Managere: Indonesian Journal of Educational Management
Managere: Indonesian Journal of Educational Management is published by Perkumpulan Manajer Pendidikan Islam (PERMAPENDIS). This journal publishes research articles results and conceptual studies in field of Islamic educational management and educational administration. The journal publishes articles of interest to education practitioners, teachers, education policy makers, and researchers. This journal encompasses research articles, original research report, reviews in Islamic educational management in any fields including: Â 1) Leadership, 2) Public Relation Management, 3) Organizational Behavior, 4) Organizational Culture, 5) Human Resource Management, 6) Financial Management, 7) Learning Management, 8) Supervision, 9) Evaluation, 10) class management, etc.
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199 Documents
<![CDATA[HUBUNGAN PENILAIAN KINERJA DAN PENGEMBANGAN KARIER DENGAN MOTIVASI KERJA PARA KARYAWAN ]]>
<![CDATA[Fathudin Ali]]>
<![CDATA[ Managere: Indonesian Journal of Educational Management Vol. 3 No. 3 (2021): September-Desember ]]>
Publisher : <![CDATA[Universitas Nurul Jadid ]]>
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DOI: 10.52627/managere.v3i3.94
<![CDATA[The purpose of this study is to determine the extent of the relationship between performance appraisal and career development with the work motivation of employees at the Al-Ikhlas Mosque Foundation (YMAI). The research used an experimental approach and inferential statistical analysis. The research population consisted of several YMAI employees randomly selected from each work unit, namely SD units, SMP units, KB/TK units, and Secretariat units. The result is Chi-Square = 0.05, df = n-1 95% confidence level. So that employee assessment positively affects employee performance and can be accepted. This is evident from the results of the t-test calculation; the t-test results state that the t-value for the employee development variable is 5.534, with a probability of 0.000. Using a significant level of 5%, the probability value is less than 0.05. This shows that H2 is accepted and H0 is rejected, so it can be concluded that the employee development variable has a positive and significant effect on employee performance.]]>
<![CDATA[IMPLEMENTASI MANAJEMEN BERBASIS SEKOLAH DALAM RANGKA PEMBERDAYAAN SEKOLAH (STUDI KEBIJAKAN DI SEKOLAH DASAR DUA MEI CIPUTAT) ]]>
<![CDATA[Mahyudin, Erta]]>;
<![CDATA[Lestari, Ambar Sri]]>
<![CDATA[ Managere: Indonesian Journal of Educational Management Vol. 3 No. 1 (2021): Januari-April ]]>
Publisher : <![CDATA[Universitas Nurul Jadid ]]>
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DOI: 10.52627/managere.v3i1.95
<![CDATA[The purpose of this research is to obtain intensive and comprehensive description about the implementation of School Based Management for school empowering through optimization of management functions. This research applied qualitative approach, with descriptive method. The result showed that; (a) Education Foundation Dua Mei stays in dilemmatic position between giving full authority and keeping total stability, (b) School transparency and accountability to public doesn't run maximum because of public education level is inadequate, (c) Headmaster becomes empowered because he can empower hisself and his staff and teachers, (d) Teacher empowering results professional and autonomous teacher, and (e) The end target of school empowering is the improvement of instructional quality.]]>
<![CDATA[MENAKAR PELUANG OPTIMALISASI PENDIDIKAN KARAKTER MELALUI KERJASAMA LEMBAGA FORMAL DENGAN MADRASAH DINIYAH ]]>
<![CDATA[Sabiq, Fikri]]>
<![CDATA[ Managere: Indonesian Journal of Educational Management Vol. 2 No. 3 (2020): September-Desember ]]>
Publisher : <![CDATA[Universitas Nurul Jadid ]]>
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<![CDATA[This study aims to formulate the concept of cooperation between Madrasah Diniyah which has religious character education but is less attractive to the public with formal education that is of interest to the community but lacks character education. This research is a literature study with the primary source being Presidential Decree Number 87 of 2017. While the secondary sources are various local regulations issued by the Regent or Mayor regarding Madrasah Diniyah. The forms of cooperation opportunities that exist between Madin and formal education can include several aspects. First, the curriculum aspect, where the two institutions can complement and complement each other. Second, the legality of the program where formal institutions can oblige students to study at Madin. Third, the social aspect in which these institutions can work together with community leaders so that they can support each other so that these formal and non-formal institutions can provide wider benefits. This cooperation can be maximized if it gets support from local officials, the Ministry of Religion, and the Education Office.]]>
