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All Journal Annals of Human Resource Management Research Journal of Artificial Intelligence and Digital Business KENDALI: Economics and Social Humanities The IC-BESTS (International Conference on Business, Economics, Technology, and Social Sciences)
Juwaini, Jazuli
Universitas Mitra Bangsa
Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Electrical & Electronics Engineering Engineering Social Sciences

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Manajemen dan Prinsip-Prinsip Manajemen dalam Prespektif Islam Juwaini, Jazuli; Akbarona, Danang Aziz; Ismail, Dingot Hamonangan
RIGGS: Journal of Artificial Intelligence and Digital Business Vol. 5 No. 1 (2026): Februari - April
Publisher : Prodi Bisnis Digital Universitas Pahlawan Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/riggs.v5i1.7385

Abstract

Manajemen merupakan elemen penting dalam mengelola dan mengarahkan sumber daya agar tujuan dapat tercapai secara efektif dan efisien. Dalam perspektif Islam, manajemen tidak hanya dipahami sebagai proses administratif dan teknis, melainkan juga sebagai amanah yang memiliki nilai ibadah serta tanggung jawab moral di hadapan Allah SWT. Oleh karena itu, setiap aktivitas manajerial tidak terlepas dari nilai-nilai spiritual dan etika yang menjadi landasannya. Artikel ini bertujuan untuk mengkaji pengertian serta prinsip-prinsip manajemen dalam perspektif Islam melalui metode kualitatif dengan pendekatan studi pustaka. Hasil kajian menunjukkan bahwa manajemen dalam Islam berlandaskan pada nilai tauhid yang menekankan kesadaran akan keesaan Tuhan sebagai pusat orientasi dalam setiap pengambilan keputusan. Selain itu, terdapat prinsip kesatuan arah dan komando, keadilan dan kesejahteraan, serta musyawarah (syura) sebagai dasar dalam menentukan kebijakan. Prinsip efisiensi dan efektivitas juga menjadi perhatian, disertai dengan produktivitas, disiplin, integritas, dan loyalitas dalam pelaksanaan tugas. Pembagian wewenang dan tanggung jawab yang jelas turut memperkuat sistem kerja yang terstruktur dan akuntabel. Di samping itu, nilai ukhuwah atau persaudaraan menjadi fondasi dalam menciptakan hubungan kerja yang harmonis dan saling mendukung. Sebagian prinsip tersebut memiliki kesamaan dengan konsep manajemen Barat, terutama dalam aspek efisiensi dan efektivitas. Namun, terdapat perbedaan mendasar dalam orientasinya. Manajemen Barat cenderung berfokus pada rasionalitas dan profitabilitas, sedangkan manajemen Islami menawarkan pendekatan holistik yang mengintegrasikan dimensi duniawi dan ukhrawi guna mewujudkan kesejahteraan sekaligus keberkahan hidup.
Soft Skill Development Model for Gen Z Students at Vocational Colleges : Perspective Human Resource Management Jazuli Juwaini; Dingot Hamonangan Ismail; Danang Aziz Akbarona; Ria Estiana; Damdam Damiyana
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.3841

Abstract

Purpose: This study aimed to develop a soft skills model for Generation Z students in vocational higher education. It specifically examines the influence of lecturer competence and learning motivation on improving students’ soft skills quality in the era of Industrial Revolution 4.0 and Society 5.0. Research Methodology: This study was conducted at the LP3I Polytechnic with a population of active students residing in the Jabodetabek area. A quantitative research approach was adopted. Data were collected through a structured survey using questionnaires and analyzed using statistical methods with the support of data analysis software to test the relationships among variables. Results: The results show that lecturer competence positively and significantly affects students’ soft skill development. Learning motivation also had a positive and significant effect on the quality of students’ soft skills. Furthermore, lecturer competence and learning motivation simultaneously have a positive and significant influence on improving students’ soft skills. Conclusions: This study concludes that lecturer competence and student learning motivation are key factors in enhancing the soft skills of Gen Z students in vocational education. Limitations: This study was limited to students of the Lembaga Pendidikan dan Pengembangan Profesi Indonesia (LP3I) Polytechnic in the Jabodetabek area and used a quantitative approach, which may not fully capture deeper behavioral aspects. Contributions: This study contributes to the human resource management and education literature, particularly in vocational education. This study provides practical insights for educators and institutions to improve soft skill development strategies for Generation Z students.
STRATEGI PEMBERDAYAAN GEN Z SEBAGAI AKTOR UTAMA BONUS DEMOGRAFI INDONESIA Jazuli Juwaini
KENDALI: Economics and Social Humanities Vol. 4 No. 2 (2025): KENDALI: Economics and Social Sciences Humanities, November 2025
Publisher : ASIAN PUBLISHER

