The Role of Human Resource Management in Improving Employee Performance in The Jepara Teak Garden Umbrella Furniture Industry from an Islamic Perspective

Abstract

The Jepara Jati Garden Umbrella Furniture Industry is a medium-scale business unit that plays a significant role in the local economy and the cultural identity of the Jepara community. However, observations have revealed various employee performance issues, such as late order completion, an attendance rate of only 88%, an average of three to four delays per month, and a high rate of finishing errors reaching 12%. These issues are related to unstructured human resource management, including inconsistent implementation of recruitment SOPs, the absence of formal technical training, inadequate documentation of work discipline, and the absence of a performance evaluation system. Furthermore, Islamic values such as amanah (trustworthiness), discipline, itqan (compassion), and ihsan (goodness of character) have not been integrated into work practices, so an Islamic work ethic has not been able to drive improvements in quality and productivity. This study aims to analyze the implementation of human resource management, examine its role in improving employee performance, describe the extent to which Islamic principles are applied in the work system, and explain its contribution to improving performance in the furniture industry. The study uses a qualitative approach with a case study method through participant observation, in-depth interviews, and documentation studies. Data analysis uses the Miles and Huberman model, which includes data reduction, data presentation, and conclusion drawing. It is also supported by a SWOT analysis to map strengths, weaknesses, opportunities, and threats in HR management. Data validity is tested through source and technique triangulation and member checking. The research results show that the implementation of human resource management is still at a rudimentary stage and has not yet become a tool for improving performance. Recruitment based on personal proximity creates competency imbalances, informal training leads to unmeasured skill development, and the lack of performance evaluation hinders the development process. Islamic values exist only as individual awareness without formal policy support. However, the integration of Islamic values and the systematic development of standard operating procedures (SOPs) have significant potential to improve work discipline, reduce error rates, and increase productivity. In conclusion, improving employee performance can only be achieved through strengthening a structured and integrated HR management system with Islamic values, including the implementation of SOPs, technical training, performance evaluation, and continuous development of an Islamic work ethic.