AI-Based HRM Transformation at IAIN Langsa: The Synergy of Transformational Leadership, Adaptive Digital Culture, and AI as a Catalyst Towards Society 5.0
DOI:
https://doi.org/10.22441/jurnal_mix.2026.v16i3.020Keywords:
AI-based HRM Transformation, Society 5.0, Transformational Leadership, Adaptive Digital Culture, Islamic Higher EducationAbstract
Objectives: This study aims to formulate a strategic framework for Artificial Intelligence (AI)-based Human Resource Management (HRM) transformation in Islamic Religious Higher Education Institutions (PTKI), specifically IAIN Langsa, to realize the human-centered vision of Society 5.0 by synergizing transformational leadership, adaptive digital culture, and AI as a catalyst.
Methodology: A qualitative case study design was employed. Data were collected through open-ended questionnaires distributed to 15 purposively selected respondents comprising five lecturers, five educational staff, and five students. Data were analyzed using Braun and Clarke's thematic analysis combined with four-stage conceptual analysis: description, reduction, interpretation-synthesis, and normative evaluation.
Findings: AI utilization remains limited to administrative tasks and has not touched strategic HRM functions such as recruitment, selection, or performance appraisal. Leadership support is ambivalent, and cultural resistance stems from institutional uncertainty rather than age alone. A fundamental imbalance exists between individual-cultural drivers and structural inhibitors, particularly the absence of AI policies and governance frameworks.
Conclusion: AI-based HRM transformation at IAIN Langsa requires a Synergistic Triad Framework integrating transformational leadership with digital stewardship, adaptive digital culture through intergenerational knowledge transfer, and human-centered AI as a strategic catalyst. This framework positions AI as a servant of human dignity, consistent with maqashid syariah and the transcendental mission of PTKI.
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