Human Resource Transformation through the Development of the AKHLAK Core Values Model to Enhance Organizational Performance Efficiency

Abdurrozzaq Hasibuan; Suhela Putri Nasution

doi:10.69693/jesa.v2i1.16

Authors

Abdurrozzaq Hasibuan Universitas Islam Sumatera Utara
Suhela Putri Nasution Universitas Prima Indonesia

DOI:

https://doi.org/10.69693/jesa.v2i1.16

Keywords:

HR Transformation, Core Values AKHLAK, Performance Efficiency, Organizational Culture, PTPN IV

Abstract

The increasingly dynamic business environment compels State-Owned Enterprises (SOEs) to undergo comprehensive transformation, particularly in the management of human resources (HR). PT Perkebunan Nusantara IV (PTPN IV), as a plantation-sector SOE, faces challenges in fostering a work culture that is adaptive, competent, and value-driven. The background of this research stems from the limited effectiveness of organizational values internalization and the suboptimal efficiency of organizational performance. The central research question is how to develop an HR transformation model based on the Core Values of AKHLAK (Trustworthy, Competent, Harmonious, Loyal, Adaptive, and Collaborative) that can enhance organizational performance efficiency. This study aims to design and test a value-based model of AKHLAK implementation within the framework of work culture transformation at PTPN IV. The research applies a mixed methods approach, combining quantitative surveys, in-depth interviews, and document analysis. Preliminary findings indicate that AKHLAK values are significantly associated with the development of work behavior and habits that support sustainable organizational performance. The proposed model is expected to serve as a strategic reference for value-based HR transformation in SOEs.

Downloads

Download data is not yet available.

References

[1] D. Alshwayat, J. A. Macvaugh, and H. Akbar, “A multi-level perspective on trust , collaboration and knowledge sharing cultures in a highly formalized organization,” J. Knowl. Manag., no. December 2022, 2021, doi: 10.1108/JKM-05-2020-0354.

[2] H. Rohman, S. B. Helpiastuti, F. Khasanah, and K. Kunci, “Transformasi Budaya Organisasi melalui Internalisasi Core Values AKHLAK di PT TASPEN Kantor Cabang Jember,” Contemp. Public Adm. Rev., vol. 2, no. 1, pp. 66–81, 2024.

[3] H. Resources, D. Working, and C. B. Network, Strategic Human Resource Management for Successful Foreign Direct Investment in APEC Cases and Prototype Guide.

[4] Dr. Garaika, MANAJEMEN SUMBER DAYA MANUSIA, no. Maret. Yogyakarta: Zahir Publishing, 2020.

[5] E. Thohir, AKHLAK Untuk Negeri - Google Books. Jakarta: Arga Tilanta, 2020.

[6] PT Perkebunan Nusantara IV, Laporan Tahunan 2020 PT. Perkebunan Nusantara IV. 2020.

[7] A. R. Hariyadi and D. Agustina, “AKHLAK Culture Health Index in 91 BUMN and The Correlation to Values Contravention in BUMN,” PROCEEDING B. 4th Int. Conf. Business, Econ. Soc. Sci. Humanit. 2021, 2021, [Online]. Available: https://proceedings.unikom.ac.id/index.php/icobest/article/view/275/271

[8] I. Ardiyansah and M. D. Mon, “Organizational Culture, Organizational Commitment, and Job Satisfaction on Employee Performance Using OCBas an Interveningat State-Owned Enterprises Insurance Company in Batam City,” Bus. Entrep. Rev., vol. 23, no. 1, pp. 69–92, 2023, doi: 10.25105/ber.v23i1.15835.

[9] M. R. I. Fahmi, D. Sriyanto, and F. A. Safrin, “Implementation of State-Owned Enterprise Organizational Culture ‘Akhlak’ in Improving Employee Performance at PT. Surveyor Indonesia (Persero) Medan Branch,” BROMO Bus. Res. Manag. J., vol. 1, pp. 1–16, 2024.

[10] Michael Armstrong, Armstrong’s handbook of performance management : an evidence-based quide to deliveringhigh performance. United Kingdom - London: British Library Cataloguing-in-Publication Data, 2009.

[11] Stephen J. Guastello, Second Edition: Human Factors Engineering and Ergonomics (A Systems Approach). Boca Raton, FL 33487-2742: CRC Press Taylor & Francis Group, 2014. doi: 10.1016/B0-12-370870-2/00093-7.

[12] P. C. Heffernan, M. M., dan Flood, “An exploration of the relationships between the adoption of managerial competencies, organisational characteristics, human resource sophistication and performance in Irish organisations,” J. Eur. Ind. Train., vol. 24, 2000.

[13] V. Agustini, S. Rustiyaningsih, F. Anif, and Y. Budi, “Mediation of ‘ AKHLAK ’ corporate culture and affective commitment on the effect of inclusive leadership on employee performance,” Sustain. Futur., vol. 6, no. October, p. 100138, 2023, doi: 10.1016/j.sftr.2023.100138.

[14] al Abdurrozzaq, et, “Model for the Development of Human Resources Quality in Foreign Companies,” Sci. Technol. Res. Symp. 2022, vol. 030007, 2024, doi: https://doi.org/10.1063/5.0232748.

[15] J. W. C. and J. D. Creswell, Qualitative, Quantitative, and Mixed Methods Approaches. United States of America: SAGE Publications, Inc., 2018.

[16] Hardani, et, Qualitative & Quantitative Research Methods, no. April. Yogyakarta: CV. Pustaka Ilmu Group Yogyakarta, 2020.

[17] Menteri BUMN Erick Thohir, Laporan Kinerja Kementerian BUMN 2021. Jakarta Pusat: Kementrian BUMN, 2021.