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All Journal International Journal of Economy, Education and Entrepreneurship (IJE3) Thawalib: Jurnal Kependidikan Islam International Journal of Multidisciplinary Research and Literature (IJOMRAL) Journal of Indonesian Scholars for Social Research
Ahmed, Abdal
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Humanities Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Mathematics Physics Social Sciences Other

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IMPLEMENTATION OF AGILE PERFORMANCE MANAGEMENT IN THE DIGITAL ERA IN GLOBAL COMPANIES AND STARTUPS IN INDONESIA Dewi, Irma Nurmala; Khaeruman, Khaeruman; Ahmed, Abdal
International Journal of Economy, Education and Entrepreneurship (IJE3) Vol. 4 No. 3 (2024): International Journal of Economy, Education and Entrepreneurship
Publisher : Yayasan Education and Social Center

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.53067/ije3.v4i3.315

Abstract

This study aims to analyze the implementation of agile performance management in global companies and startups in Indonesia in the digital era. The primary objective of this investigation is to determine the effects of agile methodology implementation on operational efficiency, employee satisfaction, flexibility, responsiveness, and responsiveness. Additionally, it will evaluate the obstacles encountered during the implementation process. The results of the study indicate that the implementation of agile increases the company's responsiveness to customer needs, with startups such as ABC Tech experiencing an increase of up to 30%. In addition, global companies such as PT. XYZ recorded an increase in operational efficiency of 20%. Implementing agile methodologies enhances employee satisfaction due to a more collaborative and transparent work environment. Factors that facilitate the successful implementation of agile methods encompass an innovative organizational culture, technological support, and sufficient human resource competencies. However, significant challenges include resistance to change and resource constraints, especially among senior employees. Based on the findings of this study, the success of agile implementation is highly dependent on the implementation of adaptive leadership and the support of organizational culture. Companies interested in implementing agile performance management to improve resource performance in the digital era can benefit from the insights provided by these findings
Strategies Educational Service and Innovation of Learning Materials in Enhancing Cadet Satisfaction at the National Maritime Academy of Greater Jakarta Kwartama, Agung; Paiman; As’ad, Abdul Rasyid; Abbas, Rianat; Ahmed, Abdal
Journal of Indonesian Scholars for Social Research Vol. 5 No. 1 Special Issues (2025): Innovation and Social Transformation for Golden Indonesia 2045
Publisher : Cendekiawan Indonesia Timur

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59065/jissr.v5i1 (Special Issues).184

Abstract

This research aims to explore the educational service strategies and innovative learning materials implemented at the National Maritime Academy of Greater Jakarta to enhance cadet satisfaction. The methodology employed in this study is a quantitative approach, with surveys serving as the data collection instrument. The research sample consists of 90 cadets selected randomly. The collected data were analysed using descriptive and inferential statistical techniques. The results indicate a significant positive relationship between effective educational service strategies and innovative learning materials and the level of cadet satisfaction. For instance, 85% of respondents stated that innovations in learning materials, such as the use of digital technology, greatly assist in understanding course content. Furthermore, responsive and communicative service from lecturers also contributes to cadet satisfaction, with 78% of cadets expressing satisfaction with their interactions with instructors. These findings suggest that enhancing educational service strategies and innovating learning materials could be key to improving cadet satisfaction at the National Maritime Academy of Greater Jakarta.
IMPLEMENTATION OF HUMAN RESOURCE MANAGEMENT STRATEGIES IN NATIONAL COMPANIES IN THE ERA OF DIGITAL TRANSFORMATION IN INDONESIA Khaeruman, Khaeruman; Dewi, Irma Nurmala; Ahmed, Abdal
International Journal of Multidisciplinary Research and Literature Vol. 4 No. 5 (2025): INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH AND LITERATURE
Publisher : Yayasan Education and Social Center

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.53067/ijomral.v4i5.378

Abstract

The objective of this investigation is to evaluate the effectiveness of human resource management (HRM) strategies in Indonesian national companies as they navigate the digital transformation era. The qualitative case study approach was implemented in three national companies operating in the banking, manufacturing, and telecommunications sectors. Data were gathered via in-depth interviews, observation, and documentation, and subsequently analyzed using NVivo 12 software. The findings indicate that HRM management strategies focus on three primary components: enhancing employee digital competencies through reskilling and upskilling programs, integrating technology into the HRM system, and reinforcing an organizational culture that is adaptable to digital change. The successful implementation of a digital HRM strategy is highly dependent on transformative leadership, digital literacy, and readiness for a new work culture. This study contributes theoretically to the advancement of strategic HRM theory and presents practical recommendations for national companies to enhance competitiveness via digital-based HRM
Visionary Leadership of School Principals in Enhancing the Quality of Education Anas, Iqbal; Sesmiarni, Zulfani; Sunani, Eneng; Ahmed, Abdal; Ibad, Akhmad Zaenul
Thawalib: Jurnal Kependidikan Islam Vol. 6 No. 2 (2025): Thawalib: Jurnal Kependidikan Islam
Publisher : STAI Publisistik Thawalib Jakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54150/thawalib.v6i2.531

Abstract

Visionary leadership of school principals plays a critical role in enhancing the quality of education through strategic vision, teacher supervision, instructional innovation, and collaboration among all stakeholders to create a favourable school climate. This study aims to analyze the role of visionary leadership in improving educational quality and to develop an effective contextual leadership model for the first secondary school, Muhammadiyah Payakumbuh. The research employed a qualitative case study approach, utilizing data collection techniques including semi-structured interviews, observations, and document analysis. Data were analyzed iteratively through data reduction, presentation, and concluding. Data validation was conducted through the triangulation of sources, methods, and time to ensure the consistency and accuracy of the findings. Results indicate that the principal has formulated a clear educational vision and begun its implementation through programs to improve learning, strengthen character development, and enhance teacher capacity. Visionary leadership is characterised in collaborative strategies, effective stakeholder engagement, and seamless technology integration. Positive impacts are evident in improved student learning outcomes and increased parental satisfaction. However, challenges such as limited budget, teacher resistance, and infrastructure constraints remain obstacles. This study highlights the importance of visionary leadership, stakeholder support, and continuous training in achieving sustainable educational quality in resource-limited schools. In conclusion, visionary leadership is essential for improving educational quality, but its success heavily depends on the collective support of all stakeholders.  
Co-Authors Abbas, Rianat Anas, Iqbal As’ad, Abdul Rasyid Ibad, Akhmad Zaenul Irma Nurmala Dewi Khaeruman Kwartama, Agung Paiman Sunani, Eneng Zulfani Sesmiarni