Challenges of Pancasila Ideology in the Era of Industrial Revolution 4.0: Case Study of Generation Z and Millennials

Generation Z ◽

The People ◽

Technological Developments ◽

Introduction: The imbalance between technological development and ideological strengthening has resulted in the fading of the Pancasila ideological values of millennials. Technology that accompanies everyday life seems to be the main character in human life. Yet if humans themselves do not use technology wisely, technology can be a threat to both individuals and the life of the nation and state. If technology is increasingly out of control, threats to the Pancasila ideology are very likely to occur, such as in the G 30S PKI incident. Therefore, it is necessary to take action both from the government and the community as individuals to safeguard the development of technology to be used wisely. That way, we can prevent the threat to the Pancasila ideology together. Writing this article aims to analyze how the role and influence of the Pancasila ideology on the millennial generation in the 4.0 industrial revolution and to find solutions so that the values of Pancasila remain attached to the next generation of the Indonesian nation. Method: Writing This article uses a qualitative method by using literature reviews from the results of related research journals that have been published online through websites and other online media. Results: Thirteen journals and one book have met the criteria for the inclusion of a predetermined review. Research is based on the stigma of society regarding technological developments in the Industrial revolution 4.0. Therefore, the government is expected to be more severe in implementing human capital management. Conclusion: By procuring human capital management, it will be possible that Human Resources (HR) in Indonesia will be able to carry out the ideals of a golden Indonesian generation with Pancasila values inherent in the hearts of the people and the nation's future generations.

Overview of Human Capital Management Policies and Practices of the Textile Industry in Tirupur and Coimbatore Districts – A Study

International Academic Journal of Business Management ◽

10.9756/iajbm/v8i1/iajbm0802 ◽

2021 ◽

Vol 8 (1) ◽

pp. 12-16

Author(s):

P. Karthikeyan ◽

Dr. Akilandeswari S

Keyword(s):

Human Capital ◽

Textile Industry ◽

Management Strategies ◽

Maximum Level ◽

Good Representation ◽

Capital Management ◽

Job Rotation ◽

Public Sector Employees ◽

The commitment of Human capital of cooperative Textile units should be fixed at the maximum level. The role of industrial relation and bargaining moments in private sector textile units have been increased. The presence of the same should be ensured in order to make a good representation of the human capital on before top management and government. The job rotation and transfers of public sector employees strongly affect the work life balance of human capital. The process of transfer and job rotation should consider the personnel issues with the respect of the same. The Human capital outsourcing contract should be abolished in the study area. The Human capital Management strategies should be revised by the government, cooperative privates sector textile units to increase the Human Development Index (HDI) in the study area.

Recruitment Conditions and Procedures in State and Local Administration – Comparative Analysis and Evaluation

Kwartalnik Ekonomistów i Menedżerów ◽

10.5604/01.3001.0009.5748 ◽

2011 ◽

Vol 21 (3) ◽

pp. 27-46

Author(s):

Waldemar Walczak

Keyword(s):

Human Capital ◽

Management Practice ◽

Capital Management ◽

Analysis And Evaluation ◽

Management Processes ◽

Important Argument ◽

Management Paradigms ◽

State And Local ◽

The purpose of the paper is presenting legal basis and conditions concerning chosen human capital management processes which are applied at the government administration and self-government units. Conducted analyses were not limited exclusively to theoretical deliberations, because the author also concentrated on portraying results and the consequence of these regulations, paying special attention to real processes which have reflected the human capital management paradigms occurring in civil service. Important argument which intensifies the rank and the rightness of research undertaken is the fact that in official government document ‘Poland 2030. Development challenges’, it has been acknowledged that intellectual capital should be treated as the deepest and most significant development potential of our country. In the final part of the article conclusions and recommendations for the management practice were formulated.