<![CDATA[DIGITALIZATION OF ISLAMIC EDUCATION PLANNING IN MADRASAH ]]>
<![CDATA[Prihastia, Agnes]]>;
<![CDATA[Hani, Umi]]>;
<![CDATA[Safi’i, Maskun]]>;
<![CDATA[Mausul, Silmi]]>;
<![CDATA[Daimah , Daimah]]>
<![CDATA[ Managere: Indonesian Journal of Educational Management Vol. 4 No. 1 (2022): Januari-April ]]>
Publisher : <![CDATA[Universitas Nurul Jadid ]]>
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DOI: 10.52627/managere.v4i1.97
<![CDATA[The entry of Indonesia in the era of the industrial revolution 4.0 caused various changes in various sectors of life in society such as the order of life, systems, and various fields. In the field of education itself, of course, must follow the current developments in order to be effective because a child is born for his time and an education regulator must be able to adapt to the times. All of that of course must be accompanied by a careful planning so that in the future it can run effectively and efficiently. It is necessary to formulate a national policy strategy through awareness and maturity of thought. In addition, public education needs to be adapted to meet the needs of expertise in the industrial era 4.0. Educators, education staff, managers of Islamic educational institutions also need new management and have a hand in filling industry 4.0. President Joko Widodo called for the time and energy of madrasa principals and teachers not to be wasted on making accountability reports, but could focus more on developing the quality of learning. Therefore, in Indonesia, it is necessary to start managing education in new ways, such as the use of e-RKAM.]]>
<![CDATA[PESANTREN POLICY MANAGEMENT IN STUDENT EMPOWERMENT FUNCTIONS ]]>
<![CDATA[Neng Lilis]]>;
<![CDATA[Silvia Fitri]]>;
<![CDATA[Lutfiani Azhar]]>;
<![CDATA[Zulfa Nafisa]]>;
<![CDATA[Dita Fitria]]>
<![CDATA[ Managere: Indonesian Journal of Educational Management Vol. 3 No. 3 (2021): September-Desember ]]>
Publisher : <![CDATA[Universitas Nurul Jadid ]]>
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DOI: 10.52627/managere.v3i3.98
<![CDATA[The study will discuss boarding policies for implementing its function as an empowering institution. The research was intended to find out how pestuous boarding policies are particularly interesting and to see how high the policy is. The research method used is the library research method that is a data gathering technique by conducting the study of books, literature, notes, and various reports relating to boarding policies in apostate encouraged function. The next discussion is to analyze the policy's no. 18 year 2019 law on boarding schools, particularly the chapter chapter on empowerment functions with swot analysis techniques that will examine the strengths, weaknesses, opportunities, and threats of the policy. The policy on government support listed in act number 18 in 2019 of boarding schools chapter 46 has the strengths and weaknesses of each in the application of the santri empowerment function.]]>
<![CDATA[PENGARUH PERAN KEPALA SEKOLAH DAN BUDAYA ORGANISASI TERHADAP KEUNGGULAN SEKOLAH ]]>
<![CDATA[Ikbal, Taufik]]>
<![CDATA[ Managere: Indonesian Journal of Educational Management Vol. 3 No. 1 (2021): Januari-April ]]>
Publisher : <![CDATA[Universitas Nurul Jadid ]]>
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DOI: 10.52627/managere.v3i1.99
<![CDATA[The role of the principal and organizational culture has a strong influence on school excellence. Principals who are professional and good organizational culture will have a positive impact and fairly basic changes in reforming the education system in schools. This study aims to determine the effect of the role of school principals on school excellence and organizational culture on school excellence in SD Muhammadiyah throughout Bandar City. Lampung. This research uses associative quantitative research with a total population of 123 teachers and a sample of 94 teachers. The data collection technique uses a questionnaire. The data were analyzed using simple linear regression analysis and multiple linear regression analysis. The results showed that the influence of the principal's role and organizational culture on school excellence was 59.4% while the remaining 40.6% was influenced by other factors. So it can be concluded that the better the role of the principal and organizational culture on school excellence, the higher the school excellence.]]>
<![CDATA[MANAJEMEN PEMBIAYAAN DANA BOS DI MADRASAH ]]>
<![CDATA[Ilhami, Id’ha]]>
<![CDATA[ Managere: Indonesian Journal of Educational Management Vol. 2 No. 3 (2020): September-Desember ]]>
Publisher : <![CDATA[Universitas Nurul Jadid ]]>
