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The Influence Of Millennial Leaders’ Decision-Making Styles, Millennial Characteristics, And Work Period Toward Decision-Making Competence Case Study In Pt. Taspen (Persero) putri ayu wulandari; Emilia Fitriana Dewi
Jurnal Ekonomi, Teknologi dan Bisnis Vol. 3 No. 1 (2024): Jurnal Ekonomi, Teknologi dan Bisnis
Publisher : Al-Makki Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.57185/jetbis.v3i1.82

Abstract

This research analyzes the situation and conditions of  PT. Taspen (Persero) human resources which experiences generational differences between Baby Boomers and Millennials. This generational difference occurred because no employee recruitment existed between 1992 and 2006. On the other hand, as many as 163 employees will soon retire in 2024 to 2025. In other words, PT. Taspen (Persero) is dealing with employee shortages, especially in leadership positions. Therefore, PT. Taspen (Persero) has a very dynamic change of employee positions quickly. This causes Millennials to be prepared to become leaders within a minimum of 1.5 years after being appointed as permanent employees. Based on this, this research aims to examine the decision-making of Millennial leaders. Where in this case, the younger generation must be able to make the right decisions even though they have little experience and a short working time. Therefore, the researcher aims to know whether the natural characteristics possessed by Millennials as well as their work period and type of decision-making making will influence their competence in making decisions which will be assessed using the Adult Decision-Making Competence (A-DMC) model. On the other hand, company management, in this case, the human resources division, is also the object of research in qualitative form to find out how far management supports millennial leaders in decision-making by providing a conducive work environment.
Evaluating ASEAN's Willing to Protect Migrant Workers: The Need for Reform Emilia Fitriana Dewi; Ilham Nugraha; Agus Mulya Karsona; Dany Muhammad Athory Ramdlany; Umi Zuraida
International Journal of Management, Entrepreneurship, Social Science and Humanities Vol. 8 No. 1 (2024): July - December Issue
Publisher : Research Synergy Foundation

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31098/ijmesh.v8i1.1677

Abstract

The ten Member States of the Association of Southeast Asian Nations (ASEAN), as one of the economically influential regional organizations globally, are growing significantly in intraregional migration. Intraregional migration follows migrant workers across the country. This paper discusses the current state of migrant worker protection, especially in the context of the developments, challenges, and prospects among ASEAN countries. This paper aims to critically examine why ASEAN is seemingly hard to protect its migrant workers during its importance in the region’s economic development. This paper will first show the fundamental and pragmatic factors to the significance yet inadequate protection of migrant workers. Having analyzed the factors, the authors will argue about the ineffective principle of ‘The ASEAN Way’ in ensuring migrant workers’ protection by demonstrating ASEAN member countries’ response to migrant workers’ rights. In conclusion, this paper proposes institutional reform for ASEAN and provides further research on the issue. The protection of migrant workers is a key feature of the region’s labor market. It is expected that each country will have a better regulation to implement a fair labor migration system for the interests of governments, employers, and migrant workers.
Enhancing Performance Management System Through Gamification: A Comprehensive Review and Improvement Bangkit Puri Nugroho; Emilia Fitriana Dewi
INVEST : Jurnal Inovasi Bisnis dan Akuntansi Vol. 6 No. 1 (2025): INVEST : Jurnal Inovasi Bisnis dan Akuntansi
Publisher : Lembaga Riset dan Inovasi Al-Matani

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55583/invest.v6i1.1237

Abstract

Traditional Performance Management Systems (PMS) often face criticism for being rigid and demotivating. Gamification, the use of game design elements in non-game contexts, has emerged as an innovative approach to enhance PMSs by engaging and motivating employees. PT XTA's PMS faces challenges such as a lack of transparency, motivation, and engagement. Employees seek clarity on how performance assessments impact their career progression and remuneration. The current PMS lacks stimulating elements, leading to decreased motivation and participation. This research aims to review and improve the existing PMS at PT XTA by integrating gamification. The data was analyzed using qualitative techniques, including content analysis for interviews and interpretative observation for observations. The research concludes that while PT XTA's PMS has advantages like facilitating SMART goal setting and multi-source feedback, it faces significant challenges such as a lack of transparency and overly ambitious goals leading to employee stress. Gamification can address these challenges by enhancing transparency, motivation, engagement, and continuous learning. Recommendations for incorporating gamification into the PMS are proposed based on the findings.
THE HUMAN CAPITAL MANAGEMENT PRACTICES A HIGHER EDUCATION: MAPPING AND MEASURING THE MATURITY LEVEL Emilia Fitriana Dewi; Dematria Pringgabayu; Hendriady de Keizer
JURNAL EKONOMI BISNIS DAN MANAJEMEN (EKO-BISMA) Vol 1 No 1 (2022): JURNAL EKONOMI BISNIS DAN MANAJEMEN (EKO-BISMA)
Publisher : PUBLISHER ABISATYA DINAMIKA ISWARA PUBLISHING

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (711.645 KB) | DOI: 10.58268/eb.v1i1.4

Abstract

In order to improve human capital capacity, this research aimed at mapping the maturity level and the role of human capital management (HCM) in the institution. The research employed qualitative and quantitative approach (mixed methods) among 58 respondents, including lecturers and academic staff. FGD and the questionnaires were administered after a comprehensive briefing about HCM principles using Bassi and McMurrer as well as Ulrich frameworks. Results indicated low scores (2.92 = poor) in all five human capital drivers which reflexed low HCM maturity level in the institution. Moreover, perception of the participants about the role of HCM in the institution was also poor since the score was only achieving 60.8% which was still below the standard of 80%. These results suggest the importance of systematic steps in order to develop HCM in the institution