The International Journal of Education Management and Sociology https://www.ijems.id/index.php/ijems <div class="deskripsi"> <ol> <li>Journal Title: <strong><a href="https://www.ijems.id/index.php/ijems/">The International Journal of Education Management and Sociology</a></strong></li> <li>Initials: <strong>ijems</strong></li> <li>Abbreviation: <strong>Int. J. Educ. Manage. Sociology</strong></li> <li>Frequency: <strong>6 issues per year (February, April, June, August, October, December)</strong></li> <li>e-ISSN: <a href="https://portal.issn.org/resource/ISSN/2963-0622" target="_blank" rel="noopener"><strong>2963-0622</strong></a></li> <li>Editor in Chief: <strong>Sutarman, Dr</strong></li> <li>DOI: <strong>prefix <a href="https://www.ijems.id/index.php/ijems/" data-original-attrs="{&quot;data-original-href&quot;:&quot;https://www.ijems.id/index.php/ijems/&quot;}"><span style="color: #000000;">10.58818/ijems</span></a> by</strong> <a href="#" data-original-attrs="{&quot;data-original-href&quot;:&quot;#&quot;}"><img src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEit0askv71umC284qUvrF2R4txYJgVJyXXSyf7qtvbB4QUWQEhnev_Uy1oS3_u36iwgwajQo7pxm7xxyFlzrLsP9_zmBZEsdcOF5YxFZkzFnwHpb2ocm5LFo9AqrsebJMTvNkbNpLB3PGzyl4pIBhYI1ZryKVENm7NrfTwyBufsV-5ks2OuZZ3vtmGTyw/w74-h20/Crossref_Logo_Stacked_RGB_SMALL%20(4).png" width="74" height="20" border="0" data-original-height="20" data-original-width="74" /></a></li> <li>Publisher: <strong>PDPI (Perkumpulan Dosen Peneliti Indonesia)</strong></li> </ol> </div> <p>Dear</p> <p><em><strong>Professors/Lecturers/Academics/Research Scholars</strong></em></p> <p>Welcome to the multidisciplinary journal <strong>“<a href="https://www.ijems.id/" target="_blank" rel="noopener">The International Journal of Education Management and Sociology</a>”</strong> (IJEMS). Which provides a platform for researchers, academics, professionals, and students in all areas of Management, Education, Humanities and Sociology, for publication on research achievements, perspectives and practical experiences.</p> <p><strong>Journal Publication “The International Journal of Education Management and Sociology” (IJEMS).</strong></p> <p>Submit your paper for Volume 1, Issue 01, for Publication in the Journal of “<strong>The International Journal of Education Management and Sociology” (IJEMS)</strong>. Within 90 working days, so every year it is published 6 times namely, December, February, April, June, August, October.</p> <p>The multidisciplinary international journal of Management, Education, and Sociology, publishes high quality research papers in all fields. Journals that are interested in theoretical and practical research with an emphasis on topics in the focus areas above are highly recommended</p> <p>Indexing list. Google Scholar, Cosmos Impact Factor DRJI Slide share Cite Factor Index Copernicus International.</p> <p>We would like to request your help to forward this email to Friends, Lecturers, Students, Colleagues and Research Fellows, which may be of use to you. We apologize if this information was received in error or received more than once.</p> PDPI (Perkumpulan Dosen Peneliti Indonesia) en-US The International Journal of Education Management and Sociology 2963-0622 <h3><strong>Copyright and License Statement</strong></h3> <p>Authors who publish their manuscripts in this Journal agree to the following conditions:</p> <p><strong>The copyright for any article in <a href="https://www.ijems.id/index.php/ijems" target="_blank" rel="noopener">The International Journal of Education Management and Sociology (IJEMS) </a>is fully held by the author under a Creative Commons CC BY 4.0 license:</strong></p> <ol> <li>The author acknowledges The International Journal of Education Management and Sociology (IJEMS) has the right to publish for the first time with a Creative Commons Attribution 4.0 International License / CC BY 4.0.</li> <li>Authors can enter writings separately, arrange non-exclusive distribution of manuscripts that have been published in this journal into other versions (eg sent to the author's institutional repository, publication in a book, etc.), by acknowledging that the manuscript has been published for the first time in The International Journal of Education Management and Sociology (IJEMS)</li> </ol> <div><strong>Licence :</strong></div> <ul> <li>The International Journal of Education Management and Sociology (IJEMS) published under the terms of a Creative Commons Attribution 4.0 International License / CC BY 4.0. This license permits anyone to copy and redistribute this material in any form or format, compose, modify, and make derivative works of this material for any purpose, including commercial purposes, so long as they include credit to the Author of the original work.