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<![CDATA[The purpose of this study was to see how the financing management at Madrasah Tsanawiyah Mathla'ul Anwar Kedondong, Pesawaran Regency, Lampung. This study used a descriptive qualitative approach with data collection techniques, interviews, observation and documentation. Data analysis was performed using reduction techniques, data display and conclusion drawing. Triangulation test is used to test the validity of the data. The results showed: 1). Planning (budgeting) at MTs Mathla'ul Anwar begins with compiling the RKAM through the mechanism of madrasah plenary meetings, identifying madrasah admission plans, identifying madrasah expenditure plans, compiling RAPBM, ratifying RAPBM by the foundation. 2). Implementation (accounting/ bookkeeping) uses a cash book known to the principal of the madrasah and refers to technical instructions. 3). The assessment (auditing) is conducted internally by the principal and externally by the government (Depag, Kanwil Kemenag, Inspector General Kemenag]]>
<![CDATA[THE EFFECT OF PRINCIPALS' MANAGEMENT STYLES ON TEACHERS' PERFORMANCE IN PRIVATE PRIMARY SCHOOLS IN OMDURMAN LOCALITY IN SUDAN ]]>
<![CDATA[Elkhder, Elzain ElKhalefa]]>;
<![CDATA[Onia, Saifaldin Idris]]>
<![CDATA[ Managere: Indonesian Journal of Educational Management Vol. 3 No. 1 (2021): Januari-April ]]>
Publisher : <![CDATA[Universitas Nurul Jadid ]]>
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DOI: 10.52627/managere.v3i1.101
<![CDATA[The aims of this study to identify the predominant management style practiced by principals in private primary schools in Omdurman locality; to analyse the relationship between management styles and teachers' performance; and to examine the effect of management style practiced by principals on teachers' performance. The study employed survey research designs using a questionnaire. 45 of teachers were selected using simple random sampling. The results indicate that the democratic management style is the predominant style practiced in private primary schools in Omdurman locality. Laissez-faire and autocratic management styles were not practiced by principals in private primary schools in Omdurman locality. The study also revealed that management styles were low and positively correlated with the teachers' performance. Management style had an effect on teachers' performance by the contribution of the democratic management style that caused 25.1% of the variance in the teachers' performance. The study recommended schools principals should be encouraged to continue on democratic management style with taking into account other management styles according to the situation.]]>
<![CDATA[CLASSROOM MANAGEMENT OF LEARNING ACTIVITIES AT MADRASAH; EXPLORING THE MEANING OF THE TEACHER'S ROLE ]]>
<![CDATA[Mas'udi, Ahmad Thoyib]]>
<![CDATA[ Managere: Indonesian Journal of Educational Management Vol. 4 No. 1 (2022): Januari-April ]]>
Publisher : <![CDATA[Universitas Nurul Jadid ]]>
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DOI: 10.52627/managere.v4i1.102
<![CDATA[This study aims to analyze and understand the meaning of classroom management for Islamic Religious Education teachers at Madrasah Aliyah Ihyaul Ulum. Researchers use a qualitative approach to the type of case study. Data collection techniques are carried out through observation, interview, and documentation. Research results show that; Class management is understood as a form of the central role and duties of an Islamic religious teacher, which must be carried out thoughtfully and responsibly. Second, the implementation of class management in Islamic Religious Education learning is motivated by the teacher's desire to achieve his learning goals in Madrasahs. Third, implementing class management in learning Islamic Religious Education aims to improve the quality of learning. Fourth, creating a comfortable learning atmosphere for learning Islamic Religious Education.]]>
<![CDATA[CHILDHOOD MOOD DISORDERS DURING PANDEMIC; LEARNING MANAGEMENT BASED ON SELF DISCIPLINE ]]>
<![CDATA[Mundiri, Akmal]]>;
<![CDATA[Sholehah , Chodijatus]]>
<![CDATA[ Managere: Indonesian Journal of Educational Management Vol. 2 No. 3 (2020): September-Desember ]]>
Publisher : <![CDATA[Universitas Nurul Jadid ]]>
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<![CDATA[This paper describes the management of early childhood mood in the midst of the COVID-19 pandemic through qualitative research approaches and types of case studies. Covid’s-19 pandemic that hit the world has changed most of human activities. This pandemic anables everyone to do their own work by staying at home, studying at home and working at home. It was requested that the government had appealed. This research aims to learn how to regulate early childhood moods so that they can be disciplined in the midst of this pandemic. There are several methods that can be used, use the exemplary method, habitation, and discuss individuals. Besides that, there are other things that can also be done, such a giving awards to children who have met the specified discipline standards, for example, providing additional play time. And give punishment the sentence consist of no award received, not with punches, screams or twists.]]>
