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Maneggio
Published by PT Anagata Sembagi Education
ISSN : -     EISSN : 30327652     DOI : https://doi.org/10.62872/2j94fd85
Core Subject : Science,
Decision Sciences, Operations Research & Management
The journal publishes original articles on current issues and trends occurring internationally in financial management, marketing management, human-resource management, behavior organizational, good governance, strategic management, business ethics, entrepreneurship, management accounting, manajemen produksi
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis dan Menejemen Intetrnasional
Articles 20 Documents
 1   2 
Search results for , issue "Vol. 3 No. 1 (2026): FEBRUARY-MJ" : 20 Documents clear
The Effect of Compensation, Work Motivation, and Work Environment on Employee Performance Ud Gentong Racing Yogyakarta Angraini, Ria; Puterisari, Dwi Utami
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/v5v5zh22

Abstract

This study aims to determine the effect of Compensation, Work Motivation, and Work Environment on Employee Performance at UD Gentong Balap Yogyakarta. This study employs a quantitative research method. The population in this study consists of all employees of UD Gentong Balap Yogyakarta, totaling 30 employees. The sample was determined using the total sampling technique, meaning the entire population was used as the sample. This study uses primary data sources by distributing questionnaires directly, where respondents select from predefined answers. The analysis techniques used in this study include instrument testing, classical assumption testing, multiple linear regression analysis, F-test, t-test, correlation coefficient (R), and coefficient of determination testing. The F-test results show a significance value of 0.000 < 0.05. Thus, it can be concluded that the variables Compensation, Work Motivation, and Work Environment significantly affect Employee Performance, so the first hypothesis (H1) is accepted. Based on the t-test results, the Compensation variable has a significant value of 0.000 < 0.05, indicating that Compensation significantly affects Employee Performance, so the second hypothesis (H2) is accepted. The Work Motivation variable has a significant value of 0.000 < 0.05, indicating that Work Motivation significantly influences Employee Performance, so the third hypothesis (H3) is accepted. The Work Environment variable has a significant value of 0.024 < 0.05, indicating that Work Environment significantly influences Employee Performance, so the fourth hypothesis (H4) is accepted. The correlation coefficient (R) is 0.955, meaning there is a very strong relationship between the independent and dependent variables. The coefficient of determination (Adjusted R Square) is 0.902 (90.2%), meaning that 90.2% of the variations in Employee Performance are explained by the independent variables, while the remaining 9.8% is influenced by other variables not examined in this study.
Flexible Working Arrangements and Their Impact on Employee Engagement and Productivity Wilasto, Kukuh Azandi; Puterisari, Dwi Utami
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/34h5gw84

Abstract

Changes in the work landscape due to technological developments and modern organizational dynamics have encouraged the adoption of Flexible Working Arrangements as a human resource management strategy. This study aims to analyze the implementation of Flexible Working Arrangements and their impact on employee engagement and productivity. A qualitative approach with a case study design was used to gain an in-depth understanding of the experiences, perceptions, and meanings constructed by employees and management. Data collection was conducted through in-depth interviews, non-participatory observation, and documentation studies in organizations that have implemented flexible work practices on an ongoing basis. Data analysis was conducted thematically to identify patterns and relationships between phenomena. The results indicate that Flexible Working Arrangements encourage a paradigm shift from attendance-based supervision to results-based performance assessment. Work flexibility contributes positively to employee engagement by increasing autonomy, trust, and psychological well-being, although engagement levels are not uniform across all employees. Employee productivity tends to increase, particularly in jobs that require independence, time efficiency, and individual focus, while coordination challenges remain in teamwork. These findings confirm that Flexible Working Arrangements function optimally when integrated with adaptive leadership, a clear evaluation system, and consistent organizational support. This study provides theoretical and practical contributions to the development of sustainable flexible work policies
Diversity, Equity, and Inclusion (DEI) in Contemporary Human Resource Management Practices Kurniawan, Bakti; Rofiqoh, Ifah
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/bdpxtm72

