Pengaruh Struktur Organisasi HMPS TI : Komparasi Sentralisasi dan Desentralisasi dalam Membentuk Strategi Retensi Talenta dan Kapasitas Pengembangan Karier Mahasiswa

Risko Nur Rizqi; M. Hakam Al Kautsar; Oktaviano Rifky Ramadhani; Ilham Albana

doi:10.61132/pajamkeu.v2i6.1894

Authors

Risko Nur Rizqi Universitas Amikom Purwokerto
M. Hakam Al Kautsar Universitas Amikom Purwokerto
Oktaviano Rifky Ramadhani Universitas Amikom Purwokerto
Ilham Albana Universitas Amikom Purwokerto

DOI:

https://doi.org/10.61132/pajamkeu.v2i6.1894

Keywords:

Career Development, Centralization, Decentralization, Organizational Structure, Talent Retention

Abstract

The dynamics of student organization structure have significant implications for talent retention and student career development. This study aims to comparatively analyze the influence of centralization and decentralization structures in the Information Technology Study Program Student Association on the effectiveness of talent retention strategies and career development capacity. The research method uses a quantitative approach with a comparative design involving 120 respondents selected through purposive sampling technique with criteria of at least one period of organizational experience. Data collection instruments use structured Likert scale questionnaires that have been tested for validity and reliability with Cronbach's Alpha values above 0.80. Data analysis uses Structural Equation Modeling and independent sample t-test to compare both structural models. The results show that the decentralization structure has a strong significant effect on talent retention with a path coefficient of 0.628 compared to centralization of 0.312. Comparative analysis identifies substantial differentiation in all dimensions of career development with the decentralization structure consistently outperforming centralization, especially in the aspect of decision-making autonomy. The findings confirm that the distribution of authority in decentralization creates a learning ecosystem that facilitates diversification of leadership experiences and strengthens students' organizational commitment through participatory empowerment mechanisms.

Downloads

Download data is not yet available.

References

Abdullahi, M. S., Raman, K., & Solarin, S. A. (2022). Mediating role of employee engagement on the relationship between succession planning practice and employee performance in academic institutions: PLS-SEM approach. Journal of Applied Research in Higher Education, 14(2), 808–828. https://doi.org/10.1108/JARHE-02-2021-0056

Agustini, W. A. (2021). Dinamika pengembangan karir mahasiswa PKL keperawatan jiwa: Studi kualitatif motivasi dan hambatan. XIV, 167–186.

Anisa, R., Mufarrihul, H., Murtadlo, H., Hazin, & Khamidi, A. (2025). Strategi pengambilan keputusan sentralisasi dan desentralisasi dalam lembaga pendidikan. Jurnal Dinamika Manajemen Pendidikan (JDMP), 9(2), 152–160.

Edi Suhaedi, S. A., & Stiawati, T. (2025). Implementasi peraturan Gubernur Banten Nomor 46 Tahun 2022 tentang kedudukan, struktur organisasi, tugas pokok dan fungsi, uraian tugas, dan tata kerja sekretariat Dewan Perwalian Rakyat Daerah di sekretariat DPRD Provinsi Banten. Sawala: Jurnal Administrasi Negara, 13(1), 124–130. https://doi.org/10.30656/sawala.v13.i1.10612

Gonçalves, G. S., Serra, F. A. R., Storopoli, J. E., Scafuto, I. C., & Rafael, D. N. (2024). Undergraduate student retention activities: Challenges and research agenda. SAGE Open, 14(3), 1–21. https://doi.org/10.1177/21582440241249334

Mir, M. M., Khan, A., & Abbas, Q. (2020). Transformational leadership style and talent retention in Pakistani banks: A serial multiple mediation model. Etikonomi, 19(1), 63–76. https://doi.org/10.15408/etk.v19i1.11264

Nugroho, A. S., & Fachrudin, M. (2020). Evaluasi desentralisasi, sentralisasi, dan zoning pelaksanaan audit terhadap efisiensi biaya perjalanan dinas audit kepabeanan dan cukai. Jurnal Perspektif Bea Dan Cukai, 4(1), 196–209. https://doi.org/10.31092/jpbc.v4i1.759

Prajodi, G., & Amalya, W. R. (2024). Pengembangan karir dan kompensasi terhadap retensi karyawan pada generasi Z di Bandar Lampung. Jurnal Administrasi Bisnis, 14(2), 176–181.

Rahayu, I. P., Sumartik, & Firdaus, V. (2025). Pengaruh manajemen talenta, pengembangan karir, dan disiplin kerja terhadap kinerja karyawan pada CV Tekad Jaya Mandiri. 8(4).

Raziq, R., Rizvi, M., & Mahjabeen. (2021). The impact of transformational leadership on employee retention: The role of job satisfaction and communication. Journal of Managerial Sciences, 15(4), 103–125.

Rohman, A. D. (2025). Optimalisasi peran organisasi kemahasiswaan dalam mewujudkan mahasiswa FTIK UIN K.H. Abdurrahman Wahid Pekalongan yang unggul dan moderat di era society 5.0. Jurnal Bima: Pusat Publikasi Ilmu Pendidikan Bahasa Dan Sastra, 3, 42–53.

Rohmatullah, Y. (2024). Pengaruh struktur organisasi dan proses pengambilan keputusan terhadap efektifitas organisasi pada dinas daerah Sukabumi. Jurnal Ekonomi, Manajemen Dan Akuntansi, 1192(7), 304–317. Retrieved from http://jurnal.kolibi.org/index.php/neraca

Schaap, P., & Olckers, C. (2020). Relationships between employee retention factors and attitudinal antecedents of voluntary turnover: An extended structural equation modelling approach. SA Journal of Human Resource Management, 18(2009), 1–15. https://doi.org/10.4102/sajhrm.v18i0.1358

Soetirto, M. M., Muldjono, P., & Hidayatulloh, F. S. (2023). The influence of leadership style on employee performance mediated by job satisfaction and moderated by work motivation. International Journal of Social Service and Research, 3(6), 1517–1527. https://doi.org/10.46799/ijssr.v3i6.393

Verma, S., & Kaur, G. (2024). Faculty retention dynamics: Investigating the role of HR climate, trust, and organizational commitment in higher education context. SAGE Open, 14(1), 1–17. https://doi.org/10.1177/21582440241233372

Wijayanti, I. A., Hidayatullah, G. D., & Nurilahi, R. N. (2025). Optimalisasi strategi retensi talenta dengan knowledge management dan manajemen bakat: Studi kasus di Pemerintah Daerah Provinsi Jawa Barat. Global Leadership Organizational Research in Management, 3(3), 112–125. https://doi.org/10.59841/glory.v3i3.2895