Divorce for female civil servants in Indonesia is more complex than for non-civil servants due to a pseudo-administrative process. This condition requires submitting a written application for divorce permission to their agency and proceeding through multiple lengthy stages. During this process, women must verbally disclose sensitive personal details to state authorities. Failure to obtain written permission or to report the divorce within a specific period can result in disciplinary action. This paper examines how female civil servants protect their privacy while seeking divorce permission, focusing on managing personal information, controlling divorce-related details at work, and handling the information turbulence that arises. The researcher collected data from 12 female civil servants at Indonesia’s Directorate General of Taxes (DGT) who had applied for divorce permission. The findings reveal the subjective experiences and strategies women civil servants use to manage sensitive personal issues. The quasi-administrative nature of the divorce permit process introduces complexities that extend beyond formal procedures. Regulations governing the submission of divorce permits, overseen by government agencies, often add to the burden these women face, neglecting their privacy and psychological well-being. Impartial individuals and gender preferences in the verification team can exacerbate distress. Therefore, revising the divorce permit regulations to enhance privacy and sensitivity is crucial. The study recommends early information about the process and communication training for maintaining privacy.

In the dynamic contemporary business landscape, the convergence of technology, finance, and management plays a pivotal role in organizational success. This research explores the multifaceted realm of strategic integration, emphasizing the intricate balance between these domains. The background sets the stage, elucidating the historical evolution and growing relevance of this integration. Various research methodologies, including case studies, surveys, interviews, and data analysis, are used to investigate practical aspects. The study delves into the role of technology, emphasizing digital transformation, innovation, and IT infrastructure. It dissects financial management, focusing on decision-making, risk management, and capital allocation. Additionally, management and leadership are discussed, with an emphasis on change management, strategic leadership, and skill development. Challenges, such as cultural disparities and regulatory complexities, are scrutinized, alongside opportunities like improved decision-making and enhanced productivity. Real-world case studies illustrate success stories and lessons learned. The paper concludes with findings, implications for businesses and management, and practical recommendations for navigating this convergence. This research contributes valuable insights into performance and competitiveness, facilitating a better understanding of key performance metrics and positioning strategies in the digital age.

Orientation: Indeed, the 4th industrial revolution (4IR) has redefined the world of work. A new set of skills needs to be defined and made available to organisations. Human resource management practices now operate in a complex, interconnected, unpredictable, and evolving environment. The question that one needs to answer is: how can HR align its functions to meet the demands of the fourth IR? It is prudent that human resource functions evolve quickly and adapt to changing demands. Research purpose: This paper seeks to unpack the changes that have been brought about by the 4IR and suggest ways in which HR professionals in Lesotho can align with this inevitable era of digitalisation. Motivation for the study: Due to the dynamics and transformations that have been brought about by the 4IR, this study was motivated by the need to understand the effects of the 4IR in small economies on the HR function and offer lessons to embrace change. Research approach: The research was qualitative in nature, and data was collected purposefully from journal articles, newspapers, and book chapters. Content analysis was used for the data analysis. Research findings: The effects of the 4IR through digitalisation disruptions have been felt across all corporate functions, and HR is no exception. It has had a massive influence on both the economy and the labour force and impacted employee roles in terms of health, mobility, working hours, personal life, and general administration. HR leaders play a critical role in ensuring that businesses are able to successfully adopt and deploy new technologies. Contributions: The research unpacks the effects of 4IR and gives practical lessons for HR professionals in Lesotho.