Religious Guidance Strategy through Majelis Taklim for Employees of the Koja Container Terminal, Jakarta

Workplace religious education must operate within organizational constraints that differ from community-based learning, particularly in continuous operations with rotating shifts. This study examined how Majelis Taklim functions as nonformal Islamic education for employees at Koja Container Terminal, Jakarta, and how its strategies, value internalization, participant experiences, and organizational conditions are interpreted. A constructivist qualitative case-study design was used. Six substantive semi-structured interviews were analyzed purposively: one manager, one Islamic spiritual-development organizer, two active participants, and two less-active participants. Data were coded in two cycles, compared across informant positions, and interpreted through social construction, knowing-feeling-acting, and workplace-spirituality lenses. The findings show an adaptive strategy characterized by needs mapping, contextual religious content, flexible scheduling, blended access, repeated materials, humanistic facilitators, and social activities. Internalization appeared through increased religious understanding, affective calmness, and reported everyday practice, but the pathway was not uniform. Less-active participants still valued the program while reporting barriers related to time, fatigue, location, transportation, digital limitations, and work priorities. Organizational support was present but perceived differently by management and organizers. Attendance alone therefore did not adequately represent program acceptance or internalization. The study proposes an adaptive cycle in which work context shapes strategy, participant experience, value internalization, workplace meaning, and continuous evaluation. This model extends Majelis Taklim studies into a shift-based industrial setting while preserving the educational, rather than merely managerial, purpose of religious development.