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All Journal MANAJEMEN DEWANTARA TGO Journal of Community Development
Hanif Rani Iswari
Universitas Widya Gama Malang
Arts Humanities Economics, Econometrics & Finance Education Social Sciences

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HR Audit-Based SOP Development for Sustainable Workforce Retention in Culinary MSMEs Kedai Bakso Pemuda Spesial Kuah Bening Mega Fianita Fadilah; Hanif Rani Iswari; Sudiyono Sudiyono; Muhammad Yusuf Bahtiar; Viony Alfiyatu Zahroh; Ayu Wandani Mustika Rahma Ba'its Nur
TGO Journal of Community Development Vol. 3 No. 2 (2025): July - December
Publisher : Trescode Green Organization

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56070/jcd.2025.005

Abstract

This community service project was conducted to address the high turnover rate among mobile bakso sales employees at Kedai Bakso Pemuda Spesial Kuah Bening in Malang City. The initiative aimed to enhance workforce stability through a structured Human Resource Audit (HRA) and the development of Standard Operating Procedures (SOPs) based on job analysis and placement principles. The project applied a participatory action approach, involving both management and employees in diagnosing human resource problems and co-developing solutions. The HRA process included five key stages: problem identification, job analysis, job evaluation, job placement, and SOP formulation, followed by monitoring and review. Data were collected through structured interviews, observations, and performance record analysis. Findings revealed that unclear job boundaries, overlapping responsibilities, and a lack of standardized performance monitoring were the primary causes of employee dissatisfaction and turnover. As a result, four major SOPs were developed covering recruitment and orientation, route management, sales operation, and reporting procedures. These SOPs provided clear task guidelines, transparent performance metrics, and fair compensation mechanisms. Within two months of implementation, employee turnover decreased by 25%, and satisfaction levels improved significantly, especially regarding communication and role clarity. This program demonstrates that human resource auditing, when combined with participatory SOP design, can transform informal MSME labor structures into efficient and sustainable systems. The model offers a replicable framework for other small enterprises that rely on mobile or field-based sales personnel, promoting workforce professionalism and long-term business resilience.
PENGARUH TALENT MANAGEMENT DAN KNOWLEDGE SHARING TERHADAP KINERJA KARYAWAN DENGAN EMPLOYEE ENGAGEMENT SEBAGAI VARIABEL MEDIASI (Studi pada Rumah Sakit Umum Bandung di Kota Medan) Agustina Handayani; Survival; Ana Sopanah; Hanif Rani Iswari; Choirul Anam
MANAJEMEN DEWANTARA Vol 10 No 3 (2026): MANAJEMEN DEWANTARA
Publisher : Universitas Sarjanawiyata Tamansiswa

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30738/md.v10i3.23091

Abstract

This study aims to determine the influence of Talent Management and knowledge sharing on employee performance with Employee Engagement as a mediating variable. The research model used in this study is variance-based Structural Equation Modeling (SEM), namely Partial Least Square (PLS). The population used in this study consisted of employees at Rumah Sakit Umum Bandung in Medan City. The number of samples was 54 respondents. A Likert scale was used to measure respondents’ statements in the questionnaire with alternative answers consisting of strongly disagree, disagree, neutral, agree, and strongly agree. To test the hypotheses, the researcher analyzed the data using the SEM-PLS model with SmartPLS version 3 software. The results of the study indicate that Talent Management has a positive and significant effect on employee performance. Knowledge Sharing has a positive and significant effect on employee performance. Talent Management has a positive and significant effect on employee engagement. Knowledge Sharing has a positive and significant effect on employee engagement. Employee Engagement has a positive but not significant effect on employee performance. Employee Engagement is unable to mediate the influence of Talent Management on Employee Performance. Employee Engagement is also unable to mediate the influence of Knowledge Sharing on Employee Performance
Co-Authors Agustina Handayani Ana Sopanah Ayu Wandani Mustika Rahma Ba'its Nur Choirul Anam Mega Fianita Fadilah Muhammad Yusuf Bahtiar Sudiyono Sudiyono Survival Viony Alfiyatu Zahroh