Purpose: This study aims to examine how digitalization influences and is influenced by organizational structures and human resource management in the Indonesian education industry. Research Methodology: This study employs a qualitative approach using semi-structured interviews and focused group discussions to explore how digital technology is implemented in human resource management within the Indonesian education sector. Participants include education leaders, HR officials, policymakers, and edutech developers, selected through purposive and snowball sampling methods to ensure relevant and in-depth insights. Data were collected through individual interviews and thematic workshops, allowing researchers to capture both personal experiences and group dynamics related to digital transformation challenges and strategies. Results: The results show that the success of digital transformation in HR management in Indonesia's education sector depends on the balance between human, technological and organizational aspects. Key challenges include a lack of training, uneven infrastructure, and an organizational culture that is not adaptive to change. Therefore, a holistic strategy is needed that includes digital competency development, visionary leadership, and policies that support technological innovation and transparency. Conclusions: Digital transformation in HRM within Indonesia's education sector is hindered by gaps in human skills, technology access, and rigid organizational structures. Weak digital leadership and ethical concerns around AI further slow progress. A holistic approach developing digital competencies, promoting innovation, and ensuring transparent AI is essential for effective and sustainable transformation. Limitations: The study’s qualitative scope limits generalizability. It also reflects a specific time frame and may include selection bias from purposive sampling. Contribution: This study offers insights into aligning HR and digital strategies using the HTO framework and promotes ethical, inclusive digital transformation in education.

Purpose: This study aims to assess the quality competitiveness of Human Resource Management (HRM) departments at four universities in the Soloraya region of Indonesia through a positioning strategy based on student perceptions of service quality. Research Methodology: Using a quantitative survey method, data were collected from 400 purposively selected students. Multidimensional Scaling (MDS) analysis was applied to ten dimensions of service quality, including trust, quality of education, academic integration, social integration, and various forms of commitment. Validity and reliability tests confirmed the suitability of the instrument, and the data were processed using SPSS software. Results: The analysis revealed three competitive quadrants: Sebelas Maret University in the relatively excellent quadrant, Muhammadiyah University of Surakarta and Batik Islamic University in the challenger quadrant, and Widya Dharma University in the economic cluster quadrant. The results demonstrate clear differentiation in the competitive positioning of HRM programs, influenced by both qualitative and quantitative service quality attributes. Conclusions: Findings highlight the importance of mapping perceptions to identify institutional strengths and weaknesses. Universities with lower positioning need to improve campus facilities, academic environments, and service quality to compete with leading institutions. Limitations: The research scope was limited to four universities in the Soloraya area, and the findings rely solely on student perceptions, which may limit generalizability across other regions or disciplines. Contribution: This study contributes to higher education competitiveness research by applying MDS to HRM programs, offering a novel model for positioning analysis. The results provide strategic insights for university administrators to develop targeted marketing, resource allocation, and quality improvement strategies.

Purpose: To explore the effect of compensation on job satisfaction by mediating the relationship between work experience and education among manufacturing workers in Bekasi City's food and beverage industry. Methodology: A quantitative approach with non-probability sampling. Data from 180 participants were analyzed using Structural Equation Modeling – Partial Least Squares (SEM-PLS) through SmartPLS to assess variable relationships. Results: Work experience is positively associated with higher income and greater job satisfaction. Education likewise shows a significant positive relationship with salary and satisfaction. In addition, work-life balance enhances satisfaction. Furthermore, compensation operates as a mediating mechanism linking work experience and education to job satisfaction, indicating that gains from experience and education translate into satisfaction through pay. Conclusions: Compensation plays a pivotal mediating role in translating work experience and educational background into job satisfaction. Implementing competitive and equitable compensation strategies can effectively enhance job satisfaction among workers in the food and beverage manufacturing sector. Limitations: Non-probability sampling and focus on Bekasi City's food and beverage sector limit the generalizability of results. Contribution: Provides useful insights for HR managers and contributes to human resource management and organizational behavior literature on compensation and job satisfaction.