Mikaria Gultom

This study investigates how Strategic Human Resource Management (SHRM) enhances the employability of vocational high school students by integrating Youth Skills Development (YSD), Vocational Education (VE), International Bureaucratic Careers (IBC), and Global Professional Pathways (GPP). Responding to the increasing global demand for adaptable and internationally competent youth, this research examines how strategic talent development mechanisms within vocational education influence students’ readiness for global labour markets and cross-border professional trajectories. A quantitative, cross-sectional design was employed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with data collected from Vocational School Graduates students engaged in skills development programmes. The measurement model demonstrated strong reliability and validity, with all factor loadings exceeding 0.75 and convergent validity confirmed through AVE values above 0.66. Structural model results revealed that SHRM significantly strengthens YSD (β = 0.62) and VE (β = 0.57). Moreover, YSD (β = 0.41), VE (β = 0.36), IBC (β = 0.32), and GPP (β = 0.44) positively influence employability, collectively explaining 68% of its variance (R² = 0.68). Mediation analysis shows that both YSD and VE partially mediate the effect of SHRM on employability, indicating that capability-building processes serve as critical channels through which strategic HRM practices enhance youth readiness for international bureaucratic and professional careers. These findings highlight the importance of aligning vocational education with global competency frameworks and strengthening institutional human resource management (HRM) strategies to produce a workforce capable of adapting to the ever-evolving global labour market. This aligns with SDG 4 (Quality Education); SDG 8 (Decent Work & Economic Growth) and SDG 9 (Industry, Innovation, & Infrastructure). This study contributes to the advancement of research in the fields of strategic human resource management (SHRM), the transformation of vocational education, and the employment of young people in the context of international careers.

The transformation of healthcare services in the Industry 5.0 era requires hospitals to ensure sustainability through digitalisation and adaptive human capital management (HCM). This study addresses a critical research gap by examining the interaction between HCM and organisational agility in Indonesia’s healthcare sector, which is currently undergoing a transition. The aim is to analyse the mediating role of HCM in the relationship between organisational agility, perceived organisational support, and organisational commitment towards sustainable hospital service quality. A quantitative survey was conducted among 250 respondents from six accredited private Type B hospitals, and analysed using SEM-PLS 4.0. The results indicate that HCM acts as a strong mediator, with organisational agility and support significantly driving service quality (R² = 0.536). Path coefficients show that perceived organisational support has the most substantial impact on HCM (ß= 0.365). These findings confirm that HCM is a key strategic lever for enhancing human resource competencies through digital integration and legal safeguards. Theoretically, this study bridges the Resource-Based View with the dynamics of digital health. Practically, it suggests that hospital leadership must invest in digital learning paltforms and AI-Supported HR practices to bolster long term sustainability. By linking micro-level management with macro-level health economic resilience, this study provides a new framework for policymakers to strengthen the healthcare sector’s contribution to sustainable national development.

This study investigates the influence of stakeholder collaboration factors communication, commitment, and trust on the effectiveness of cultural heritage tourism development in Purwakarta Regency, Indonesia. A conceptual model was developed based on social exchange theory and adapted from Ramayah et al. (2021), incorporating network collaboration as a mediating variable. Employing a quantitative approach with Structural Equation Modeling-Partial Least Squares (SEM-PLS), data were collected from 135 tourism stakeholders, including local governments, tourism groups, SMEs, and cultural actors. The findings show that commitment and trust significantly influence network collaboration, while communication does not. However, communication, commitment, and trust do not directly affect destination development effectiveness, and network collaboration does not mediate these relationships. The novelty of this study lies in the localized adaptation of the collaboration model to rural tourism contexts characterized by cultural heritage, emphasizing the strategic role of human resources. The study contributes theoretically to collaborative governance in tourism and offers practical implications for strengthening community-based tourism strategies aligned with the Sustainable Development Goals (SDGs).

The aim of this research is to examine the influence of human capital management (HCM) and organizational agility (AO) on the quality of group private hospital services, which is mediated by perceived organizational support (PDO). The population in this study was the accreditation team that was active in the preparation, implementation, and follow-up of the results of the hospital accreditation assessment, totaling 656 people, and the target sample taken using the stratified random sampling method was 253 people. This research uses path modeling analysis techniques with PLS tools. Based on the tests carried out, it was found that human capital management influences the quality of hospital services, organizational agility influences the quality of hospital services, perceived organizational support influences the quality of hospital services, and perceived organizational support mediates the influence of human capital management and perceived organizational support on the quality of hospital services.