Handbook of Research on Human Capital and People Management in the Tourism Industry - Advances in Hospitality, Tourism, and the Services Industry ◽

Human Capital Management in the Tourism Industry in Portugal

10.4018/978-1-7998-4318-4.ch001 ◽

2021 ◽

pp. 1-19

Author(s):

Luís Mota Figueira ◽

Graciete Reis Honrado ◽

Marta Santos Dionísio

Keyword(s):

Human Capital ◽

Sustainable Consumption ◽

Tourism Industry ◽

Capital Management ◽

Knowing How ◽

Use Of Resources ◽

Technological Developments ◽

Tourism Resources ◽

Social Sectors

Although there is a sustained and sustainable consumption and use of resources underlying it, tourist visitation always has a strong human component. Competitiveness in the tourism industry requires professionals with a set of skills integrated in the domain of “knowing how to do” and “knowing how to be.” Portugal has extraordinary tourism resources and potential on which a relevant activity with a growing weight in the country's economy is being developed. Therefore, there are many challenges in order to ensure a competitive and high-quality tourism offer, being the dynamizing and mobilizing core of the country's economic and social sectors. In 2017, Portugal registered a record number of 20.6 million tourists, according to CIP data. For this reality to have a sustained term growth, it depends on the possibility of companies “driven” by knowledge to access highly skilled human resources familiar with new technological developments. This chapter explores human capital management in the tourism industry in Portugal.

Advances in Human and Social Aspects of Technology - Human Capital Formation for the Fourth Industrial Revolution ◽

Human Capital Management in the Fourth Industrial Revolution

10.4018/978-1-5225-9810-7.ch005 ◽

2020 ◽

pp. 100-126 ◽

Cited By ~ 1

Author(s):

Vivence Kalitanyi ◽

Geoff A. Goldman

Keyword(s):

Artificial Intelligence ◽

Human Capital ◽

Industrial Revolution ◽

Business Environment ◽

Capital Management ◽

Management Planning ◽

Fourth Industrial Revolution ◽

Effective Development ◽

The Way

This chapter identifies the drivers and challenges of the fourth industrial revolution. The fourth industrial revolution consists of artificial intelligence, big data, robotics, and many others technological innovations. The recent transformation in the global environment is affecting the way businesses are conducted, managed, and the way governments and societies are run. Today, business analysts are faced with the challenge of managing both human and digital workforce effectively without making any stakeholder in the business environment worse off. Hence, human capital management in the fourth industrial revolution involves effective development and deployment of human resources, artificial intelligence, and robotics to achieve organisational goals and objectives. It is expected that the principles underlying human capital management—planning, staffing, development, compensation, and investment in digital workforce—will become more intense and complex.

Human Capital Management in the Fourth Industrial Revolution

Research Anthology on Cross-Industry Challenges of Industry 4.0 ◽

10.4018/978-1-7998-8548-1.ch079 ◽

2021 ◽

pp. 1592-1612

Author(s):

Vivence Kalitanyi ◽

Geoff A. Goldman

Keyword(s):

Artificial Intelligence ◽

Human Capital ◽

Industrial Revolution ◽

Business Environment ◽

Capital Management ◽

Management Planning ◽

Fourth Industrial Revolution ◽

Effective Development ◽

The Way

Human Capital Management of Government Internal Supervisory at the Ministry of Defense of the Republic Indonesia

International Journal for Applied Information Management ◽

10.47738/ijaim.v2i2.30 ◽

2021 ◽

Vol 2 (2) ◽

pp. 81-89

Author(s):

Afwan Efendi ◽

Dedi Purwana ◽

Agung Dharmawan Buchdadi

Keyword(s):

Human Capital ◽

Balanced Scorecard ◽

Management Practices ◽

Code Of Ethics ◽

Supervisory Board ◽

Snowball Sampling ◽

Capital Management ◽

The results of the study found that the government internal supervisory performance was not yet optimal in supporting the achievement of the vision and mission as well as organizational goals. This study aims to provide an overview of human capital management practices of government internal supervisory at the Ministry of Defense by using a balanced scorecard perspective approach from a stakeholder perspective, a business internal process perspective, a learning and growth perspective and a financial perspective. This study used a qualitative method with a case study approach and used purposive and snowball sampling. There are 19 informants including a structural officer, the auditor, and personnel from the National Financial and Development Supervisory Board. It is noted that the quality of the auditors does not fulfill the required quality. The recommendations include the importance of improving aspects of human resource competence through education and training for certification of the Functional Auditor (JFA) according to the level of the position, improving the quality of the code of ethics, improving the recruitment system, and increasing the budget for providing the operational budget and enhancing the quality of the government internal supervisory.