Article Per Year (5 Year)
p-Index From 2021 - 2026
0.408
P-Index
This Author published in this journals
All Journal Economics and Digital Business Review Golden Ratio of Human Resource Management
Andrean Eko Haryoko
Institut Putra Perdana Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

Published : 2 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search

 1 
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.
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 Arsadi Dessy Putri Mutiarani Egi Andiyana Ischak P Lumbantobing Ujang Fauzi