</li> </ul> Youth Organizations as Catalysts for Conflict Resolution: Insights from the Historical Legacy of the Youth Pledge https://www.ijems.id/index.php/ijems/article/view/310 <p>In the contemporary global context, societies increasingly face complex social conflicts driven by identity politics, ideological polarization, and socio-economic disparities. Youth organizations have emerged as important actors in promoting social cohesion, dialogue, and conflict resolution. This study examines the role of youth organizations as catalysts for conflict resolution by drawing insights from the historical legacy of the Youth Pledge (<em>Sumpah Pemuda</em>) of 1928. The research aims to analyze how youth-led collaboration contributed to national unity and how the values embedded in the Youth Pledge remain relevant for addressing contemporary social conflicts. This study employs a Systematic Literature Review (SLR) combined with a simplified qualitative meta-analytic synthesis to examine scholarly literature related to youth movements, conflict resolution, and peacebuilding. The literature was collected from major academic databases such as Google Scholar, Scopus-indexed journals, and Web of Science, focusing primarily on studies published within the last five years. The findings indicate that youth organizations historically played a critical role in fostering unity through cross-regional collaboration and collective identity formation, which culminated in the declaration of the Youth Pledge. The study also identifies key values (unity in diversity, collective identity, national solidarity, and collaborative leadership) as relevant frameworks for modern conflict resolution. In contemporary contexts, youth organizations contribute to peacebuilding through community dialogue, tolerance campaigns, and grassroots mobilization for social harmony.</p> Yohanes Nainggolan Pujo Widodo Djayeng Tirto Soedarmono Anang Puji Utama Badia Ni Partahi Nainggolan Copyright (c) 2026 Yohanes Nainggolan, Pujo Widodo, Djayeng Tirto Soedarmono, Anang Puji Utama, Badia Ni Partahi Nainggolan (Author) https://creativecommons.org/licenses/by/4.0 2026-04-30 2026-04-30 5 2 62 73 10.58818/ijems.v5i2.310 Effectiveness of Prior Learning Recognition (RPL) Program Management in Improving Student Competence https://www.ijems.id/index.php/ijems/article/view/313 <p>This study aims to analyze the effectiveness of Prior Learning Recognition (RPL) program management in improving student competence within the context of higher education. RPL is an innovative approach that acknowledges learners’ prior knowledge, skills, and experiences obtained through formal, non-formal, and informal learning. This research employs a qualitative approach with a descriptive-analytical design, utilizing data collected through literature review and document analysis. The findings indicate that effective RPL program management significantly contributes to enhancing student competence by accelerating learning pathways, increasing learning motivation, and ensuring the relevance of education to labor market needs. Key factors influencing the success of RPL implementation include institutional commitment, clear assessment standards, qualified assessors, and adequate administrative systems. However, challenges remain, such as limited awareness, inconsistent implementation, and lack of standardized procedures across institutions. Therefore, strengthening management strategies, improving regulatory frameworks, and enhancing institutional capacity are essential to optimize the effectiveness of RPL programs in improving student competence and supporting lifelong learning.</p> Neneng Sulastri Rahul Khan Copyright (c) 2026 Neneng Sulastri, Rahul Khan (Author) https://creativecommons.org/licenses/by/4.0 2026-04-30 2026-04-30 5 2 74 82 10.58818/ijems.v5i2.313 Educational Management Strategy in the Implementation of Recognition of Prior Learning (RPL) in the Modern Education Era https://www.ijems.id/index.php/ijems/article/view/314 <p>This study aims to examine educational management strategies in the implementation of Recognition of Prior Learning (RPL) in the modern education era. RPL has emerged as an innovative approach that recognizes knowledge, skills, and competencies acquired through formal, non-formal, and informal learning experiences. In the context of rapid technological advancement and globalization, effective management strategies are essential to ensure that RPL programs are implemented efficiently, transparently, and in alignment with labor market demands. This research employs a qualitative approach with a descriptive-analytical design, utilizing data collected through literature review and document analysis. The findings indicate that successful RPL implementation depends on several key factors, including institutional commitment, clear regulatory frameworks, standardized assessment procedures, competent assessors, and the integration of digital technologies. Furthermore, effective management strategies contribute to improving access to education, enhancing student competence, and supporting lifelong learning. However, challenges such as limited awareness, lack of standardization, and administrative complexity continue to hinder optimal implementation. Therefore, strengthening governance, enhancing collaboration among stakeholders, and leveraging digital innovation are necessary to maximize the effectiveness of RPL programs in the modern education era.