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All Journal JURNAL AKUNTANSI KEUANGAN DAN MANAJEMEN Annals of Management and Organization Research Annals of Human Resource Management Research
Dhita Hafizha Asri
Universitas Internasional Batam, Batam, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Mathematics Social Sciences

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The Impact of Psychology, Leadership Style, and Sustainable Human Resources on Organizational Performance Yuddy Giovanna Priscilla; Rafif Shagufta; Dhita Hafizha Asri
Jurnal Akuntansi, Keuangan, dan Manajemen Vol 7 No 3 (2026): Juni
Publisher : Penerbit Goodwood

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/jakman.v7i3.6081

Abstract

Purpose: This study aims to analyze the influence of transformational leadership, employee psychological well-being, and sustainable HR practices on organizational performance, as well as to examine the mediating role of sustainable HR practices in this relationship. Research Methodology: The study used an explanatory quantitative approach with a survey method involving 224 permanent employees at a manufacturing company in Batam City. Data were collected through Google Forms and analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) with the help of the SmartPLS application. Results: The results indicate that transformational leadership, psychological well-being, and sustainable HR practices have a positive and significant effect on organizational performance. Sustainable HR practices also mediate the relationship between transformational leadership and organizational performance, as well as between psychological well-being and organizational performance. Conclusions: The findings indicate that transformational leadership, employee psychological well-being, and sustainable HR practices significantly influence organizational performance, with sustainable HR practices also acting as a mediating variable that strengthens the relationship between leadership and psychological factors toward organizational outcomes, resulting in a comprehensive model explaining their simultaneous effects. Limitations: This study is limited to one manufacturing company in Batam City and uses a cross-sectional design, so it does not capture changes in variables longitudinally. Contributions: Theoretically, this study enriches the literature on sustainable HR practices as a mediating mechanism that links transformational leadership and psychological well-being to organizational performance. Practically, the results of this study provide recommendations for management in designing sustainable work systems to improve organizational competitiveness.
Enhancing Employee Psychological Well-Being through Flexible Work Arrangements: The Mediating Role of Employee Engagement Ratih Anggraini; Signorita Signorita; Dhita Hafizha Asri
Annals of Management and Organization Research Vol. 8 No. 1 (2026): August
Publisher : goodwood publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/amor.v8.n1.p73-86.2026

Abstract

Purpose: This study explores how flexible work arrangements influence the mental well-being of Generation Z employees and examines employee engagement as a mediating factor in this relationship. Methodology: A quantitative approach was applied in this study, targeting Generation Z employees working in Information Technology (IT) roles within manufacturing companies in Batam, Indonesia. Data were collected through an online questionnaire administered via Google Forms from November 2024 to January 2025 using a five-point Likert scale. A purposive sampling technique was applied, resulting in 200 valid responses being obtained. The collected data were examined using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4. Results: The analysis revealed that flexible work arrangements positively contributed to employee engagement and psychological well-being. Furthermore, employee engagement positively affects psychological well-being and serves as an intermediary variable between flexible work arrangements and employee psychological well-being. Conclusions: Flexible work arrangements significantly enhance employees’ psychological well-being, both directly and indirectly, through increased employee engagement among Generation Z employees. Work flexibility allows employees to experience higher motivation, stronger involvement, and better psychological health. Limitations: This study is limited to Generation Z employees working in IT-related roles within manufacturing companies in Batam. Therefore, the findings may not fully represent employees from other industries or generational groups. Contributions: The findings contribute to the literature on human resource management and organizational behavior by highlighting how employee engagement helps explain the connection between flexible work arrangements and psychological well-being among Generation Z employees in digital workplaces.
Workplace Bullying as a Barrier to Gen Z Job Performance at Manufacturing Industry in Batam Dhita Hafizha Asri; R. Nandini; Ratih Anggraini
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p339-353.2026

Abstract

Purpose: This study examines the effect of ethical leadership on job performance among Generation Z employees in Batam’s manufacturing industry, while testing workplace bullying as a mediator and organizational concern as a moderator. Methodology: A quantitative survey design was employed. Data were collected through online questionnaires (Google Forms) administered to Generation Z employees in the manufacturing sector of Batam. Purposive sampling yielded 263 valid responses. Data were analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS) with SmartPLS software. Results: Ethical leadership significantly and positively affected job performance and workplace bullying (reducing it). Workplace bullying does not exert a significant direct effect on job performance; however, it significantly mediates the relationship between ethical leadership and job performance. Organizational concern did not significantly moderate the relationship between ethical leadership and job performance. Conclusions: Ethical leadership enhances job performance and reduces workplace bullying among Generation Z employees. Although workplace bullying has no direct impact on job performance, it serves as a significant mediating pathway through which ethical leadership enhances employee performance. Organizational concern was not a significant moderator of this relationship. Limitations: The study is limited to Generation Z respondents in Batam’s manufacturing sector and relies on self-reported survey data, which may limit its external validity and generalizability. Contributions: The findings provide practical guidance for manufacturing firms to strengthen ethical leadership and reduce workplace bullying, thereby supporting improved performance among the Generation Z workforce.
Co-Authors R. Nandini Rafif Shagufta Ratih Anggraini Signorita Signorita Yuddy Giovanna Priscilla