cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Ronald N Girsang
Contact Email
nawalaedu@gmail.com
Phone
+6282279814793
Journal Mail Official
nawalaedu@gmail.com
Editorial Address
Jl. Purnama, Suka Karya, Kec. Kota Baru, Kota Jambi, Jambi 36129
Location
Kota jambi,
Jambi
INDONESIA
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 211 Documents
 18   19   20   21   22 
The Effect of Talent Management on Employee Retention in Indonesian Banking Industry 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/h0fpyw11

Abstract

The Indonesian banking industry faces significant challenges in retaining qualified employees due to intense competition and high workforce mobility. This condition positions employee retention as a strategic issue closely related to organizational stability and performance sustainability. This study aims to examine the influence of talent management on employee retention in the Indonesian banking industry. A quantitative explanatory design was employed involving 215 permanent employees from national commercial banks (conventional and Islamic) operating in urban areas of Indonesia. Data were analyzed using Partial Least Squares-Structural Equation Modelling (PLS-SEM) with SmartPLS 4 software. The results reveal that talent management has a positive and statistically significant effect on employee retention (β = 0.62; p < 0.001). The R² value of 0.38 indicates that talent management explains 38% of the variance in employee retention. The predictive relevance test (Q² = 0.24) confirms that the model has adequate predictive capability. Furthermore, the effect size (f² = 0.38) demonstrates a large substantive impact of talent management on employee retention. These findings confirm that talent management functions as a strategic mechanism rather than a purely administrative practice in the banking sector. The study contributes theoretically to the human resource management literature and provides practical insights for banking institutions in designing sustainable talent management strategies to enhance employee retention.
Organizational Resilience in the Face of Global Crises: Risk Management and Strategy Adaptation Perspectives Kusmawan, Asep; Septiarini, Isna Nur; Lestari, Lestari
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/vtjy9h33

Abstract

The increasing frequency of global crises, including health emergencies, economic instability, climate change, and digital disruption, has intensified the need for organizational resilience that goes beyond survival toward sustainable transformation. This study aims to analyze how organizational resilience can be strengthened through the integration of risk management frameworks and strategic adaptation mechanisms. A qualitative approach using a Systematic Literature Review was employed to synthesize peer-reviewed studies published between 2020 and 2025. Data were collected from reputable academic databases and analyzed through thematic analysis and integrative synthesis to identify structural and adaptive dimensions of resilience. The findings reveal that risk management functions as the structural foundation of resilience through systematic risk identification, Enterprise Risk Management integration, and risk-based planning and budgeting. However, sustainable resilience requires complementary strategic adaptation mechanisms, including organizational agility, digital transformation, business model innovation, and institutional adaptation. The discussion demonstrates that resilience emerges from the interaction between anticipation capacity and adaptive transformation, reinforced by psychosocial and community resilience dimensions. In conclusion, organizational resilience in the era of global crises is achieved through systemic alignment between risk governance structures and adaptive strategic processes, enabling organizations to anticipate, cope, and transform in uncertain environments.
Turnover Intention Among Generation Z Employees: A Systematic Review Anggapradja, Indra Taruna; Agustriyana, Darwis; Marinda, Vina Silviani
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/jenxm484

Abstract

Employee turnover intention remains a critical organizational issue, particularly among Generation Z employees who are entering the workforce and exhibiting high early-career mobility. Despite extensive turnover research, empirical findings on Generation Z remain conceptually fragmented and insufficiently consolidated. This study aims to systematically review empirical research on turnover intention among Generation Z employees and identify the dominant determinants influencing their intention to leave. A systematic literature review (SLR) approach was adopted, drawing on Scopus and Web of Science databases within the 2019–2025 publication timeframe. Following a structured screening process, 20 peer-reviewed empirical studies were included in the final synthesis. The findings indicate that organizational-level factors—particularly perceived organizational support, leadership quality, and career development opportunities—are the most consistent predictors of turnover intention. However, these determinants largely operate indirectly through psychological mediators, including job satisfaction, affective commitment, work engagement, psychological capital, and job embeddedness. Affective commitment emerged as the most robust explanatory mechanism across diverse national contexts, suggesting that Generation Z retention decisions are fundamentally relational and emotionally anchored rather than purely transactional. The study contributes by consolidating dispersed evidence into an integrated framework and offers practical guidance for organizations to prioritize relational leadership, developmental HR practices, and psychologically supportive environments to enhance retention among Generation Z employees.
The Relationship Between Company Compliance Levels with Occupational Health and Safety (K3) Claims in the Manufacturing Sector: A Literature Review Stevhnie, Putri; Anggraini, Adinda Putri; Br Siagian, Annisya Rotua; Olivia, Nova
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/fjnxm491

