EDUCATIONAL MANAGEMENT AS A STRATEGIC CHOICE FOR CADRE DEVELOPMENT TO REVITALIZE TRADE UNION ORGANIZATIONS: A CASE STUDY OF ASPEK INDONESIA

M Yusro Khazim

doi:10.36526/sosioedukasi.v15i3.9413

Authors

M Yusro Khazim Universitas Islam Sultan Agung

DOI:

https://doi.org/10.36526/sosioedukasi.v15i3.9413

Keywords:

ASPEK Indonesia, Labour Organization, Education Management, Cadre Building

Abstract

This study aims to evaluate the formulation and implementation of an organisation’s strategic choices in improving the quality of human resources in a structured manner, based on a case study of the Indonesian Trade Union Association (ASPEK). The changing landscape of industrial relations in the modern industrial era has required trade union organisations to transform from a confrontational approach towards the sustainable strengthening of human resource capacity. By adopting *Strategic Choice Theory* as the primary analytical framework, this study analyzes how the Indonesian Trade Union Association (ASPEK Indonesia) utilizes its strategic autonomy to respond to the challenges of automation and changes in the world of work through the management of cadre training. Using a qualitative approach with a case study design, research data was collected through in-depth interviews with senior union leaders and practitioners, participatory observation of training activities, analysis of official organizational documents, and supporting data on membership characteristics. The main findings of the research indicate that the organisation’s cadre development strategy operates synergistically across three decision-making levels: the *strategic level*, where leadership sets competency-based policy directions and allocates investment for digital schools; the *functional level*, which translates these policies into thematic training programs, competency certification, and the digitalization of governance; and the *workplace level*, which implements inclusive mentoring and egalitarian social dialogue at company level. This study concludes that educational management serves as a core strategic choice for ASPEK Indonesia to maintain relevance, enhance professionalism, and strengthen collective bargaining capacity and strategic partnerships amidst labour market dynamics.

References

Al Ayyubi, Ahrom, S., & Maryani. (2024). Permasalahan implementasi UU 21 Tahun 2000 tentang Serikat Pekerja/Serikat Buruh. Journal of Social Movements, 1(1), 1-15.

Anggraini, E. S. (2023). Peran serikat pekerja dalam hal perselisihan hubungan kerja yang berdampak pada pemutusan hubungan kerja (Skripsi). Fakultas Hukum Universitas Indonesia, Depok.

ASPEK Indonesia. (2012). Hasil-hasil Kongres ASPEK Indonesia, Jakarta, 21-22 April 2012: Anggaran Dasar Organisasi. Jakarta: DPP ASPEK Indonesia.

ASPEK Indonesia. (n.d.). Tentang ASPEK Indonesia. Diakses 16 Mei 2026, dari https://aspekindonesia.com/sample-page/

Bennett, J. T., & Kaufman, B. E. (Eds.). (2007). What do unions do? A twenty-year perspective. New Brunswick, NJ: Transaction Publishers.

Chandler, A. D. (1962). Strategy and structure: Chapters in the history of the American industrial enterprise. Cambridge, MA: MIT Press.

Creswell, J. W. (2008). Education research: Planning, conducting, and evaluating quantitative and qualitative research (3rd ed.). Upper Saddle River, NJ: Pearson Education.

Denzin, N. K., & Lincoln, Y. S. (2018). The Sage handbook of qualitative research (5th ed.). Thousand Oaks, CA: Sage Publications.

Dunlop, J. T. (1958). Industrial relations systems. New York: Holt.

Ellitan, L. (2020). Competing in the era of Industrial Revolution 4.0 and Society 5.0. Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship, 10(1), 1-12.

Ferdian, S. R. (2025). Peran strategis serikat pekerja dalam melindungi hak dan kesejahteraan tenaga kerja di lingkungan perusahaan. Manggala Journal (Jurnal Riset Ilmiah), 2(5), 45-58.

Frege, C., & Kelly, J. (2003). Union revitalization strategies in comparative perspective. European Journal of Industrial Relations, 9(1), 7-24. https://doi.org/10.1177/0959680103009001472

Freeman, R. B., & Medoff, J. L. (1984). What do unions do? New York: Basic Books.

Kementerian Ketenagakerjaan Republik Indonesia. (2025). Statistik penyelesaian perselisihan hubungan industrial 2022-2025. Jakarta: Kemnaker RI.

Kochan, T. A., Katz, H. C., & McKersie, R. B. (1986). The transformation of American industrial relations. New York: Basic Books.

Marnisah, L. (2020). Hubungan industrial dan kompensasi (teori dan praktik). Yogyakarta: Deepublish.

Miles, M. B., & Huberman, A. M. (2013). Qualitative data analysis: A methods sourcebook (3rd ed.). Thousand Oaks, CA: Sage Publications.

Satyanagara, A. B., & Wahab, A. (2023). Strategi pencegahan perselisihan hubungan industrial antara pekerja/buruh dan perusahaan di Kota Balikpapan Provinsi Kalimantan Timur. Jurnal Tatapamong, 5(2), 101-120.

Suwito, K. (2004). Serikat pekerja dan perannya dalam membina hubungan industrial di Indonesia. Surabaya: Unitomo Press.

Undang-Undang Republik Indonesia Nomor 21 Tahun 2000 tentang Serikat Pekerja/Serikat Buruh. (2000). Lembaran Negara RI Tahun 2000 Nomor 131. Jakarta: Sekretariat Negara.

Vong, C. (2025). Strategic human resource development frameworks for Industry 4.0 readiness: Leadership and institutional support. International Journal of Human Resource Studies, 15(2), 88-104.

Wilmers, N. (2017). Labor unions as activist organizations: A union power approach to estimating union wage effects. Social Forces, 95(4), 1451-1478. https://doi.org/10.1093/sf/sow108