani Arfah Dina Ayu Mawarmi Asriyanti Bayu Rismawan Putra Bella Dwi Febrianti Dany Dwiki Saputra Delia Masmudah Dendi Yohanda Dini Hariyati Adam Dira Ayu Miranda Rusnady Evi Kholishoh Ainuz Zulva Feni Dwita Kristi Fitri Dini Sukmawati Fitri Nasution Gilang Anjari Helen Fasya Sabrina Hidayati Hidayati Ine Damayanti Iplah Muhlisin Iwan Aprianto Jihan Nabila Putri Julia Fitri Julia Julia Khairul Mutaqin Khrysma Septiana Lily Hidayati Mahdayeni Maisarah Gusvita MASHUDI HARIYANTO Masrifatul umnia Hakiki Maya Nur Khasanah Moch. Zidhane Saputra Muhammad Yusup Naziha Amani Nindy Nur Alviani Nur Aisyah Nur Hafizi Puji Astuti Raden Hebat Kurnia Rahma Rahma Rahmawati Rahmawati Reni Uswatun Hasanah Retno Widari Reza Amanda Reza Apriyanto Saefiana Saefiana Sani Samara Septia Ningsih Siti Abidah syaifuddin syaifuddin Tiara Puspita sari Wahyu Widiyansih Yulia Putri Yuneni Agustin Yunita Silvi Zilawati Zilawati Zilawati Zulqarnain Zulqarnain