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All Journal Dinasti International Journal of Management Science Reviu Akuntansi, Manajemen, dan Bisnis Journal of Artificial Intelligence and Digital Business Jurnal Psikologi dan Konseling West Science West Science Interdisciplinary Studies West Science Interdisciplinary Studies West Science Social and Humanities Studies Secretary Administration Journal
Anung Haryanto
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Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Engineering Environmental Science Health Professions Industrial & Manufacturing Engineering Law, Crime, Criminology & Criminal Justice Library & Information Science Neuroscience Public Health Social Sciences Other

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Analysis of Strategic HR Business Partners and Managerial Competencies on the Effectiveness of HR Management in the Manufacturing Industry in Karawang Anung Haryanto; Salwa Aulia Novitasari; Sintia Permata Sari
West Science Interdisciplinary Studies Vol. 4 No. 08 (2026): West Science Interdisciplinary Studies
Publisher : Westscience Press

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/wsis.v4i08.3069

Abstract

This study examines the role of Strategic Human Resource Business Partner (Strategic HRBP) and managerial competencies in improving HR management effectiveness in manufacturing companies in Karawang, West Java. A quantitative approach with a cross-sectional survey design was employed. Data were collected from 135 respondents working in manufacturing companies using a structured questionnaire measured on a five-point Likert scale. The data were analyzed using IBM SPSS Statistics version 25 through descriptive statistics, validity and reliability testing, classical assumption tests, Pearson correlation, multiple linear regression, t-tests, F-tests, and coefficient of determination. The results show that Strategic HRBP has a positive and significant effect on HR management effectiveness. Managerial competencies also have a positive and significant effect. Simultaneously, both variables significantly influence HR management effectiveness, as indicated by F = 70.501 and p < 0.001. The model explains 51.6% of the variance in HR management effectiveness (R² = 0.516). Managerial competencies show a slightly stronger contribution than Strategic HRBP. These findings indicate that effective HR management in manufacturing organizations requires both strategic integration of the HR function and competent managerial execution. Strengthening HR business partnering and managerial capabilities can therefore support more responsive, strategically aligned, and effective human resource management.
Analysis of Strategic HR Business Partners and Managerial Competencies on the Effectiveness of HR Management in the Manufacturing Industry in Karawang Anung Haryanto; Salwa Aulia Novitasari; Sintia Permata Sari
West Science Interdisciplinary Studies Vol. 4 No. 08 (2026): West Science Interdisciplinary Studies
Publisher : Westscience Press

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/wsis.v4i08.3069

Abstract

This study examines the role of Strategic Human Resource Business Partner (Strategic HRBP) and managerial competencies in improving HR management effectiveness in manufacturing companies in Karawang, West Java. A quantitative approach with a cross-sectional survey design was employed. Data were collected from 135 respondents working in manufacturing companies using a structured questionnaire measured on a five-point Likert scale. The data were analyzed using IBM SPSS Statistics version 25 through descriptive statistics, validity and reliability testing, classical assumption tests, Pearson correlation, multiple linear regression, t-tests, F-tests, and coefficient of determination. The results show that Strategic HRBP has a positive and significant effect on HR management effectiveness. Managerial competencies also have a positive and significant effect. Simultaneously, both variables significantly influence HR management effectiveness, as indicated by F = 70.501 and p < 0.001. The model explains 51.6% of the variance in HR management effectiveness (R² = 0.516). Managerial competencies show a slightly stronger contribution than Strategic HRBP. These findings indicate that effective HR management in manufacturing organizations requires both strategic integration of the HR function and competent managerial execution. Strengthening HR business partnering and managerial capabilities can therefore support more responsive, strategically aligned, and effective human resource management.
Exploring Human Resources Development as a Determining Factor for Organizational Success: A Qualitative Approach Yosi Pahala; Anung Haryanto; Ninin Nurhidayati; Subehana Subehana; Sonya Sidjabat
Dinasti International Journal of Management Science Vol. 6 No. 6 (2025): Dinasti International Journal of Management Science (July - August 2025)
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijms.v6i6.5317

Abstract

This research explores the strategy of human resource development in Jakarta universities in the face of digital transformation and the Independent Learning Independent Campus (MBKM) policy, as well as the role of digitalization of HR management (Digital HR) in increasing organizational effectiveness. The method used is a qualitative approach with secondary data analysis from national and international journals over the past ten years. The results show that HR competence is the main factor in organizational success in the digital era. Technology-based HR development strategies, with stakeholder support, produce adaptive, innovative, and globally competitive human resources. Organizations that are responsive to technological and social change tend to have an edge over the competition. This study has limitations, such as the use of secondary studies that are not representative of all organizations, and has not been in-depth analyzing organizational cultural factors, technological readiness, and policy support. The absence of primary data also makes the research results theoretical. Nevertheless, these findings make an important conceptual contribution and can serve as a basis for further research in developing HR management models that are relevant to the demands of the digital age and the implementation of MBKM policies.
Co-Authors Heri Setiyawan Immamah, Eka Judijanto, Loso Loso Judijanto Mochamad Ramza Rapier Gussa Muhtadi, Muhamad Ammar Ninin Nurhidayati Nurhidayati, Ninin Pipit Sundari Priyana, Yana Salwa Aulia Novitasari Setiyawan, Heri Sidjabat, Sonya Sintia Permata Sari Subehana Subehana Subehana, Subehana Yosi Pahala Yosi Pahala, Yosi