Abstract

This study aims to examine the relationship between corporate compliance with Occupational Safety and Health (OSH) standards and the high number of Work Accident Insurance (JKK) claims in the manufacturing sector. The background of the study is based on the high number of occupational accident cases in Indonesia, which reached 462,241 cases in December 2024, with the highest concentrations in industrial regions such as East Java and West Java. This research employs normative legal research and literature review methods using statutory, conceptual, and case approaches. The data were obtained from primary and secondary legal materials as well as occupational accident statistics as supporting data. The findings show that low levels of compliance with OSH standards have a significant correlation with the increase in JKK claims. The effectiveness of OSH implementation is influenced by management commitment, quality of OSH management systems, safety culture, worker competence, and the effectiveness of supervision and law enforcement. This study concludes that strengthening substantive compliance with OSH standards is a key factor in reducing the number of JKK claims in the manufacturing sector in Indonesia.
Analysis of Medan Community Perceptions Regarding Program Implementation and Service Quality of BPJSTK Medan City Branch Manullang, Mega Nova Eliza; kamila, Jihan; Hasibuan, Alnafis; Pasaribu, Elias Dion
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/fj1er293

Abstract

This study aims to analyze the perceptions of the people of Medan City regarding the implementation of programs and service quality of the Medan City Branch of the Social Security Administration Agency for Employment (BPJSTK). Although social security is a fundamental pillar for worker protection, the implementation of programs, including those organized by BPJSTK, still faces challenges such as suboptimal service quality and participant dissatisfaction. Specifically in Medan, obstacles include bureaucratic inefficiency, procedural complexity, and suboptimal use of information systems. This qualitative study uses in-depth interviews with the community and BPJSTK employees, as well as analyzing data using the Miles and Huberman model (data reduction, data presentation, and conclusion drawing/verification). The results of the study show that the services provided by the BPJSTK Medan Kota Branch are fairly well organized, but still have shortcomings. The complexity of the program is most felt in the claim requirements, changes in provisions, and technical terms that are difficult to understand (such as the online JMO application), which is exacerbated by the lack of official socialization that reaches all groups. Although the officers are considered quite knowledgeable and empathetic, the speed of service promises (disbursement time) and consistency of online responsiveness are not yet uniform. The public hopes that BPJSTK will improve the consistency of information, accelerate digital service responses, and ensure that staff provide uniform and accurate explanations. This study provides a holistic contribution by integrating program analysis, service quality (using the ServQual dimensions), participant literacy, and digital service experience.
Talent Management Strategies in Responding to Industry 5.0 Disruption: A Competency- and Agility-Based Human Resource Development Model Lukman, Firdiansyah
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/vm9qa744

Abstract

The transition to Industry 5.0 requires organizations to adopt human-centered and sustainable strategies in managing their workforce. Talent management is no longer an administrative function but a strategic mechanism for developing competencies and agility to sustain competitive advantage. This study aims to analyze how competency-based talent management integrated with agility as a dynamic capability forms an effective human resource development model in responding to Industry 5.0 disruption. This research employs a quantitative explanatory design using a cross-sectional survey of managers and HR professionals in digitally transforming organizations. Data were collected through structured questionnaires and analyzed using Structural Equation Modeling to test direct and mediating relationships among competency-based talent management, agility, and sustainable competitive advantage. The findings reveal that competency-based talent management significantly influences agility, and agility significantly enhances sustainable competitive advantage. Moreover, agility partially mediates the relationship between competency-based talent management and sustainable performance, indicating that competencies must be activated through adaptive capabilities to generate long-term value. The study concludes that integrating competency development with agility-building mechanisms is essential for achieving sustainable competitiveness in the Industry 5.0 era.
Talent Management and Transformational Leadership: An Analysis of Their Roles in Organizational Adaptation to Technological Disruption Muhdar, Muhdar
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/bvb7ey32

Abstract

Technological disruption driven by artificial intelligence, big data, and automation has reshaped organizational structures, competencies, and competitive dynamics, requiring organizations to strengthen their adaptive capacity. This study aims to analyze the role of talent management and transformational leadership in enhancing organizational adaptation to technological disruption. A quantitative explanatory design was employed using survey data collected from 215 employees in organizations undergoing digital transformation. Data were analyzed using Structural Equation Modeling with Partial Least Squares (SEM-PLS) to examine the relationships among talent management, transformational leadership, and organizational adaptation. The results indicate that talent management significantly influences organizational adaptation through digital competency development and reskilling initiatives. Transformational leadership also has a significant positive effect on adaptation by fostering innovation, commitment to change, and psychological readiness. Additionally, talent management significantly strengthens transformational leadership effectiveness. The model explains 62 percent of the variance in organizational adaptation, demonstrating substantial predictive power. The study concludes that the integration of strategic talent management and transformational leadership is essential for building agile, resilient, and digitally responsive organizations in the era of technological disruption.
Analysis of the Role of Innovation and Digitalization in Increasing Company Competitive Advantage in the Digital Economy Era Hamid, Hendrawati; Jamaruddin, Jamaruddin
Maneggio Vol. 2 No. 4 (2025): AUGUST-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/xj659k93