Many studies have examined the relationship between training and employee job satisfaction, the relationship between employee training and organizational commitment, the relationship between competence and employee job satisfaction, and the relationship between competence and organizational commitment, but there are still many unanswered questions. In particular, research has not explained how training and competence directly affect job satisfaction and managerial competence and how training and competence indirectly affect organizational commitment through job satisfaction. Therefore, this study investigates how training and competence directly affect job satisfaction and organizational commitment. Indirectly, training and competence affect organizational commitment through job satisfaction. Survey-based data collection was collected by purposive sampling, which included 280 employees from BPJS who participated in the training. The findings from the path analysis, along with measurements and structural tests, are very supportive of the employee training program. The findings show that employee training and competence directly affect job satisfaction and organizational commitment. The findings also show that training and employee competence indirectly affect organizational commitment through job satisfaction. Finally, employee job satisfaction affects managerial competence. This study shows that employee training is an effective way for organizations to achieve their goals. Doi: 10.28991/ESJ-2023-07-02-016 Full Text: PDF

The Covid-19 pandemic has affected all aspects of people's lives and the world in a short time. The medical work environment dealing directly with patients is very stressful, especially for nurses who have to be in the inpatient room for 24 hours continuously. The purpose of this study was the extent to which hospital organizational agility could increase job satisfaction and organizational commitment of nurses working in inpatient room COVID-19 patients. This research method is a quantitative research method with data processing tools using the SmartPLS version 3.0. The research data was obtained from an online questionnaire using google form with a non-probability sampling technique, namely a convenience sampling technique (accidental sampling). The respondents of this study were 110 nurses who served in the Covid-19 inpatient service section at the Sentra Medika Group Hospital domiciled in West Java province which was appointed as a Covid-19 referral hospital by the Governor of West Java. The results showed that the direct effect coefficient of organizational agility on organizational commitment was 0.207, job satisfaction on organizational commitment was 0.484, and the indirect effect coefficient of organizational agility on organizational commitment through job satisfaction was 0.234. Thus, it can be concluded that organizational agility has a positive and significant effect on organizational commitment mediated by job satisfaction.

The Covid-19 pandemic that has hit humanity throughout the world has become a very serious and very scary problem at least in the last two years since the end of 2019. Hospitals as health service institutions are also experiencing difficulties and are overwhelmed by the surge of patients who need treatment as well as health workers who participate exposed to the Covid-19 virus. Hospital management is very unprepared for this tremendous change, both in patient handling, labor management, changes in patient service flow, health insurance and workforce safety as well as the management of a very high spike in medical and nonmedical waste. Against this unsettled situation, green leadership offers a solution to the difficulties experienced by the hospital business through effective leadership strategies during this pandemic. This research is a literature review, both from the facts on the ground in Indonesian hospitals during the COVID-19 pandemic and the views of experts about the importance of green leadership for hospitals facing the possibility of external extreme turbulence such as the current pandemic while still paying attention to the balance of the ecosystem and its environment. The findings of this study contribute to green leadership strategy in the management of hospital services in the new normal era.

Penelitian ini bertujuan untuk menguji dan menganalisis pengaruh kecerdasan emosional, kecerdasan spiritual dan kepemimpinan heroik terhadap prestasi kerja agency manager pada PT. Prudential Life Assurance di Jakarta. Pengumpulan data dilakukan dengan menyebarkan kuesioner kepada 96 orang agency manager di 8 (delapan) kantor agency PT. Prudential Life Assurance di Jakarta pada tanggal 15 Maret sampai dengan 25 Mei 2017. Metode sampling yang digunakan adalah nonprobability sampling. Dari populasi 400 orang, diambil 96 orang yang memiliki prestasi kerja terbaik, sudah mencapai karier agency manager dalam jangka waktu 5 (lima) tahun dan berkantor di Jakarta. Metode analisis yang digunakan dalam penelitian ini adalah analisis SEM dengan bantuan software Smart PLS 3.0. Model teori yang dipakai dinyatakan fit dengan melihat nilai t-statistik > 1,96, R² sebesar 0,756, Q² sebesar 0,244, GoF nya sebesar 0,839. Hasil penelitian menunjukkan bahwa: (a) kecerdasan emosional 28,8 % memengaruhi prestasi kerja, (b) kecerdasan spiritual 51,3 % memengaruhi prestasi kerja, (c) kepemimpinan heroik 37,4 % memengaruhi prestasi kerja, dan (d) kecerdasan emosional, kecerdasan spiritual, dan kepemimpinan heroik secara simultan memengaruhi prestasi kerja agency manager PT. Prudential Life Assurance di Jakarta sebesar 75,6 %. Variabel kecerdasan spiritual merupakan variabel yang paling besar pengaruhnya terhadap prestasi kerja agency manager PT. Prudential Life Assurance di Jakarta.