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All Journal Jurnal Pendidikan Sejarah dan Riset Sosial Humaniora (KAGANGA) SULTANIST: Jurnal Manajemen dan Keuangan Maker: Jurnal Manajemen
Yuliana Yuliana
Universitas Sjakhyakirti
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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Implementasi Kebijakan Pemberdayaan Masyarakat melalui Program Padat Karya pada Satuan Kerja Pelaksanaan Jalan Nasional Yuliana Yuliana
Kaganga:Jurnal Pendidikan Sejarah dan Riset Sosial Humaniora Vol 5 No 1 (2022): Kaganga:Jurnal Pendidikan Sejarah dan Riset Sosial Humaniora
Publisher : Institut Penelitian Matematika, Komputer, Keperawatan, Pendidikan dan Ekonomi (IPM2KPE)

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (532.01 KB) | DOI: 10.31539/kaganga.v5i1.3580

Abstract

This study aims to analyze the implementation of community empowerment policies through labor-intensive programs in the national road implementation work unit which was carried out in Region I, South Sumatra Province. The method used is descriptive research with a qualitative approach. Collecting data using interview, observation and documentation methods. Data analysis was carried out in an interactive form on 3 main components, namely; Data reduction, data presentation and conclusion drawing. The results of the study indicate that implementation can be seen from 2 indicators, namely: Policy content and implementation context. From this research it was found that: (1). The implementation of community empowerment policies through labor-intensive programs has been going well but has not been maximized; (2). Factors that strengthen the implementation of labor-intensive programs are information and counseling. The conclusion of the study shows that if we look at Grindle's theory, the implementation of community empowerment policies through labor-intensive programs in the national road implementation work unit has been going well but not optimally. Keywords: Community Empowerment, Implementation, Padat Karya.
ANALYSIS MODEL SERVANT LEADERSHIP, FLEXIBLE WORK ARRANGEMENTS, AND ORGANIZATIONAL CLIMATE IN PREDICTING EMPLOYEE RETENTION: CASE STUDY ON THE BANKING SECTOR Reina A. Hadikusumo; Raden Isma Anggraini; Yuliana Yuliana; Zain Ashfaq
SULTANIST: Jurnal Manajemen dan Keuangan Vol. 14 No. 1 (2026)
Publisher : Sekolah Tinggi Ilmu Ekonomi Sultan Agung Pematangsiantar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37403/sultanist.v14i1.884

Abstract

The high level of employee turnover in the banking sector amidst the dynamics of organizational transformation and changes in work patterns requires companies to develop more adaptive and sustainable retention strategies. Although various studies have identified factors that influence employee retention, studies that integrate servant leadership, flexible work arrangements, and organizational climate in one empirical model are still relatively limited, especially in the context of the banking industry. This research aims to analyze the influence of servant leadership, flexible work arrangements, and organizational climate on employee retention in the banking sector. The research used a quantitative approach with the Structural Equation Modeling–Partial Least Squares (SEM-PLS) method, with 200 banking employees as respondents. The research results show that servant leadership has a positive and significant effect on employee retention through increasing employee trust, involvement and organizational commitment. Flexible work arrangements have been proven to improve work-life balance and job satisfaction which has an impact on increasing employee intentions to remain in the organization. Apart from that, a conducive organizational climate plays a significant role in strengthening employee loyalty and attachment to the company. Simultaneously, these three variables provide a substantive contribution in explaining employee retention in the banking sector. This research contributes theoretically in expanding the perspective of organizational behavior related to employee retention and provides practical implications for banking management in designing servant leadership, flexible work systems, and organizational climates that support the sustainability of human resources.
ANALYSIS OF e-HRM MODEL AND PERCEIVED ORGANIZATIONAL SUPPORT ON EMPLOYEE ENGAGEMENT: A STUDY OF ONLINE TRANSPORTATION DRIVERS IN INDONESIA I Gusti Ayu Ari Agustini; Reina A. Hadikusumo; Yuliana Yuliana; Michael Ikenna Udodiugwu
JURNAL MANAJEMEN MAKER STIE SULTAN AGUNG Vol 11 No 1 (2025)
Publisher : Sekolah Tinggi Ilmu Ekonomi Sultan Agung

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37403/mjm.v11i1.832

Abstract

In the era of human resource digitalization, e-HRM has become an important tool in supporting team member engagement, including in the informal and application-based sectors such as online transportation. Perceived organizational support is crucial in building psychological bonds between the company and the driver. At the same time, emotional intelligence is believed to help drivers manage work pressure and increase emotional and cognitive engagement. This study aims to analyze the effect of the electronic human resource management (e-HRM) model, perceived organizational support, and emotional intelligence on employee engagement in online transportation drivers in Indonesia. This study uses a quantitative approach with a survey method on a number of online transportation drivers from various platforms in Indonesia. Data analysis was carried out using the regression test model, hypothesis test, correlation test, and coefficient of determination to test the relationship between variables. The results of the study show that the three independent variables, namely e-HRM, perceived organizational support, and emotional intelligence have a significant positive effect on employee engagement. These findings provide practical implications for online transportation service providers in designing more inclusive and technology-based human resource management strategies to increase driver engagement and loyalty.
Co-Authors Anggraini, Raden Isma I Gusti Ayu Ari Agustini Michael Ikenna Udodiugwu Reina A. Hadikusumo Zain Ashfaq