Manajemen Sumber Daya Manusia Islami untuk Karyawan Generasi Z: Studi Literatur Review
DOI:
https://doi.org/10.61722/jiem.v4i6.10673Keywords:
Manajemen Sumber Daya Manusia Islami, Generasi Z, Karyawan Generasi Z, Systematic Literature Review, Kinerja KaryawanAbstract
Generasi Z mewakili kelompok pekerja yang tumbuh di era teknologi, menunjukkan ciri-ciri yang berbeda dari generasi sebelumnya. Kelompok ini sering bersinggungan di tempat kerja, pertumbuhan pribadi, penggunaan teknologi, dan lingkungan yang mendorong keseimbangan yang sehat antara pekerjaan dan kehidupan pribadi. Karena ciri-ciri unik ini, perusahaan perlu mengembangkan metode manajemen sumber daya manusia yang selaras dengan keinginan dan kebutuhan mereka. Penelitian ini bertujuan untuk mengeksplorasi bagaimana Manajemen Sumber Daya Manusia Islami digunakan untuk mengawasi pekerja Generasi Z dengan menggunakan pendekatan Systematic Literature Review. Informasi untuk penelitian ini dikumpulkan dari berbagai artikel ilmiah, baik jurnal nasional maupun internasional, dan sumber akademis yang terkait dengan HRM Islami dan ciri-ciri Generasi Z. Analisis dilakukan melalui langkah-langkah mengenali, memilih, menilai, dan menyusun literatur yang memenuhi standar penelitian. Temuan menunjukkan bahwa prinsip-prinsip Islam seperti kepercayaan, keadilan, kebaikan, tanggung jawab, dan diskusi yang bijaksana memainkan peran penting dalam menumbuhkan tempat kerja yang etis dan produktif yang sesuai dengan karakteristik Generasi Z. Implementasi HRM Islami juga dapat meningkatkan motivasi karyawan, komitmen, kebahagiaan kerja, dan partisipasi dalam organisasi melalui metode yang fokus tidak hanya pada hasil, tetapi juga pada pertumbuhan moral dan spiritual. Selain itu, mengintegrasikan nilai-nilai Islam ke dalam praktik SDM dapat menumbuhkan hubungan kerja yang positif dan membantu kesuksesan jangka panjang organisasi. Oleh karena itu, SDM Islami berfungsi sebagai pendekatan yang efektif untuk mengatasi tantangan dalam mengelola pekerja Generasi Z di dunia saat ini.
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