Abstract

The development of modern organizations is characterized by increasing workforce diversity and social demands for fairness and inclusivity in the workplace. These conditions have driven a paradigm shift in human resource management from a homogenous approach to a Diversity, Equity, and Inclusion (DEI) framework. This study aims to analyze the conceptual development of DEI, its implementation in contemporary human resource management practices, and its implications for organizational performance and sustainability. The research approach uses a qualitative method through a literature review by reviewing scientific journal articles, academic books, and reports from reputable organizations relevant to the topics of DEI and HRM. Data analysis was conducted using thematic analysis techniques to identify conceptual patterns, key practices, and challenges in DEI implementation. The results of the study indicate that diversity, equity, and inclusion are interrelated and inseparable dimensions in modern human resource management. DEI implementation has been shown to contribute to increased employee engagement, innovation, and organizational legitimacy and reputation. However, DEI implementation still faces obstacles in the form of cultural resistance, implicit bias, and symbolic tendencies in organizational policies. This study emphasizes the importance of substantive DEI integration into HRM strategies to support long-term organizational sustainability
Predictive Analytics as a Strategic Tool in Workforce Planning Damayantie, Betty; Sujoko, Sujoko
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/rr6ccb12

Abstract

Changes in the business environment, characterized by technological disruption, labor market dynamics, and increasing organizational complexity, demand a more adaptive and evidence-based approach to workforce planning. Conventional approaches that rely on historical data and managerial intuition are increasingly inadequate for anticipating long-term workforce needs. This study aims to examine the role of predictive analytics as a strategic tool in workforce planning and its implications for organizational performance and sustainability. The study employed a qualitative approach with a literature review method through a systematic review of relevant scientific publications in the fields of strategic human resource management and predictive analytics. The study results indicate that predictive analytics can transform workforce planning from a reactive to a proactive approach by improving the accuracy of workforce need projections and alignment with business strategy. The use of predictive analytics contributes to increased operational efficiency, workforce risk mitigation, and strengthening the strategic role of the human resources function. However, its implementation faces challenges such as data quality, algorithmic bias, limited analytical competency, and ethical and privacy issues. This study emphasizes the importance of a critical approach and responsible governance for predictive analytics to provide sustainable strategic value in workforce planning
Future of Work: Adapting HR Management Strategies to Changes in Digital Work Structures Arimessa, Willy; Puterisari, Dwi Utami
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/4f2e5f77

Abstract

The development of digital technology, automation, and artificial intelligence has driven fundamental changes in the structure of work known as the Future of Work phenomenon. These changes not only affect the type and character of work but also alter patterns of work relationships, competency requirements, and expectations regarding the role of human resources in organizations. This condition demands the adaptation of HR management strategies that can respond to the dynamics of digital work systematically and sustainably. This study aims to analyze how organizations adapt HR management strategies to address changes in the structure of digital work and its implications for organizational performance, engagement, and sustainability. The study used a qualitative approach with a case study design to gain an in-depth and contextual understanding of HR adaptation practices. Data were collected through in-depth interviews, observations, and documentation studies, then analyzed thematically. The results show that changes in the structure of work encourage a shift in the role of HR management from an administrative function to a strategic function oriented towards talent management, continuous learning, and flexible work systems. Adapting HR strategies has been shown to contribute to improved organizational performance, strengthened employee engagement, and supported long-term sustainability. These findings emphasize the importance of integrating business strategy, technology, and HR management in facing the challenges of the Future of Work.
HR Process Automation and Its Impact on Employee Productivity and Job Satisfaction Andini, Mia; Sujoko, Sujoko
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/jwy1m404

Abstract

The development of digital technology encourages organizations to adopt human resource process automation as a strategy to increase efficiency and competitiveness. HR automation not only has implications for improving work systems but also affects employee productivity and job satisfaction, indicators of organizational performance. This study aims to analyze the effect of HR process automation on employee productivity and job satisfaction. The research approach used a quantitative method with an explanatory survey design. Data were collected through questionnaires from 133 permanent employees in organizations that have implemented HR process automation, then analyzed using linear regression. The results show that HR process automation has a positive and significant effect on employee productivity. Automation also has a positive effect on job satisfaction, although with a more moderate effect. This finding indicates that automation affects performance aspects more quickly than work attitudes. The discussion of the research results shows that increased productivity is influenced by process efficiency and workflow clarity, while job satisfaction is influenced by perceptions of fairness, system transparency, and employee psychological experiences. This study confirms that HR automation is a socio-technical intervention that requires integration between technological efficiency and a humanistic approach to optimize its benefits sustainably
Work-Life Balance and Its Impact on Employee Performance Arfiani, Risa; Sujoko, Sujoko
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/fakk4j40

