M. Yusuf
Universitas Islam kebangsaan Indonesia, Indonesia

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Peran Kepemimpinan dalam Manajemen Sumber Daya Manusia: Literatur Review M. Yusuf; Mulyadi; Zuriani Ritonga; Muchsin
Jurnal Ragam Pengabdian Vol. 3 No. 1 (2026): Januari-April. Synergy of Research and Community Service for Community Empowerm
Publisher : Lembaga Teewan Journal Solutions

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62710/m0fb7611

Abstract

This study aims to analyze the role of leadership in human resource management through a literature review approach. Article searches were conducted in Google Scholar, Scopus, ScienceDirect, SpringerLink, and DOAJ databases spanning 2015–2025. The selection process followed PRISMA guidelines, resulting in ten articles meeting the inclusion criteria. The analysis was conducted using descriptive narrative analysis, extracting study characteristics, key findings, and research conclusions. The synthesis of results indicates that leadership plays a strategic role in improving the effectiveness of human resource management, both directly and through the mediation of HRM practices and organizational culture. Transformational, ethical, inclusive, and strategic leadership have been shown to increase employee motivation, work engagement, innovative behavior, and performance. In addition, training practices, competency development, flexible HRM policies, and green HRM strengthen the relationship between leadership and organizational outcomes. Several studies indicate that the influence of leadership on performance is indirect and mediated by organizational culture and HRM practices. The integration of effective leadership and appropriate HRM management policies contributes to improved individual and team performance and sustainable organizational success. These findings emphasize the importance of synergy between leadership and HRM strategies to enhance organizational competitiveness across various sectors.
The Influence of Artificial Intelligence Adoption in HRM on Recruitment and Selection Efficiency M. Yusuf; Mulyadi; Muhammad Ferdiananda Chadafi; Muchsin
Jurnal Ilmiah Manajemen Kesatuan Vol. 14 No. 1 (2026): JIMKES Edisi January 2026
Publisher : LPPM Institut Bisnis dan Informatika Kesatuan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37641/jimkes.v14i1.4600

Abstract

This study examines the impact of artificial intelligence adoption in human resource management on recruitment efficiency and selection efficiency in Indonesia. Drawing on the resource-based view framework and the human resource analytics literature, we propose that artificial intelligence enhances efficiency through human resource analytics capability (as a mediator), while organizational digital maturity, firm size, and job complexity moderate the strength of these effects. Data were collected from n = 200 recruitment/selection units across sectors; a multi-source approach combined survey measures (AI adoption, HR analytics capability, digital maturity, job complexity) and operational HR metrics (time-to-fill, cost-per-hire, selection ratio, assessment throughput, offer acceptance, and early attrition ≤ 6 months). SEM analysis shows that artificial intelligence adoption has a significant positive effect on recruitment efficiency and selection efficiency. Human resource analytics capability partially mediates the effect of artificial intelligence on both outcomes. Moderation results indicate that the effects of artificial intelligence are stronger in organizations with high digital maturity and larger size, but weaken for positions with high job complexity. These findings imply that organizations should align artificial intelligence investments with the development of HR analytics capability and digital readiness to maximize efficiency gains in recruitment and selection.