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Strategic Human Resource Development And Digital Leadership Toward Employee Performance In Smart Organizations Muh. Anugrah Prabowo Putra; Fitriani; Achmad Ridha
International Journal of Education Management and Religion Vol. 3 No. 2 (2026): July 2026
Publisher : Pondok pesantren As-salafiyah As-Safi'iyyah

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.71305/ijemr.v3i2.1359

Abstract

This study investigates the influence of Strategic Human Resource Development (SHRD) and Digital Leadership (DL) on Employee Performance (EP) within the context of smart organizations in Makassar City, Indonesia. The study responds to the accelerating digital transformation that requires organizations to strengthen both human capital strategies and leadership competencies. Using a quantitative explanatory design, data were collected from 150 employees and line managers across financial services, digital marketing, and telecommunication sectors through a structured questionnaire using a seven-point Likert scale. The data were analyzed with Partial Least Squares–Structural Equation Modeling (PLS-SEM) using SmartPLS 4.0. The measurement model showed satisfactory reliability and validity (CR > 0.80; AVE > 0.50), while the structural model revealed that both SHRD (β = 0.61; p < 0.001) and DL (β = 0.21; p < 0.01) significantly influence employee performance, explaining 58.2% of its variance (R² = 0.582). These results indicate that strategic HRD serves as a stronger and more direct predictor of performance, while digital leadership functions as a contextual enabler fostering innovation and adaptability. Theoretically, the study extends the Resource-Based View and Dynamic Capability Theory, demonstrating that performance in smart organizations is achieved through the synergy between structured human development and visionary leadership. Practically, it emphasizes that sustainable digital transformation in emerging economies must begin with strategic human transformation. Future research should explore mediating variables such as engagement or digital culture to enrich the conceptual framework of digital HRD.
Sustainable Event Management sebagai Strategi Pemberdayaan Event Organizer Lokal di Kota Makassar Achmad Ridha; Leny Yuliana; Muh. Anugrah Prabowo Putra; Lidya Anastasya; Fitriani
Jurnal Pengabdian Kepada Masyarakat Vol. 1 No. 6 (2025): Jurnal Pengabdian Kepada Masyarakat
Publisher : CV. Era Digital Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59066/jpkm.v1i6.1624

Abstract

Penerapan prinsip Sustainable Event Management (SEM) semakin penting di tengah meningkatnya kesadaran akan dampak lingkungan, sosial, dan ekonomi dari penyelenggaraan acara. Di Kota Makassar, pelaku Event Organizer (EO) lokal menunjukkan antusiasme terhadap konsep ini, namun masih menghadapi keterbatasan pengetahuan dan panduan praktis. Kegiatan pengabdian ini bertujuan untuk meningkatkan kapasitas EO lokal melalui pendekatan partisipatif-edukatif berupa penyampaian materi interaktif, diskusi kelompok, dan pendampingan teknis. Evaluasi dilakukan dengan pre-test dan post-test, formulir refleksi, serta observasi partisipatif. Hasil menunjukkan peningkatan skor pemahaman dari 58,2 menjadi 79,3 serta komitmen peserta dalam menerapkan prinsip SEM. Kegiatan ini tidak hanya memperluas wawasan, tetapi juga mendorong perubahan sikap dan kolaborasi antar pelaku industri event. Hasil ini menunjukkan bahwa pendekatan edukatif berbasis partisipasi efektif dalam membangun kesadaran dan mendorong praktik keberlanjutan yang kontekstual. Kata kunci : Sustainable Event Management, pemberdayaan komunitas, Event Organizer, pendekatan partisipatif.