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58738/kendali.v4i2.1120

Abstract

Penelitian ini membahas strategi pemberdayaan Generasi Z sebagai aktor utama bonus demografi Indonesia yang diprediksikan terjadi pada 2030–2040. Bonus demografi memberikan peluang percepatan pembangunan ekonomi melalui dominasi penduduk usia produktif, namun membutuhkan prasyarat seperti pendidikan berkualitas, kesehatan, kesempatan kerja, dan kebijakan inklusif. Generasi Z, sebagai digital native dengan karakteristik kritis dan multikultural, menghadapi tantangan seperti pengangguran muda, mismatch keterampilan, dan risiko informasi negatif, namun memiliki potensi literasi digital dan kewirausahaan yang tinggi. Studi ini dilakukan dengan metode kualitatif berbasis studi pustaka dengan menganalisis berbagai literatur tentang bonus demografi, karakteristik Gen Z, dan strategi lintas sektor untuk pemberdayaan pemuda dalam 5 tahun terakhir. Hasil kajian menunjukkan bahwa strategi efektif untuk pemberdayaan Gen Z, mencakup reformasi kurikulum, pelatihan vokasi, penguatan soft skills, kebijakan pasar kerja inklusif, dukungan kewirausahaan muda, serta pembinaan karakter. Pendekatan terpadu dan kolaboratif lintas sektor diperlukan agar Gen Z dapat menjadi motor penggerak pembangunan berkelanjutan dan mewujudkan potensi penuh bonus demografi di Indonesia.
A MODEL OF HUMAN RESOURCE COLLABORATION AND INTEGRATION IN THE IMPLEMENTATION OF THE REPRESENTATIVE FUNCTION OF THE HOUSE OF REPRESENTATIVES OF THE REPUBLIC OF INDONESIA Jazuli Juwaini
IC-BESTS: International Conference on Business, Economics, Technology, and Social Sciences 2026: The IC-BESTS (International Conference on Business, Economics, Technology, and Social Sciences
Publisher : POLITEKNIK LP3I JAKARTA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34127/icbests.v1i1.236

Abstract

The implementation of the representative function of the House of Representatives of the Republic of Indonesia (Dewan Perwakilan Rakyat Republik Indonesia—DPR RI) constitutes one of the fundamental pillars of constitutional democracy, aimed at ensuring that public aspirations are effectively incorporated into the public policymaking process. The increasing complexity and dynamic nature of societal issues require that the representative function no longer relies solely on the individual capacities of members of parliament, but also on the effectiveness of collaboration and integration among the human resources (HR) supporting the constitutional duties of the legislative institution. This study aims to analyze the significance of human resource collaboration and integration in strengthening the representative function of the DPR RI through a qualitative case study conducted at the Secretariat General of the DPR RI. The findings reveal that the effectiveness of the representative function is strongly influenced by the synergy among members of parliament, expert staff, civil servants, researchers, policy analysts, legislative drafters, librarians, and other supporting units in producing comprehensive information, policy analyses, and recommendations. Nevertheless, the study also identifies persistent organizational fragmentation, sectoral ego, and suboptimal knowledge integration, which limit the effectiveness of institutional support for the representative function. Accordingly, this study proposes a collaborative model based on knowledge sharing, cross-unit coordination, and human resource capacity development to establish a more adaptive, responsive, and evidence-based support system for parliamentary representation. Strengthening human resource collaboration is therefore a fundamental prerequisite for improving the quality of the DPR RI's political representation in responding to the demands of modern democracy.
Quality of Work Life, Leadership, and Culture in Employee Performance Enhancement Yuni Pratikno; Bambang Nurakhim; Jazuli Juwaini; Fatqul Hajar Aswad; Maulana Arief Rachman Hakim
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p109-129.2026

Abstract

Purpose: This study examines the influence of Quality of Work Life (QWL), Job Satisfaction, and Transformational Leadership on team member performance in private companies, with Organizational Culture as a mediating variable. It also integrates Social Exchange Theory (SET), Organizational Support Theory (OST), Ability Motivation Opportunity (AMO) Theory, and Resource-Based View (RBV) to explain performance mechanisms. Methodology: Using a quantitative Partial Least Squares Structural Equation Modeling (PLS-SEM) approach, data were collected from 105 employees of Indonesian private companies via purposive sampling. The respondents had at least one year of experience. SmartPLS 3.29 was used for validity, reliability, collinearity, and bootstrapping analyses for hypothesis and mediation testing. Results: QWL has a significant positive direct effect on performance, whereas Job Satisfaction and Transformational Leadership do not. Organizational Culture significantly mediates the effects of Job Satisfaction and Transformational Leadership on performance, but not QWL. Organizational Culture also has a significant direct effect on performance. Conclusions: Performance improvement depends on individual factors and organizational culture, QWL directly affects performance, whereas Job Satisfaction and Transformational Leadership influence it indirectly via Organizational Culture. Limitations: The small sample size, cross-sectional design, and self-reported data limit the generalizability of the findings. Contributions: The study integrates SET, OST, AMO, and RBV, clarifies inconsistent findings, and offers managerial implications for strengthening organizational culture and leadership development.
Co-Authors Akbarona, Danang Aziz Damdam Damiyana Danang Aziz Akbarona Dingot Hamonangan Ismail Fatqul Hajar Aswad Ismail, Dingot Hamonangan Maulana Arief Rachman Hakim Nurakhim, Bambang Ria Estiana Yuni Pratikno