Abstract

This research aims to analyze the role of innovation and digitalization in enhancing the competitive advantage of companies in the digital economy era. The findings reveal that innovation, in terms of products, processes, and business models, has a significant impact on a company's competitiveness. Digital technologies such as artificial intelligence, big data, and the Internet of Things (IoT) enable companies to create added value, enhance customer experience, and accelerate adaptation to market changes. Digitalization, with a high adoption rate, plays a larger role in optimizing internal operations and expanding market reach. The study also indicates that manufacturing and services sectors have different approaches to implementing digitalization, but both show significant improvements in competitiveness. The research concludes that companies that optimize innovation and digitalization have a stronger competitive position and can survive in the increasingly fierce global competition. However, challenges in digitalization implementation and digital capability development remain. Therefore, policies supporting digital skills development and funding access for innovation are crucial for accelerating digital transformation.
Implementation of Digital Human Resource Management (E-HRM) to Improve Organizational Efficiency in the Industry 4.0 Era Hamid, Hendrawati; Jalante, Hamzah
Maneggio Vol. 2 No. 4 (2025): AUGUST-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/t4gnpg43

Abstract

This study aims to explore the implementation of Digital Human Resource Management (E-HRM) in improving organizational efficiency in the Industry 4.0 era. E-HRM allows organizations to automate various HR processes such as recruitment, performance management, training, and administration, resulting in operational efficiency and cost reduction. This study uses a qualitative approach with a case study design, relying on in-depth interviews with four informants directly involved in the implementation of E-HRM in their organizations. The results show that E-HRM improves the speed and accuracy of HR processes, enables data-driven decision-making through HR analytics, and reduces operational costs. In addition, E-HRM also increases employee engagement and facilitates skills development. However, implementation challenges such as resistance to change and limited digital skills among employees remain obstacles that need to be overcome with continuous training and strong managerial support. This study provides insights into how E-HRM can improve organizational efficiency, as well as strategies that can be used to overcome challenges in its implementation.
Crisis Management Strategies in Facing Global Economic Uncertainty: A Study of MSMEs in Makassar Hamid, Hendrawati; Jeddawi, Murtir
Maneggio Vol. 2 No. 5 (2025): OCTOBER-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/msacj031

Abstract

Global economic uncertainty presents a significant challenge for Micro, Small, and Medium Enterprises (MSMEs) in Indonesia, particularly in navigating rapid market changes and currency fluctuations. This study aims to analyze the crisis management strategies employed by MSMEs in Makassar in response to global economic uncertainty. A qualitative approach with a case study method was used to explore the adaptation strategies implemented by MSMEs. The results show that MSMEs in Makassar employ various strategies such as product diversification, digital technology utilization, and collaboration with strategic partners. Product diversification enables MSMEs to reach broader markets and reduce dependence on a single product type. Digitalization, through the use of e-commerce platforms and social media, accelerates MSMEs' adaptation to economic uncertainty. Furthermore, partnerships with other businesses and the government play a crucial role in maintaining business continuity. Innovation in financial and operational management, such as more flexible cash flow management, also proves effective. This study shows that MSMEs' ability to adapt and innovate in crisis management strategies is essential to ensuring their sustainability amid global economic crises.

Page 21 of 22 | Total Record : 211

 18   19   20   21   22 

Filter by Year

2024 2026


Reset
Filter By Issues
All Issue Vol. 3 No. 1 (2026): FEBRUARY-MJ Vol. 2 No. 6 (2025): DECEMBER-MJ Vol. 2 No. 5 (2025): OCTOBER-MJ Vol. 2 No. 4 (2025): AUGUST-MJ Vol. 2 No. 3 (2025): Maneggio-June Vol. 2 No. 2 (2025): Maneggio-Apr Vol. 2 No. 1 (2025): Maneggio-Feb Vol. 1 No. 6 (2024): Maneggio-Dec Vol. 1 No. 5 (2024): Maneggio-Oct Vol. 1 No. 4 (2024): Maneggio-Aug Vol. 1 No. 3 (2024): Maneggio-Juni Vol. 1 No. 2 (2024): Maneggio-April Vol. 1 No. 1 (2024): Maneggio-February More Issue