Abstract

  The development of the modern work environment characterized by high flexibility, intense performance demands, and the use of digital technology has blurred the boundaries between employees' work and personal lives. This condition places work-life balance as a strategic issue in human resource management. This study aims to analyze the meaning of employees towards work-life balance, the dynamics of its application in the organizational environment, and its implications on employee performance. The research approach used is qualitative with a descriptive-exploratory design. Data was collected through semi-structured in-depth interviews with purposively selected employees, supported by organizational observations and documentation. Data analysis was carried out using thematic analysis to identify key patterns and themes that emerged from the informant's experience. The results of the study show that work-life balance is understood as the ability to control the demands of work roles and personal life in harmony. The implementation of work-life balance is influenced by organizational policies, supervisory support, workload, and the prevailing work culture. Employees who experience work-life balance show more stable levels of motivation, focus, and performance quality, while imbalances trigger burnout and decreased performance. These findings confirm that work-life balance plays an important role in maintaining the sustainability of employee performance. This research provides practical implications for organizations in designing human resource policies that are oriented towards long-term well-being and performance
Artificial Intelligence and Employee Engagement: Evidence from Digital HR Practices Diatmono, Prastiyo
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/bj9bba77

Abstract

The digital transformation of human resource management has accelerated the adoption of artificial intelligence (AI) across various HR practices, including recruitment, performance appraisal, and employee development. While AI has been widely recognized for improving efficiency and accuracy in HR processes, its implications for employees’ psychological outcomes, particularly employee engagement, remain underexplored. This study aims to examine the influence of artificial intelligence in digital HR practices on employee engagement. A quantitative explanatory design was employed, involving employees who actively use AI-based digital HR systems. Data were collected through a structured questionnaire and analyzed using Structural Equation Modeling–Partial Least Squares (SEM–PLS). The results indicate that artificial intelligence embedded in digital HR practices has a positive and significant effect on employee engagement. These findings suggest that AI-driven HR systems that emphasize support, personalization, and transparency enhance employees’ cognitive, emotional, and behavioral engagement. This study contributes theoretically to the digital HR literature by positioning AI as a strategic driver of employee engagement and provides practical insights for organizations seeking to implement human-centered AI in HR management.
Improving Employee Performance through Servant Leadership and Managerial Skills: The Strategic Role of Career Achievement Rachmania, Benita
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/d1tc8t33

Abstract

This study aims to analyze the influence of servant leadership and managerial skills on employee performance with career achievement as a mediating variable. The research uses a quantitative approach with the type of explanatory research. The data was analyzed using the Partial Least Squares–Structural Equation Modeling (PLS-SEM) method with the help of SmartPLS software. The results of the study show that servant leadership has a positive effect on employee performance and career achievement. Managerial skills have been proven to have a positive effect on career achievement, but do not have a direct effect on employee performance. Furthermore, career achievement has a positive and significant influence on employee performance. The results of the mediation test showed that career achievement was able to mediate the influence of servant leadership and managerial skills on employee performance. These findings indicate that service-oriented leadership and managerial skill development need to be integrated with career management systems to optimally improve employee performance. This research provides practical implications for human resource management in designing sustainable leadership and career development strategies   
Employee Performance as a Result of Psychological Resources and Perceived Organizational Support in Indonesian Technology Startups Yeni, Misra; Amran, Amran; Roni, Khairun A; Asman, Muhammad; Girsang, Ronald N; Putra, Rio
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/0bt9hm94

Abstract

This study aims to analyze the role of psychological resources (Psychological Capital/PsyCap) and perceived organizational support (Perceived Organizational Support/POS) in explaining employee performance at technology startups in Indonesia. The dynamic, flexible, and digitally collaborative work environment of startups requires employees to not only possess technical skills, but also psychological readiness and adequate organizational support in order to remain productive amid high work pressure. This study uses an explanatory quantitative approach with SEM-PLS analysis of data collected through an online questionnaire from 150 technology startup employees in Indonesia using the Psychological Capital Questionnaire (PCQ), Survey of Perceived Organizational Support (SPOS), and employee performance scales based on task performance and contextual performance.  Validity, reliability, and hypothesis testing were conducted through outer model and inner model evaluation as well as bootstrapping procedures. The analysis results show that POS (β = 0.260; p < 0.05) and PsyCap (β = 0.174; p < 0.05) have a positive and significant effect on employee performance, with POS having a stronger effect than PsyCap. The R² value of 0.130 indicates that the contribution of both variables is at a moderate level, opening up the possibility of other psychological mechanisms such as engagement, readiness for change, motivation, and well-being that have the potential to mediate this relationship. These findings confirm that the performance of technology startup employees in Indonesia is the result of the interaction between external organizational support and internal psychological strengths of individuals, so startup management needs to simultaneously strengthen organizational support and develop employee psychological capital to encourage sustainable performance.    

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