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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 235 Documents
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The Transformation of Human Resources Management in Dealing with Generation Z in the Workplace Ida Yunari Ristiani
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/dgj6nw19

Abstract

Generation Z has become the fastest-growing segment of the global workforce, bringing digital fluency, value-driven expectations, and a demand for flexibility that challenges conventional human resource management (HRM) paradigms. This study aims to examine how HRM practices are being transformed to accommodate Generation Z characteristics in the contemporary workplace and to identify the novelty gap left by prior literature, particularly the absence of an integrated, cross-context model linking digital-human hybrid recruitment, personalized engagement, continuous micro-development, and purpose-driven retention. Using a systematic literature review method, this study analyzed thirty-five primary sources drawn from international and Indonesian publications between 2021 and 2026, supplemented by recent peer-reviewed studies indexed in Google Scholar with active digital object identifiers. Thematic synthesis was applied across four domains: recruitment and onboarding, engagement and well-being, talent development and retention, and digital or artificial-intelligence-based transformation. The findings reveal that organizations succeeding with Generation Z combine artificial-intelligence-enabled HR technology with psychologically informed, human-centered practices such as transparent communication, flexible work arrangements, and purpose-aligned career paths. The study concludes that HRM transformation for Generation Z is not merely technological but represents a paradigm shift toward adaptive, employee-centric, and digitally augmented human resource ecosystems. These findings offer practical implications for HR practitioners designing generation-responsive policies and theoretical contributions for future empirical validation.
Digital Presenteeism: The Phenomenon of Apparent Presence and Employee Productivity in the Era of Hybrid Work Atiek Ike Wijayanti; Ahmad Fauzi Pane; Achmad Nur Khaeri; Miko Mei Irwanto
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/p2kmxx56

Abstract

Digital presenteeism has emerged as a critical yet underexplored phenomenon in contemporary organizational behavior, particularly in the context of the hybrid work era accelerated by the COVID-19 pandemic. This study examines the concept of digital presenteeism—defined as the condition in which employees remain digitally visible and apparently engaged while simultaneously experiencing diminished actual productivity—and its multidimensional effects on employee performance and well-being. Using a quantitative cross-sectional design, data were collected from 287 hybrid workers across multiple industries via structured online surveys using the Stanford Presenteeism Scale (SPS-6) and the Utrecht Work Engagement Scale (UWES). Multiple regression analysis revealed that always-on availability (β = -0.312, p < .001), digital visibility anxiety (β = -0.278, p < .001), work-life boundary violation (β = -0.241, p < .001), and supervisor digital monitoring (β = -0.189, p < .001) significantly and negatively predicted perceived productivity, while employee well-being was a significant positive predictor (β = 0.334, p < .001). The model explained 48.7% of variance in productivity (R² = 0.487). Findings underscore the urgency for organizations to establish evidence-based policies addressing the psychological costs of digital presence performance in hybrid settings, and contribute novel empirical insights to the emerging literature on virtual presenteeism and hybrid work management.
Human-Centered Leadership and Employee Well-Being: Evidence from the Digital Workplace Ida Farida
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/adpekg76

Abstract

Digital transformation has reshaped how leaders and employees interact, raising both opportunities for flexibility and risks of technostress and digital fatigue. This article synthesizes 25 recent studies (2019-2026) to examine how human-centered leadership relates to employee well-being in digital workplaces. Using a narrative literature review approach, evidence was drawn from journal articles and conference proceedings indexed in Scopus, Web of Science, and Google Scholar, selected through a structured identification, screening, and eligibility process. The synthesis shows that human-centered leadership consistently predicts higher employee well-being across sectors and countries, operating through three mediating pathways: psychological safety and digital trust, work engagement and digital self-efficacy, and technostress mitigation. These relationships are moderated by work arrangement (remote, hybrid, on-site), organizational digital readiness, and industry context. Grounded in the Job Demands-Resources model, Conservation of Resources theory, and Self-Determination Theory, this study proposes an integrated conceptual framework linking human-centered leadership to employee well-being in digitalized settings. The novelty of this article lies in its explicit integration of digital and human-centered leadership literatures, its cross-sectoral synthesis, and its attention to underexplored moderators. Findings offer theoretical propositions for future empirical testing and practical guidance for organizations seeking to humanize digital transformation while safeguarding employee well-being.
The Role of Work-Life Balance in Employee Retention: A Systematic Literature Review among Millennials and Generation Z Andi Harnas Baharuddin
Maneggio Vol. 3 No. 4 (2026): AUGUST - MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/jxjt3x46

Abstract

Employee retention has become a critical strategic concern for organizations navigating a workforce increasingly composed of Millennials and Generation Z, two cohorts widely known for prioritizing balance between professional and personal life over traditional incentives such as salary alone. This study conducts a systematic literature review examining the role of work-life balance in shaping employee retention among these two generational cohorts. Following PRISMA 2020 guidelines, twenty-five peer-reviewed articles published between 2021 and 2026 were identified, screened, and thematically synthesized from Google Scholar, Scopus-indexed journals, and other reputable academic repositories. The review reveals that work-life balance consistently exerts a significant positive influence on employee retention, primarily through the mediating roles of job satisfaction, organizational commitment, and job embeddedness, while simultaneously reducing turnover intention. Flexible arrangements, supportive leadership, employer branding, and compensation emerge as key reinforcing mechanisms. Notable generational nuances are identified: Millennials value stability and career progression alongside balance, whereas Generation Z emphasizes autonomy, mental well-being, and purpose-driven work. This review contributes a novel integrative, generation-differentiated framework linking work-life balance to retention outcomes and offers practical implications for human resource strategies, including flexible scheduling, welfare benefits, and generation-sensitive retention programs. Limitations and future research directions are discussed.
Digital Management Accounting as a Tool for Strategic Decision-Making by MSME Owners: A Systematic Literature Review Mediaty; Asri Usman; Andi Naimah Syakir; Mulia Suardi
Maneggio Vol. 3 No. 4 (2026): AUGUST - MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/x46jff03

Abstract

Micro, small, and medium enterprises (MSMEs) constitute the backbone of many emerging economies, yet a large share of their owners continue to rely on intuition rather than structured financial information when making strategic decisions. Digital management accounting (DMA) the integration of cloud-based bookkeeping, accounting information systems, big data analytics, and artificial intelligence into management accounting practice  has been proposed as a mechanism to close this gap. This study conducts a systematic literature review (SLR) following the PRISMA protocol to examine how digital management accounting supports strategic decision-making among MSME owners. Twenty-five peer-reviewed articles published between 2021 and 2026, drawn from Scopus, Google Scholar, DOAJ, and Consensus, were analyzed thematically. The review finds that DMA improves decision quality through three interrelated mechanisms: (1) enhanced information quality and timeliness, (2) cost and resource efficiency, and (3) expanded analytical capacity through big data and artificial intelligence. However, adoption remains constrained by digital literacy gaps, infrastructure limitations, and resource-based barriers specific to MSMEs. The novelty of this review lies in synthesizing fragmented, largely single-country evidence into an integrated conceptual model linking digital management accounting adoption, information quality, and strategic decision outcomes, while identifying under-researched areas such as artificial intelligence-based management accounting for micro-scale enterprises in developing economies.

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