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All Journal Philosophiamundi : Journal of Global Humanistic Studies Assets Journal: Management, Administration, Economics, and Accounting Maroon Journal De Management
Muhammad Rafi Dhia
Unknown Affiliation
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Other

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Analysis of Career Development and Engagement on Gen Z Retention via Commitment in Jakarta Tech Companies Muhammad Rafi Dhia
Assets Journal: Management, Administration, Economics, and Accounting Vol. 2 No. 1 (2024): Assets Journal
Publisher : Yayasan Insan Mulia Bima

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59923/assets.v2i1.180

Abstract

This study aims to examine the impact of Career Development and Employee Engagement on the retention of Generation Z employees in technology companies in Jakarta, with Organizational Commitment serving as a mediating variable. The research uses Career Development and Employee Engagement as independent variables and Employee Retention as the dependent variable. Data was gathered by distributing questionnaires to 140 employees working in technology companies in Jakarta. An associative quantitative approach was employed, utilizing primary data and applying Structural Equation Modeling (SEM) through Smart PLS. The findings reveal that Career Development significantly influences Employee Retention with a coefficient value of 0.497. Similarly, Employee Engagement has a positive and significant effect on Employee Retention, with a coefficient value of 0.224. Additionally, Career Development positively and significantly impacts Organizational Commitment with a coefficient value of 0.575, while Employee Engagement also positively and significantly affects Organizational Commitment with a coefficient value of 0.257. Furthermore, both Career Development and Employee Engagement positively and significantly influence Employee Retention through Organizational Commitment, with coefficient values of 0.160 and 0.072, respectively. Finally, Organizational Commitment has a significant effect on Employee Retention, with a coefficient value of 0.279.
The Effect of Organizational Culture, Competence and Work Motivation on Employee Performance at Ministry of Transportation Muhammad Rafi Dhia; Anata, Lutdhias
Philosophiamundi Vol. 2 No. 3 (2024): Philosophiamundi June 2024
Publisher : PT. Kreasi Karya Majakata

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Abstract

This research examines and assesses the influence of organisational culture, employee competence, and work motivation on employee performance. The data was gathered by distributing questionnaires to 78 employees at the Office of the Human Resource Development Center, Ministry of Transportation, Republic of Indonesia. The research employed an associative quantitative approach with primary data, and data analysis techniques included validity testing, reliability testing, classical assumption testing, coefficient of determination analysis (R Square), multiple linear regression analysis, hypothesis testing, and analysis using SPSS. The research findings suggest that organisational culture significantly enhances employee performance, particularly in showing respect for individuals. Additionally, the study shows that competence and work motivation positively impact employee performance, with competence being the most influential factor. The analysis of the coefficient of determination reveals that 54.7% of the variation in employee performance can be attributed to organisational culture, competence, and work motivation. At the same time, other unexamined variables, such as leadership and communication influence the remaining 45.3%
The Role of Technology in Tranformation Human Resource Management: Systematic Literature Review Muhammad Rafi Dhia
Philosophiamundi Vol. 2 No. 4 (2024): Philosophiamundi August 2024
Publisher : PT. Kreasi Karya Majakata

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Abstract

This study aims to explore the impact of technology on the transformation of human resource management (HRM) through a systematic literature review using the PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) method. Technology has profoundly influenced HRM in recent decades, affecting areas such as recruitment, training, performance management, and employee retention. The research identifies key trends, challenges, and the outcomes of technology implementation in HRM from 2016 to 2023. The goal is to provide valuable insights for practitioners and researchers to improve technology use in HRM and develop effective strategies to address existing challenges. Future research should focus on creating a comprehensive model and practical strategies for utilizing technology in HRM transformation.
Emotional Intelligence, Employee Engagement, and Psychological Well-being on Managerial Competence in Nonprofit Organizations Muhammad Rafi Dhia
Maroon Journal De Management Vol. 1 No. 2 (2024): Maroon Journal De Management (MJDM)
Publisher : Generasi Sains Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37899/mjdm.v1i2.85

Abstract

This study explores the combined effects of emotional intelligence, employee engagement, and psychological well-being on managerial competence within nonprofit organizations. The sector's unique challenges necessitate effective management to balance mission-driven goals with organizational sustainability. Using a quantitative approach, data were collected from 160 managers through structured questionnaires. Multiple linear regression analysis, conducted using JASP software, revealed that emotional intelligence, employee engagement, and psychological well-being significantly predict managerial competence. The model with these predictors (M₁) explained 84.7% of the variance in managerial competence (R² = 0.849, Adjusted R² = 0.847) and demonstrated a substantial improvement over the baseline model (M₀) with an R² of 0.000. The coefficients for emotional intelligence (β = 0.450, t = 7.223, p < 0.001), employee engagement (β = 0.473, t = 7.826, p < 0.001), and psychological well-being (β = 0.465, t = 7.419, p < 0.001) were all highly significant. Among these, employee engagement had the strongest impact on managerial competence. The ANOVA test confirmed the model's robustness, with an F-value of 293.461 (p < 0.001), indicating that these variables collectively explain a significant portion of the variance in managerial competence. This study highlights the importance of integrating these factors to enhance managerial effectiveness in nonprofit settings.
Co-Authors Anata, Lutdhias