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Job analysis is a key component of human resource management that plays a role in determining the tasks, responsibilities, and competencies required for a particular job. In various organizations, job analysis serves as the foundation for HR planning, recruitment, selection, employee placement, and performance evaluation. However, research on job analysis remains scattered across various studies focused on specific organizational contexts, necessitating a literature synthesis to gain a more comprehensive understanding of research developments in this field. Therefore, this study aims to analyze the development of research on job analysis and identify its role and contributions to human resource management. This study employed a literature review method by searching for scientific articles in the Google Scholar database using the Publish or Perish (PoP) application with the keyword “job analysis.” The initial search yielded 30 scientific articles, which were then screened based on topic relevance, open access, and publication years ranging from 2020-2026, resulting in 16 articles selected for further analysis. The findings indicate that the literature on job analysis can be grouped into three main themes: the role of job analysis in human resource management, its contribution to improving employee performance and productivity, and its implementation in employee placement and organizational governance. Overall, job analysis has proven to be a strategic tool for enhancing the effectiveness of human resource management. Further research is recommended to examine the implementation of job analysis in greater depth across various organizational contexts to enrich the development of human resource management theory and practice.

This study aims to analyze human resource management (HRM) based on Islamic boarding school values ​​in strengthening educator professionalism and sustaining academic performance at MA Al-Amiriyyah Blokagung. The study focuses on the process of internalizing Islamic boarding school values ​​in HRM policies and practices and their implications for educator professionalism and the sustainability of the institution's academic quality. This study uses a qualitative approach with a case study design. Data collection was conducted through in-depth interviews with madrasah leaders and educators, observations of institutional practices, and documentation studies of policies and human resource development programs. Data analysis was conducted thematically through the stages of data reduction, data presentation, and drawing conclusions. The results show that Islamic boarding school values ​​such as sincerity, service, discipline, exemplary behavior, and moral responsibility have been internalized normatively and practically in HRM policies, particularly in aspects of human resource planning, recruitment, coaching, and evaluation of educator performance. These values ​​shape educator professionalism that is not only based on pedagogical competence, but also an ethos of devotion and moral integrity. The human resource development and coaching system contributes to maintaining work motivation and consistent academic performance among educators. However, the internalization of Islamic boarding school values ​​still tends to be cultural and person-centered, and has not been fully institutionalized in written policies, standard procedures, and long-term strategic planning. Therefore, its sustainability remains dependent on leadership figures. The implications of this research emphasize the importance of strengthening the institutionalization of Islamic boarding school value-based human resource management (HRM) through formal policies, a sustainable human resource development system, and systematic managerial governance to ensure the sustainable maintenance of educator professionalism and the institution's academic performance.

School-Owned Enterprises (BUMES) and the public relations division of the madrasah play a strategic role in supporting institutional development through systematic and sustainable program planning and implementation. BUMES functions not only as the school’s entrepreneurship unit but also as a bridge for collaboration with external institutions, including universities, government agencies, and international partners. During specific periods, particularly toward the end of the academic year, the intensity of cooperation increases, marked by the execution of several strategic programs. In addition to routine activities such as internships at BBDB, BUMES and the public relations division also initiate innovative programs, including a student exchange program to Thailand. This initiative aims to expand global networking, strengthen student competitiveness, and provide cross-cultural learning experiences. All programs are designed through organized planning processes from the beginning of the semester, taking into account relevance, sustainability, and implementation efficiency. This ensures that each activity aligns with the vision and needs of the madrasah while maximizing benefits for students and the institution. The implementation of these programs demonstrates that the synergy between BUMES and the public relations division significantly enhances educational service quality, strengthens institutional image, and supports comprehensive improvement in school performance.

Strategic Planning in organizations is the structured process of setting long-term goals and choosing the best strategies to achieve them, with the aim of improving organizational performance. Strategic planning is important because it covers various aspects in the long term, provides a basic framework for the organization's activities, and allows the achievement of desired performance.. The purpose of this study describes the role of strategic planning in improving organizational performance by using literature studies as a method of collecting data with libraries, reading and recording and processing research materials. Data collection techniques involve gathering information from written or printed sources, such as books, journals, articles, reports, and other documents. The results of this study concluded that strategic planning is identified as a comprehensive long-term plan, strategic planning is not just a static document, but an active guide in carrying out activities in accordance with organizational functions. Strategic planning is seen as an orderly and continuous process. This process includes anticipatory knowledge-based decision making, organizing activities to implement decisions, and measuring results through systematic feedback. For the purpose of strategic planning, which is the main element in building organizational performance, providing comprehensive guidance to achieve the vision, mission and goals of the organization.