Employee Management at Universitas PGRI Semarang


This study explores the practice of employee management at Universitas PGRI Semarang. The study discusses the management practices of lecturers and employees based on indicators of recruitment, training, performance appraisal, career planning, job definition, employee participation, and compensation. The authors have used qualitative research methods, and data were obtained through observation, documentation, and in-depth interviews with leaders, lecturers, and employees of Universitas PGRI Semarang. Researchers found evidence that employee management practices based on indicators of recruitment, training, performance appraisal, career planning, job definition, employee participation, and compensation have been implemented quite well. The novelty of this research is the strategy carried out by Universitas PGRI Semarang in managing employees effectively and efficiently to achieve the vision, mission, and goals of the university.

Keywords: recruitment, training, career planning, employee participation, and compensation

[1] Bhagavatula S, Elfring T, Van Tilburg A, Van De Bunt GG. How social and human capital influence opportunity recognition and resource mobilization in India’s handloom industry. Journal of Business Venturing. 2010;25(3):245-60. https://doi.org/10.1016/j.jbusvent.2008.10.006

[2] Crowley-Henry M, Al Ariss A. Talent management of skilled migrants: Propositions and an agenda for future research. The International Journal of Human Resource Management. 2018;29(13):2054-2079. https://doi.org/10.1080/ 09585192.2016.1262889

[3] Rebeťák M, Farkašová V. Managing high–potential employees. Procedia economics and finance. 2015;23:867-871. https://doi.org/ 10.1016/s2212-5671(15)00437-2

[4] Nyberg A. Retaining your high performers: Moderators of the performance– job satisfaction–voluntary turnover relationship. Journal of Applied Psychology. 2010;95(3):440–453. https://doi. org/10.1037/a0018869

[5] Agolla JE, Ongori H. Paradigm shift in managing career plateau in organisation: The best strategy to minimize employee intention to quit. African Journal of Business Management. 2009;3(6):268–271.

[6] Wayne SJ, Lemmon G, Hoobler JM, Cheung GW, Wilson MS. The ripple effect: A spillover model of the detrimental impact of work–family conflict on jobsuccess. Journal of Organizational Behavior. 2017;38(6):876-894. https://doi.org/ 10.1002/job.2174

[7] Cappelli P. Talent management for the twenty-first century. Harvard Business Review. 2008;86(3):74-81.

[8] Gabčanová IV. The employees – The most important asset in the organizations. Human Resources Management & Ergonomics. 2011;5(1):30-33.

[9] Khan MA, Md Yusoff R, Hussain A, Ismail FB. The mediating effect of job satisfaction on the relationship of HR practices and employee job performance: Empirical evidence from higher education sector. International Journal of Organizational Leadership. 2019;8:78-94. https://doi.org/10.33844/ijol.2019.60392

[10] Abdullah Z, Ahsan N, Alam SS. The effect of human resource management practices on business performance among private companies in Malaysia. International Journal of Business and Management. 2009;4(6):65-72. https://doi.org/10.5539/ijbm.v4n6p65

[11] Vetrova EA, Kabanova EE, Medvedeva NV, Jukova EE. Management of educational services promotion in the field of higher education (The example of ”Russian State Social University”). European Journal of Contemporary Education. 2019;8(2):370-377. https://doi.org/10.13187/ejced. 2019.2.370

[12] Lee KH, Barker M, Mouasher A. Is it even espoused? An exploratory study of commitment to sustainability as evidenced in vision, mission, and graduate attribute statements in Australian universities. Journal of Cleaner Production. 2013;48:20-28. https://doi.org/10.1016/j.jclepro. 2013.01.007

[13] Simbolon AS, Padliansyah R, Karunia E. Dampak praktik manajemen sumber daya manusia pada kinerja perguruan tinggi di Kalimantan. Jurnal Ecodemica: Jurnal Ekonomi, Manajemen, Dan Bisnis. 2021;5(1):69–78. https://doi.org/10.31294/jeco.v5i1.9524

[14] Valeau PJ, Paillé P. The management of professional employees: Linking progressive HRM practices, cognitive orientations and organizational citizenship behavior. The International Journal of Human Resource Management. 2019;30(19):2705-2731. https://doi.org/10.1080/ 09585192.2017.1332671

[15] Bowra ZA, Sharif B, Saeed A, Niazi MK. Impact of human resource practices on employee perceived performance in banking sector of Pakistan. African Journal of Business Management. 2012;6(1):323–332. https://doi.org/10.5897/ajbm11.2312

[16] Basarudin NA, Yeon AL, Yaacob N, Abd Rahman R. Faculty workload and employment benefits in public universities. International Review of Management and Marketing. 2016;6(7S):73-82.

[17] Lertputtarak S. An investigation of factors related to research productivity in a public university in Thailand: A case study [Doctoral dissertation]. Victoria University, Australia; 2008.

[18] Alshuwaikhat HM, Abubakar I. An integrated approach to achieving campus sustainability: Assessment of the current campus environmental management practices. Journal of Cleaner Production. 2008;16(16):1777-1785. https://doi.org/10.1016/j.jclepro.2007.12.002

[19] X. Ye, “Study on the Survival of Higher Vocational Colleges in the Fierce Competition.,” In: Proceedings of the 3rd International Conference on Economics, Management, Law and Education (EMLE 2017). pp. 282–286. Atlantis Press, Paris, France (2017).

[20] Prabowo HA. Winning competition through the management of word of mouth viral marketing, and brand equity on private universities. Mediterranean Journal of Social Sciences. 2015;6(5 S5):118-124. https://doi.org/10.5901/ mjss.2015.v6n5s5p118

[21] G. Kinman and R. Kinman, “The role of motivation to learn in management education.,” Journal of Workplace Learning. vol. 13, no. 4, pp. 132–144, 2001.

[22] Aslam HD, Aslam M, Ali N et al. Human resource planning practice in managing human resource: A literature review. Human Resource Planning. 2013;3(1):200-212. https://doi.org/10.5296/ijhrs.v3i1.6253

[23] Crebert G, Bates M, Bell B, Patrick CJ, Cragnolini V. Developing generic skills at university, during work placement and in employment: graduates’ perceptions. Higher Education Research & Development. 2004;23(2):147-165. https://doi.org/10.1080/0729436 042000206636

[24] R.S. Schuler, S.E. Khilji, and H. Ruël, “Role of human resource management in international mergers and acquisitions and international joint ventures in emerging markets.,” In: Handbook of Human Resource Management in Emerging Markets. pp. 122–149. Edward Elgar Publishing (2015) DOI