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All Journal Golden Ratio of Human Resource Management Golden Ratio of Mapping Idea and Literature Format Golden Ratio of Data in Summary
C. Cedaryana
Universitas Negeri Jakarta
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Library & Information Science Social Sciences

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Organizational Development in the Era of Digital Transformation: A Systematic Review Using the PRISMA Framework Dewi Praptiwi; Icha Vanida Putri; Riki Arli; Iqbal Baihaqi; C. Cedaryana
Golden Ratio of Data in Summary Vol. 6 No. 3 (2026): May - July
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grdis.v6i3.1999

Abstract

Digital transformation requires organizations not only to adopt advanced technologies but also to strengthen organizational development (OD) capabilities that support effective change management, innovation, and continuous learning. However, there is still limited synthesis of the most relevant OD strategies that enable organizations to become adaptive and sustainable in rapidly changing environments. This study aims to identify and synthesize key organizational development strategies that support digital transformation through a Systematic Literature Review guided by the PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) framework, a structured method for systematically identifying, screening, and analyzing relevant research. The review analyzed 12 peer-reviewed articles published between 2020 and 2024 using thematic analysis. The findings reveal five major strategic themes: strengthening digital capabilities and employee competencies, redesigning technology-supported organizational structures and work processes, integrating human resource management with change-management practices, fostering agile and collaborative organizational cultures, and reinforcing digital leadership. These strategies contribute to improved organizational adaptability, accelerated technology adoption, and sustained innovation. The results indicate that successful digital transformation depends not only on technological investment but also on the development of dynamic capabilities, defined as an organization’s ability to sense opportunities, adapt, and reconfigure internal resources in response to environmental change. This study provides a structured synthesis that can guide organizations, educational institutions, and policymakers in designing effective and sustainable OD initiatives in the digital era.
Optimizing Civil Servant Performance Management through Internal Compliance Distance Learning Program Victorianus Mario Isdianto Bimo Adi; Nabila Syafira; C. Cedaryana
Golden Ratio of Human Resource Management Vol. 6 No. 2 (2026): March - July
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grhrm.v6i2.2272

Abstract

While in public sector organizations, internal compliance is regarded as one of the main human resource control mechanisms in supporting the implementation of effective public sector performance management, it is suspected that there is weak empirical evidence of whether or not distance learning as a scaled-up technique for building competency is effective in producing behavioral change among the Civil Servants (ASN), let alone effective in its ability to produce performance outcomes. The purpose of this study is to conduct an evaluation of the Distance Learning Program (PJJ) implementation and effectiveness in terms of skill change at the level of behaviors after training at these Directorate General of Customs and Excise. The study used a quantitative method that used a 360-degree questionnaire and asked 29 alumni, their supervisors and colleagues to complete the questionnaire at a level 3 (behavioral) post-training evaluation approach, instrument validity was confirmed by Cronbach's Alpha testing, competitor change was found by comparing the pre-test and post-test results. The results indicate that average competency score of respondents before undergoing the training ranged from 7.43–8.22 and after training ranged from 9.17–9.49 in various sub-activities, while respondents also supported that the training was able to transfer knowledge and change their behavior in the workplace. These findings theoretically contribute to the limited literature on the relationship between the outcomes of distance learning and the performance management of civil servants' compliance efforts in the public sector and provide policymakers evidence on how to continue developing and scaling distance-based training in the scope of integrated civil servant competency development strategies.
A Document Based Analysis of Work Motivation and Leadership in Human Capital Management at Bank Mandiri C. Cedaryana; Jimmy Carles Pancaputra Tampubolon; S. Susilowati; Nadhira Agnissa Azzahrah
Golden Ratio of Mapping Idea and Literature Format Vol. 7 No. 1 (2027): July - January
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grmilf.v7i1.2760

Abstract

This study examines how Bank Mandiri’s disclosed human capital practices relate to work motivation and where leadership is relevant to their implementation. A qualitative descriptive document analysis uses the bank’s 2025 Annual Report as the organizational source and selected academic literature as an interpretive basis. Relevant passages were mapped to five categories covering role alignment, development, performance dialogue, recognition and career outcomes, and workforce indicators. The analysis identifies formal connections among learning opportunities, target setting, appraisal, rewards, and talent management. These connections are interpreted through expectancy, goal-setting, and self-determination theories, supported by needs-based perspectives. Leadership is structurally relevant where supervisors explain expectations, discuss development, provide feedback, and assess contributions. The report records engagement of 90.48% and voluntary resignation of 3.53% in 2025; their simultaneous increase does not establish a causal relationship or a program effect. The study’s contribution is an integrated mapping that separates disclosed arrangements, plausible motivational mechanisms, and questions requiring employee-level evidence. The findings show that public disclosures can identify opportunities for alignment across human capital processes, but cannot establish whether employees experience those processes as fair, supportive, or motivating. Policy presence, employee perceptions, and organizational outcomes therefore remain distinct levels of evidence.
Co-Authors Dewi Praptiwi Icha Vanida Putri Iqbal Baihaqi Jimmy Carles Pancaputra Tampubolon Nabila Syafira Nadhira Agnissa Azzahrah Riki Arli S. Susilowati Victorianus Mario Isdianto Bimo Adi