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Journal of Practical Management Studies
Published by CV. Jala Berkat Abadi
ISSN : -     EISSN : 29882486     DOI : https://doi.org/10.61106/jpms.v1i2
Core Subject : Economy, Science, Social,
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences
Journal of Practical Management Studies (JPMS) is a prestigious scientific publication focused on the management field. It serves as a valuable resource for academics and practitioners seeking practical insights and in-depth knowledge. The journal publishes high-quality research articles, case studies, and reviews that contribute to management theory and practice. Covering a wide range of disciplines such as organizational behavior, strategic management, marketing, finance, accounting and human resource management, the journal offers a balanced blend of theoretical rigor and practical relevance. Rigorous peer-review processes ensure that only innovative and well-founded contributions are published. The Journal of Practical Management Studies facilitates collaboration and dialogue between academia and industry, catering to a readership that includes academics, researchers, business leaders, and consultants. By bridging the gap between theory and practice, the journal promotes the exchange of ideas and evidence-based strategies. Its commitment to excellence and practical relevance enhances managerial effectiveness and organizational performance. The Journal of Practical Management Studies stands as a reputable publication driving the advancement of management knowledge and its application in real-world settings.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 46 Documents
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Analysis of Employee Awareness and Behavior Toward the Implementation of Occupational Safety and Health (OSH) Culture at the Tulungagung Fire Department Agus Riyana; Edi Murdiyanto; Taufik Akbar
Journal of Practical Management Studies Vol. 4 No. 2 (2026): JPMS - September (2026)
Publisher : CV. Jala Berkat Abadi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61106/jpms.v4i2.151

Abstract

This study aims to analyze the level of employee awareness and behavior in implementing Occupational Safety and Health (OSH) culture at the Fire Department of Tulungagung Regency. This research used a descriptive quantitative method with a survey approach. Data were collected through questionnaires, observations, and documentation involving eight respondents selected through total sampling. The data were analyzed using descriptive percentage analysis. The results show that employee awareness of OSH is in the good category, while employee behavior in implementing OSH is also categorized as good. Overall, the implementation of OSH culture in the institution has been carried out well. However, several aspects still need improvement, especially consistency in the use of personal protective equipment. This study concludes that a strong safety culture is important for organizations with high-risk work environments, particularly emergency service institutions such as fire departments. The findings are expected to contribute theoretically and practically to strengthening workplace safety culture.
Competency Analysis of Prima Karya Ngujang Livestock Management in Business Unit Management Imam Sodikin; Edi Murdiyanto; Taufik Akbar
Journal of Practical Management Studies Vol. 4 No. 2 (2026): JPMS - September (2026)
Publisher : CV. Jala Berkat Abadi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61106/jpms.v4i2.152

Abstract

The development of livestock-based business units requires highly competent human resources to ensure sustainability and operational effectiveness. This study aims to describe the competency of managers in managing the Prima Karya Ngujang Livestock business unit and to identify the most prominent aspects as well as those requiring improvement. This research employed a quantitative descriptive approach. The population and sample consisted of 12 managers selected through total sampling. Data were collected using a closed-ended questionnaire with a five-point Likert scale based on cognitive, skill, and attitude dimensions, and were analyzed using descriptive statistics. The results indicate that the overall competency of the managers falls into the good category. Leadership and teamwork dimensions are the most prominent, reflected in strong collaboration skills, the ability to build harmonious relationships, and positive influence on members. Communication and coordination are also well implemented. However, the performance orientation and self-development dimensions require significant improvement, particularly in terms of individual initiative, proactive problem-solving, and continuous self-improvement. It can be concluded that strengthening a performance-oriented culture and delegating authority are crucial steps to transform passive compliance into proactive managerial competence.
Exploration of Digital Marketing Strategy Potential for Prima Karya Stationery Store Mohamad Irfan Maulana; Edi Murdiyanto; Taufik Akbar
Journal of Practical Management Studies Vol. 4 No. 2 (2026): JPMS - September (2026)
Publisher : CV. Jala Berkat Abadi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61106/jpms.v4i2.153

Abstract

The rapid development of digital technology requires Small and Medium Enterprises (SMEs) to adapt, including traditional stationery retail stores. This study aims to explore the potential of digital marketing strategies at the Prima Karya Stationery Store. This research employs a qualitative exploratory approach with data collection techniques comprising observation, in-depth interviews with owners, employees, and customers, as well as documentation. The results indicate that the store possesses a high potential for digital marketing, characterized by clear market segmentation, product readiness, and the initial use of WhatsApp for communication. However, the store's readiness is currently in the pre-adoption phase. While managerial readiness shows openness to innovation, human resources and technological infrastructure (such as digital payments) remain underdeveloped. The main barriers identified include limited capital, low digital competence, and a strong path dependency on conventional mouth-to-mouth marketing. In conclusion, the store needs a gradual digital transformation, starting with basic social media optimization and digital payment integration to enhance local competitiveness before expanding to a broader e-commerce market.
Employee Engagement and Sustainable Organizational Culture as Drivers of Organizational Performance: The Mediating Role of Organizational Innovation and Diversified Knowledge Practices Rini Mahaningsih
Journal of Practical Management Studies Vol. 4 No. 2 (2026): JPMS - September (2026)
Publisher : CV. Jala Berkat Abadi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61106/jpms.v4i2.154