</p> Lina Sukanti Mohd Imraan Copyright (c) 2026 Lina Sukanti, Mohd Imraan (Author) https://creativecommons.org/licenses/by/4.0 2026-04-30 2026-04-30 5 2 83 91 10.58818/ijems.v5i2.314 Educational Management Model Based on Recognition of Prior Learning (RPL) for Lifelong Learning https://www.ijems.id/index.php/ijems/article/view/315 <p>This study aims to develop an educational management model based on <em>Recognition of Prior Learning</em> (RPL) to support lifelong learning. RPL is an approach that acknowledges knowledge, skills, and competencies acquired through formal, non-formal, and informal learning experiences. In the context of modern education, the implementation of RPL requires a systematic, integrated, and policy-driven management strategy to enhance accessibility, flexibility, and relevance of education for diverse learners. This research employs a qualitative approach with a research and development (R&amp;D) design, involving needs analysis, model design, expert validation, and limited implementation trials. The findings reveal that the proposed educational management model consists of several key components, including strategic planning, competency assessment and validation systems, adaptive curriculum management, institutional capacity building, and continuous monitoring and evaluation. The model effectively improves the recognition of learners’ competencies, broadens access to education, and strengthens the linkage between education and the labor market. In conclusion, the RPL-based educational management model provides an innovative solution for developing an inclusive, flexible, and sustainable education system that supports lifelong learning in the modern era.</p> Arfiani Yulianti Fiyul Saurav Kumar Copyright (c) 2026 Arfiani Yulianti Fiyul, Saurav Kumar (Author) https://creativecommons.org/licenses/by/4.0 2026-04-30 2026-04-30 5 2 92 99 10.58818/ijems.v5i2.315 Developing an Excellent Educational Management Model Based on Recognition of Prior Learning (RPL) in Senior High Schools of South Tangerang City https://www.ijems.id/index.php/ijems/article/view/316 <p>This study aims to develop an excellent educational management model based on <em>Recognition of Prior Learning</em> (RPL) in senior high schools of South Tangerang City. RPL is an approach that recognizes students’ prior knowledge, skills, and experiences acquired through formal, non-formal, and informal learning. In the context of secondary education, the integration of RPL into educational management is essential to enhance learning quality, promote student-centered approaches, and support lifelong learning principles. This research employed a Research and Development (R&amp;D) design, involving needs analysis, model design, expert validation, and limited field testing. The participants included school principals, teachers, and students from selected senior high schools in South Tangerang City. Data were collected through interviews, observations, document analysis, and questionnaires. The data were analyzed using qualitative descriptive techniques and supported by quantitative data from validation and trial results. The findings indicate that the developed model consists of key components, including strategic planning, RPL-based assessment and validation, adaptive curriculum management, teacher capacity building, and continuous monitoring and evaluation. The model demonstrates a high level of validity, practicality, and effectiveness in improving student learning outcomes, enhancing recognition of prior competencies, and increasing the flexibility of learning processes. In conclusion, the proposed RPL-based educational management model provides an innovative and effective framework for improving the quality of education in senior high schools. It also contributes to the development of an inclusive and adaptive education system that supports lifelong learning in the modern era.</p> Sutarman Haji Awg Asbol bin Haji Mail Copyright (c) 2026 Sutarman, Haji Awg Asbol bin Haji Mail (Author) https://creativecommons.org/licenses/by/4.0 2026-04-30 2026-04-30 5 2 92 100 10.58818/ijems.v5i2.316