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All Journal PINISI Discretion Review Economics and Digital Business Review Golden Ratio of Human Resource Management Transforma: Jurnal Manajemen
Egi Andiyana
Institut Putra Perdana Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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Work–Life Balance in the Automotive Industry: The Effects of Job Stress, Job Satisfaction, and Organizational Commitment Egi Andiyana; Dessy Putri Mutiarani; Andrean Eko Haryoko; Ischak P Lumbantobing
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.v6i2.2067

Abstract

This research investigates the determinants of work–life balance by emphasizing the role of quality of work life, with job stress, job satisfaction, and organizational commitment serving as mediating variables within the automotive industry in Tangerang Regency, Indonesia. A quantitative approach was adopted through a survey design involving 180 employees employed in the automotive sector. The data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) to examine the interrelationships among the constructs and to assess the proposed structural framework. The results demonstrate that quality of work life plays a pivotal role in alleviating job stress while concurrently improving employees’ levels of job satisfaction and organizational commitment. In addition, job stress, job satisfaction, and organizational commitment were found to significantly influence employees’ work–life balance. These findings indicate that work–life balance is shaped not only by organizational conditions but also by employees’ psychological states and work-related attitudes arising from their perceptions of the work environment. From a theoretical standpoint, this study advances the literature by offering deeper insight into the processes through which quality of work life influences work–life balance via psychological and affective mechanisms. Practically, the results provide important guidance for managers in the automotive industry in developing policies that enhance quality of work life, thereby promoting employee well-being and supporting long-term organizational sustainability.
How Responsible Leadership and Knowledge Sharing Foster Work Engagement: The Moderating Role of Job Tenure in a Regional Bank Egi Andiyana; Nicqi Airul Hernawan; Satrias Djamaran; Toni Suhara
PINISI Discretion Review Volume 9, Issue 2, March 2026
Publisher : Universitas Negeri Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26858/pdr.v1i2.89019

Abstract

Work engagement is strategically important for service quality, adaptability, and sustainable performance in banking organizations. Although responsible leadership and knowledge sharing have each been associated with favorable employee outcomes, limited evidence explains their simultaneous influence on engagement and the conditions under which these relationships become stronger in regional government-owned banks. This study examines the effects of responsible leadership and knowledge sharing on work engagement and tests job tenure as a moderator. A quantitative, cross-sectional survey was conducted among 127 permanent employees of a regional government-owned banking institution in Tangerang Regency, Indonesia. Respondents were selected through purposive sampling, and the data were analyzed using partial least squares structural equation modeling (PLS-SEM) in SmartPLS 3. The results show that responsible leadership has a positive effect on work engagement (β = 0.643, t = 13.209, p < 0.001), as does knowledge sharing (β = 0.455, t = 9.412, p < 0.001). Job tenure strengthens both the responsible leadership–work engagement relationship (β = 0.174, t = 2.906, p = 0.004) and the knowledge sharing–work engagement relationship (β = 0.155, t = 2.554, p = 0.011). The model explains 75.3% of the variance in work engagement. The findings extend social exchange reasoning by identifying job tenure as a boundary condition that intensifies employees’ reciprocal responses to responsible leadership and knowledge sharing. For regional banks, the results underline the value of ethical and stakeholder-conscious leadership, systematic knowledge-sharing practices, and tenure-sensitive human resource interventions.
Customer and Competitor Orientation as Drivers of New Service Development and New Product Creativity: The Role of Coupled AI Capability and Strategic Agility in Indonesian Craft SMEs Egi Andiyana; Muhamad Arifin Maulana; Sumaryo Sumaryo; Satrias Djamaran
Transforma Jurnal Manajemen Vol. 4 No. 1 (2026): Transforma: Jurnal Manajemen
Publisher : Pascasarjana Universitas Pasundan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56457/tjm.v4i1.391

Abstract

Digital transformation is creating new innovation opportunities for small and medium-sized enterprises (SMEs), yet the benefits of artificial intelligence (AI) depend on whether firms can connect technological capability with strategic responsiveness. This study examines the effects of customer orientation and competitor orientation on new service development and new product creativity, while also assessing the role of a higher-order construct that couples AI capability with strategic agility. A quantitative, cross-sectional survey was conducted among 196 owners or managers of craft-sector SMEs registered with the Tangerang Regency Office of Cooperatives and Micro Enterprises, Indonesia. Data were collected using a 38-item, seven-point Likert questionnaire and analyzed with partial least squares structural equation modeling (PLS-SEM) in SmartPLS 4. The results support all eight direct hypotheses. Customer orientation positively affects new service development (? = 0.303), new product creativity (? = 0.307), and AI capability–strategic agility coupling (? = 0.489). Competitor orientation also positively affects the coupling construct (? = 0.457), new service development (? = 0.271), and new product creativity (? = 0.256). In turn, the coupling construct has substantial positive effects on new service development (? = 0.442) and new product creativity (? = 0.450). The model explains 53.2% of the variance in AI capability–strategic agility coupling and 67.7% of the variance in each innovation outcome. The study extends market orientation and dynamic capabilities perspectives by showing that customer and competitor intelligence generate stronger innovation outcomes when supported by an integrated technological and strategic capability. The findings offer actionable guidance for craft SMEs and public support institutions seeking to strengthen AI-enabled innovation and sustainable competitiveness.
When Humble Leadership Works: The Roles of Perceived Team Engagement and Organizational Culture in Work Success Arsadi; Ujang Fauzi; Andrean Eko Haryoko; Egi Andiyana
Economics and Digital Business Review Vol. 7 No. 2 (2026)
Publisher : STIE Amkop Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37531/ecotal.v7i2.4133

Abstract

known about its association with multidimensional work success and whether organizational culture strengthens its benefits. Integrating job demands–resources theory with a contextual perspective on organizational culture, this study tests five hypotheses linking humble leadership, perceived team engagement, work success, and two culture-based interaction effects. Cross-sectional survey data from a hierarchical public-sector work setting were analyzed using partial least squares structural equation modeling. The measurement model demonstrated satisfactory reliability, internal consistency, convergent validity, and discriminant validity. Humble leadership was positively related to perceived team engagement and work success, and perceived team engagement was positively related to work success. Organizational culture strengthened both the humble leadership–engagement and humble leadership–work success relationships, although its main associations with both outcomes were not significant. The model explained 43.1% of perceived team engagement variance and 66.6% of work success variance. These findings position humility as a context-dependent social resource whose benefits are stronger when culture supports involvement, consistency, adaptability, and mission. The study shows that organizational culture may function primarily as an enabling condition and offers implications for leadership development and supportive organizational systems.
Co-Authors Andrean Eko Haryoko Arsadi Dessy Putri Mutiarani Ischak P Lumbantobing Muhamad Arifin Maulana Nicqi Airul Hernawan Satrias Djamaran Satrias Djamaran Sumaryo Sumaryo Toni Suhara Ujang Fauzi