Abstract

Organizational performance increasingly depends on the ability of organizations to foster employee engagement, sustain supportive organizational cultures, and convert organizational knowledge and creativity into improved outcomes. This study examines the effects of employee engagement and sustainable organizational culture on organizational performance, with organizational innovation and knowledge-sharing practices serving as mediating mechanisms. A quantitative correlational design was employed using data collected through questionnaires from 256 employees involved in material supply activities at the Central Office of Material Supply of the Indonesian Air Force (Pusbekmatau). The data were analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS. The findings demonstrate that employee engagement positively and significantly affects organizational innovation (β = 0.285; p < 0.001) and knowledge-sharing practices (β = 0.254; p = 0.003). Sustainable organizational culture exerts stronger positive effects on organizational innovation (β = 0.626; p < 0.001) and knowledge-sharing practices (β = 0.619; p < 0.001). Furthermore, organizational innovation (β = 0.438; p < 0.001) and knowledge-sharing practices (β = 0.498; p < 0.001) significantly enhance organizational performance. Both mediators also significantly transmit the effects of employee engagement and sustainable organizational culture on organizational performance. Notably, knowledge sharing represents the strongest indirect pathway from sustainable organizational culture to organizational performance (β = 0.308). The findings highlight that organizational performance can be strengthened by simultaneously cultivating employee engagement and a sustainable organizational culture while institutionalizing knowledge sharing and innovation as organizational mechanisms.
The Influence of Financial Technology on The Financial Behavior of Generation Z in Nunleu Village Kupang City Pison D. J. Buli; Amram Rohi Bire; Anastasia Imelda Sayd
Journal of Practical Management Studies Vol. 4 No. 2 (2026): JPMS - September (2026)
Publisher : CV. Jala Berkat Abadi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61106/jpms.v4i2.155

Abstract

This study aims to examine the effect of financial technology on the financial behavior of Generation Z in Kelurahan Nunleu, Kota Kupang, a region with the lowest financial literacy and inclusion indices in Indonesia, in order to test whether the direction and strength of this relationship, largely established in high-literacy Java-based samples, hold under structurally low financial literacy conditions. A quantitative explanatory design was employed. The population comprised 137 Generation Z individuals in Kelurahan Nunleu, from which a sample of 102 respondents was determined using the Slovin formula (cross-checked against the Krejcie-Morgan table) and selected through simple random sampling. Data were collected via a structured Likert-scale questionnaire and analyzed using simple linear regression, preceded by validity, reliability, and classical assumption tests. Financial technology was found to have a positive and significant effect on financial behavior (b = 0.388; t = 4.083; p < 0.05), supporting the hypothesis. However, the coefficient of determination was relatively limited (R² = 0.143), suggesting that financial technology functions more as a partial trigger than as the dominant determinant of financial behavior, consistent with the theoretical proposition that financial literacy operates as a boundary condition within the integrated Theory of Planned Behavior–Technology Acceptance Model framework. This study extends the TPB-TAM synthesis to a structurally low-literacy, non-student population in eastern Indonesia, a context absent from prior literature, thereby testing the external validity of an established behavioral model under contrasting structural conditions and offering evidence-based implications for regionally targeted financial literacy policy.
Comparative Analysis of Camel and RGEC Methods in Assessing The Soundness Level of PT Allo Bank Indonesia Tbk for The 2015–2024 Period Muhammad Zuniardam Fadhillah; Vega Anismadiyah
Journal of Practical Management Studies Vol. 4 No. 2 (2026): JPMS - September (2026)
Publisher : CV. Jala Berkat Abadi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61106/jpms.v4i2.161

Abstract

The objective of this study is to analyze and compare the soundness level of PT Allo Bank Indonesia Tbk during the 2015–2024 period using the CAMEL and RGEC methods, in order to determine which method is more relevant for assessing a digital bank. The method applied is a descriptive quantitative approach with a purposive sampling technique, based on secondary data drawn from the company's annual financial reports over the ten-year observation period. The results show that the CAMEL method produced fluctuating scores ranging from 63.08 to 95.21, with ratings varying from Rank 1 (Sound) to Rank 3 (Less Sound) in certain years, such as 2017 and 2024. Meanwhile, the RGEC method showed more stable results, remaining at Composite Rank 2 (Sound) with scores of 75%–85% during 2015–2020, and improving to Composite Rank 1 (Very Sound) with a score of 95% during 2021–2024. These differing results indicate that RGEC is more appropriate as the primary method due to its more comprehensive scope, covering Risk Profile, Good Corporate Governance, Earnings, and Capital, while CAMEL is better suited as a supplementary or comparative analytical tool

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