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All Journal Oikonomia : Journal of Management Economics and Accounting
Fauziah F Farawowan
STIE Port Numbay Jayapura
Economics, Econometrics & Finance

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Human Resources Strategy in Dealing with Quiet Quitting Among Millennials Fauziah F Farawowan; Sian Linda Lerebulan; Nurul Fadhilah; Amalia Tasya
Oikonomia : Journal of Management Economics and Accounting Vol. 2 No. 3 (2025): Oikonomia - May
Publisher : PT. Hafasy Dwi Nawasena

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61942/oikonomia.v2i3.341

Abstract

The phenomenon of quiet quitting reflects employee disengagement due to an imbalance between organizational demands and the fulfillment of individual psychological needs, especially among the millennial generation. Different from conventional resignations, quiet quitting refers to a passive attitude where employees only work to the minimum without emotional involvement or desire to grow. The millennial generation who demand meaning, autonomy, and life balance tend to do quiet quitting when the organization fails to create an inclusive, supportive, and flexible workspace. This study uses a qualitative approach with a literature study method to examine how human resource management (HR) strategies can respond to this phenomenon adaptively. The results of the study show that conventional managerial approaches that are transactional and hierarchical are no longer relevant. In contrast, strategies based on human-centered management, Agile HR, and personalized employee experience have proven to be more effective in building employee engagement and loyalty. Data-based technology is also an important tool in understanding employee needs and aspirations in real time. Therefore, HR strategy transformation is a must to create a relevant, healthy, and sustainable work culture in the modern work era.
Upskilling and Reskilling: Adaptive Strategies For HR Management in Facing The Industrial Revolution 5.0 Fauziah F Farawowan
Oikonomia : Journal of Management Economics and Accounting Vol. 2 No. 4 (2025): Oikonomia-August
Publisher : PT. Hafasy Dwi Nawasena

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61942/oikonomia.v2i4.406

Abstract

The Industrial Revolution 5.0 has given rise to a new paradigm in human resource (HRM) management, emphasizing the integration of technological advancements and humanistic values. This shift demands a shift in the role of HR from an administrative function to a strategic partner for organizations capable of bridging the collaboration between humans and machines. In this context, upskilling and reskilling strategies are crucial instruments for addressing the challenges of technological disruption and competency gaps. By enhancing technical skills and soft skills such as empathy and critical thinking, the workforce is expected to be more adaptive to future industrial dynamics. This research uses a qualitative method with a literature review approach to explore practices and theories related to HRM development strategies in the Industrial Revolution 5.0 era. Analysis is conducted using a thematic approach to identify organizational policy patterns in responding to structural changes. The study results indicate that the success of upskilling and reskilling programs is largely determined by an inclusive learning culture, transformational leadership, and digital infrastructure readiness. Integrating training strategies within the Strategic Human Resource Management (SHRM) framework is key to sustainability. Therefore, HRM development strategies should not be merely reactive but should be a long-term investment for organizational competitiveness and sustainability.
Co-Authors Amalia Tasya Nurul Fadhilah Sian Linda Lerebulan