Article Per Year (5 Year)
p-Index From 2021 - 2026
0.444
P-Index
This Author published in this journals
All Journal Maneggio
Darmawaty Syam
Dinas Koperasi Usaha Kecil Menengah, Perindustrian, dan Perdagangan Provinsi Papua Barat Daya
Decision Sciences, Operations Research & Management

Published : 2 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search

 1 
The Effect of Organizational Culture on Employee Retention Through Affective Commitment as an Intervening Variable in The Cooperative, Small and Medium Enterprises, Industry, and Trade Office of Southwest Papua Province Darmawaty Syam; Winarsih Winarsih; Jullie J. Sondakh; Hendra N. Tawas; Agus Supandi Soegoto; Hizkia Hendrik David Tasik
Maneggio Vol. 2 No. 6 (2025): DECEMBER-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/b45b5k80

Abstract

This study aims to examine the effect of organizational culture on employee retention with affective commitment as an intervening variable at the Office of Cooperatives, Small and Medium Enterprises, Industry, and Trade of Southwest Papua Province. A quantitative approach was employed using a census method involving 87 employees, and the data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS software. The results indicate that organizational culture has a positive and significant effect on affective commitment and employee retention. Furthermore, affective commitment is proven to partially mediate the relationship between organizational culture and employee retention. These findings suggest that employees’ emotional attachment serves as a key psychological mechanism linking the internalization of organizational cultural values to retention decisions. From a theoretical perspective, this study contributes to public human resource management literature by empirically validating the mediating role of affective commitment within newly established autonomous regional governments. Practically, the findings offer policy-relevant insights for local governments by demonstrating that strengthening organizational culture and emotional attachment can function as effective non-financial human resource management strategies to enhance employee retention and workforce stability in transitional public sector institutions.
Strategic Talent Management in the Digital Era: Its Impact on Organizational Performance and Competitive Advantage Darmawaty Syam; Victor P. K. Lengkong; Rita N. Taroreh; Christoffel M. O. Mintardjo
Maneggio Vol. 3 No. 3 (2026): JUNE - MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/0emjcw72

Abstract

The digital transformation era has fundamentally reshaped the strategic landscape of talent management, compelling organizations to rethink how human capital is identified, developed, and retained. This study examines the relationship between Strategic Talent Management (STM) in the digital era and its impact on organizational performance and competitive advantage. Using a systematic literature review methodology, eighteen peer-reviewed articles published between 2019 and 2026 were analyzed. The findings reveal that digital-era STM, characterized by AI-driven talent analytics, agile workforce ecosystems, continuous digital learning, and data-informed performance management, significantly enhances organizational performance metrics including productivity, innovation output, and financial results. Furthermore, organizations that strategically align talent management practices with digital transformation imperatives achieve sustainable competitive advantage through the accumulation of rare, valuable, and inimitable human capital. The study proposes a comprehensive conceptual framework integrating digital talent acquisition, development, retention, and knowledge management as interconnected pillars of organizational competitiveness. Key moderating factors identified include organizational ambidexterity, digital leadership capability, and total quality management integration. Practical implications are provided for organizational leaders and HR strategists navigating the complexities of talent management in an increasingly digitized global economy.
Co-Authors Agus Supandi Soegoto Christoffel Mintardjo, Christoffel Hendra N. Tawas Hizkia Hendrik David Tasik Jullie J. Sondakh Rita N. Taroreh Victor P. K. Lengkong Winarsih Winarsih