Article Per Year (5 Year)
p-Index From 2021 - 2026
4.506
P-Index
This Author published in this journals
All Journal Procuratio : Jurnal Ilmiah Manajemen Kurs : Jurnal Akuntansi, Kewirausahaan dan Bisnis Dinasti International Journal of Education Management and Social Science Jurnal Ilmiah Edunomika (JIE) Management Studies and Entrepreneurship Journal (MSEJ) SOLUSI International Journal of Business, Law, and Education Journal Of Human And Education (JAHE) Return : Study of Management, Economic and Bussines West Science Business and Management West Science Interdisciplinary Studies Luxury: Landscape of Business Administration West Science Interdisciplinary Studies JAAMTER : Jurnal Audit Akuntansi Manajemen Terintegrasi JUDIKAT: Jurnal Pengabdian Kepada Masyarakat Commercium: Journal of Business and Management Ambidextrous : Journal of Innovation, Efficiency and Technology in Organization Epsilon : Journal of Management (EJoM) Journal of Management
Yutiandry Rivai
Institut Bisnis Dan Teknologi Pelita Indonesia
Humanities Chemical Engineering, Chemistry & Bioengineering Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Neuroscience Social Sciences Other

Published : 33 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search
Journal : Luxury: Landscape of Business Administration

 1 
Leveraging Gamified Human Resources Platforms to Enhance Learning and Development Outcomes among Banking Employees Rivai, Yutiandry
Luxury: Landscape of Business Administration Vol. 3 No. 1 (2025): Luxury: Landscape of Business Administration
Publisher : First Ciera Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61230/luxury.v3i1.123

Abstract

This study aims to examine how gamified HR platforms influence learning and development outcomes among banking employees. This study employs a qualitative research approach to gain an in-depth understanding of how gamified HR platforms influence learning and development outcomes among banking employees. A case study design will be used, focusing on one or more banking institutions that have implemented gamified HR platforms for training and development. Data will be analyzed using thematic analysis. The findings demonstrate that gamification significantly improves learning engagement, motivation, and knowledge retention. Features such as progress tracking, scenario-based simulations, and leaderboards contributed to more positive learning experiences compared to traditional e-learning. Gamified HR platforms can help modernize compliance training and skill development, making them more relevant and enjoyable. Future studies can build upon this work in conduct quantitative or mixed-methods research to measure the statistical impact of gamification on learning outcomes and job performance.
A Qualitative Study on the Meaning of Employee Engagement for Employees in Sustaining Commitment to the Organization Rivai, Yutiandry
Luxury: Landscape of Business Administration Vol. 3 No. 1 (2025): Luxury: Landscape of Business Administration
Publisher : First Ciera Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61230/luxury.v3i1.124

Abstract

This qualitative study seeks to explore the lived experiences of employees to uncover how they perceive the meaning of engagement and how this perception influences their commitment to remain within the organization. This study employed a qualitative research design using a phenomenological approach. Phenomenology is well-suited for exploring the lived experiences and personal interpretations of individuals. Thematic analysis was used to analyze the data, following Braun and Clarke’s (2006) six-step approach. The findings reveal that employee engagement is deeply rooted in emotional connection, recognition, meaningful work, and supportive leadership. Engagement is not just a state of doing, it is a state of being. It is shaped by how employees experience their roles, relationships, and the organizational environment. For HR and Management, engagement strategies should prioritize emotional connection, purpose, recognition, and leadership development. Top-down engagement initiatives must be supplemented with authentic two-way communication. Future research could consider involving employees from different industries, countries, or generational cohorts to compare engagement perceptions.
Co-Authors AA Sudharmawan, AA Agnes Alvionita Aida Nursanti Aida Nursanti Alvionita, Agnes Amin, Amiruddin M Ana Fitriyatul Bilgies Ana Fitriyatul Bilgies, Ana Fitriyatul Angelina, Vanessa Archristhea Amahoru, Archristhea Arini Novandalina Arini Novandalina Arini Novandalina Arini Novandalina Arwinence Pramadewi Bob Novitriansyah Cakranegara, Pandu Adi Chandra, Stefani Darmasari, Ria David David Dominicus Josephus Swanto Dominicus Josephus Swanto T Estu, Ahmad Zulkarnaen Fadrul, Fadrul Gatot Wijayanto Hadi, Syukri Hendrik Chen Henni Noviasari Henni Noviasari Hocky, Agus Ida Bagus Made Wisnu Parta Ilyas Ilyas Jusatria, Jusatria Jushermi Jushermi Jushermi Jushermi Jushermi Jushermi Jushermi Jushermi Jushermi, Jushermi Kudri, Wan Muhamad Layla Hafni Layla Hafni S Marzolina Marzolina, Marzolina Maulana Rezfajri S Miran, Ikas Peri Akri Prihastuti, Asepma Hygi Rizaldi Putra Roesdi, Rosnelly Rovanita Rama Rovanita Rama Rovanita Rama Rusilawati, Ermina S, Deswita Saipul Al Sukri Sehani Sehani Sehani Sehani Sitompul, Silvia Sari Sri Wahyuni Wildah Surya Safari SD Swanto T, Dominicus Josephus Syahputra, Hidayat Teddy Chandra Tengku Akmaruddin Tjahjana, Dominicus Josephus Swanto