Penguatan dan Pengembangan Sumberdaya Manusia di Universitas Jambi
DOI:
https://doi.org/10.22437/jpe.v18i4.24392Keywords:
Academic, Human Resources, SWOT, UniversityAbstract
This study aims to formulate programs and strategies for strengthening and developing human resources (HR) at Universitas Jambi, focusing on educational staff. The data utilized include both secondary and primary sources. Secondary data, including archives, documents, reports, and relevant statements, were collected through documentation. Primary data were obtained through Focus Group Discussions (FGD) to capture direct perspectives from stakeholders. Data were analyzed both qualitatively and quantitatively. Qualitative analysis utilized content analysis techniques to evaluate data from the FGDs. This analysis aimed to identify key themes, patterns, and insights from the collected data. Quantitative analysis employed descriptive statistics to provide an overview of the current human resource conditions and projections for the next five years. Based on a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis and the university's HR development vision and mission, it was found that Universitas Jambi is in a strategic position to strengthen and develop its human resources. Despite major strengths such as a diverse range of study programs and faculty qualifications, some weaknesses need to be addressed, including a faculty shortage in some areas and the need for curriculum updates. Opportunities for growth through collaboration and innovation in teaching and research are significant, yet faced with challenges such as academic competition and budget constraints. Recommendations for Universitas Jambi include: (1) focusing on the development of faculty and staff competencies through ongoing training and further education; (2) updating the curriculum to reflect labor market needs and advancements in knowledge; (3) enhancing infrastructure and resources to support innovation in learning and research; (4) implementing policies that promote inclusivity and diversity; (5) expanding partnerships with industry and other academic institutions; and (6) applying effective risk management strategies to address barriers in implementing HR development programs.
Downloads
References
Anggraini, D., Rachmawati, R., & Iswari, R. D. (2022). Optimisme dan Adaptabilitas Karir pada Mahasiswa di Era New Normal. Jurnal Ilmiah Psikologi MIND SET, 13(1), 79–88.
Hussain, A., Khan, M., Rakhmonov, D. A., Mamadiyarov, Z. T., Kurbonbekova, M. T., & Mahmudova, M. Q. K. (2023). Nexus of Training and Development, Organizational Learning Capability, and Organizational Performance in the Service Sector. Sustainability, 15(4), 3246. https://doi.org/10.3390/su15043246
Leal Filho, W., Dibbern, T., Viera Trevisan, L., Coggo Cristofoletti, E., Dinis, M. A. P., Matandirotya, N., Sierra, J., Shulla, K., Buttriss, G., L’Espoir Decosta, P., Mbah, M. F., & Sanni, M. (2023). Mapping universities-communities partnerships in the delivery of the Sustainable Development Goals. Frontiers in Environmental Science, 11. https://doi.org/10.3389/fenvs.2023.1246875
Lee, J. J. (Ed.). (2021). U.S. Power in International Higher Education. Rutgers University Press. https://doi.org/10.36019/9781978820814
Li, Z., Akouatcha, H. G., Akram, U., & Anaba, O. A. (2021). Information and Communication Technology and Organizational Performance During Covid-19 Pandemic: The Role of Organizational Commitment, Growth Mindset, and Entrepreneurial Orientation. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.752193
Nurimansjah, R. A. (2023). Dynamics of Human Resource Management: Integrating Technology, Sustainability, and Adaptability in the Modern Organizational Landscape. Golden Ratio of Mapping Idea and Literature Format, 3(2), 104–123. https://doi.org/10.52970/grmilf.v3i2.324
Nurzaman, A. M. E., Affandi, A., Udobong, A., Sarwani, S., & Hernawan, H. (2020). Implementation of Human Resource Management in the Adaptation Period for New Habits. International Journal of Educational Administration, Management, and Leadership, 19–26. https://doi.org/10.51629/ijeamal.v1i1.4
Prayoga, J. (2017). Peran Pelatihan Dalam Meningkatkan Kinerja Sumber Daya Manusia Di Masa Covid-19. Liabilities (Jurnal Pendidikan Akuntansi). Jurnal Warta Dharmawangsa, 53.
Rehman, T. U., & Khatoon, R. (2022). Human Resource Management Practices and Organizational Performance in the New Normal (pp. 212–233). https://doi.org/10.4018/978-1-7998-8451-4.ch010
Silverman, R. (2018). Special Issue: Community Development for Equity and Empowerment. Societies, 8(4), 119. https://doi.org/10.3390/soc8040119
Tsits, G., & Chris, A. (2020). Virtual Reality Bridging the Gap between Job Skills Required and University Curriculum Competency in South Africa. 26–35. https://doi.org/10.17501/24246700.2020.6203
Vandy, J. F., Domawa, A., & Vandy, P. S. (2023). Adjusting to the new normal in HRM: Ways HR practitioners can adapt to the current and future work challenges. International Journal of Research in Human Resource Management, 5(1), 139–143. https://doi.org/10.33545/26633213.2023.v5.i1b.140
Vodenko, K. V. (2022). Formation of Academic Leadership in the Context of Trends in the Development of Modern Russian Higher Education. Alma Mater. Vestnik Vysshey Shkoly, 9, 20–25. https://doi.org/10.20339/AM.09-22.020
Wahyudi, A., Assyamiri, M. B. T., Aluf, W. Al, Fadhilah, M. R., Yolanda, S., & Anshori, M. I. (2023). Dampak Transformasi Era Digital Terhadap Manajemen Sumber Daya Manusia. Jurnal Bintang Manajemen, 1(4), 99–111.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2023 Junaidi Junaidi, Zulfina Adriani, Yudi Yudi, Fitri Widiastuti, Dora Sagita
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
