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All Journal International Journal of Social Science, Educational, Economics, Agriculture Research, and Technology (IJSET)
Catur Fatchu Ukhriyawati
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Agriculture, Biological Sciences & Forestry Humanities Computer Science & IT Economics, Econometrics & Finance Education

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GREEN HUMAN RESOURCE MANAGEMENT AND SUSTAINABLE ORGANIZATIONAL PERFORMANCE: A CRITICAL REVIEW Kamarul Azmi; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 10 (2026): SEPTEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.23051123

Abstract

Green Human Resource Management (GHRM) has emerged as a cornerstone strategic paradigm for organizations seeking to align human capital practices with environmental sustainability and Triple Bottom Line (TBL) objectives. This critical review synthesizes recent scholarship (2021–2026) to systematically evaluate the conceptual boundaries, empirical pathways, and organizational outcomes of GHRM. By evaluating 15 peer-reviewed empirical and theoretical studies, this paper elucidates how core GHRM dimensions—including green recruitment, training, performance management, reward systems, and organizational culture—foster sustainable performance across environmental, social, and economic metrics. The synthesis reveals that GHRM rarely operates in a direct linear trajectory; rather, its influence is mediated by green innovation capability, organizational citizenship behavior for the environment (OCBE), green knowledge sharing, and organizational agility. Furthermore, boundary conditions such as green transformational leadership, HRM system strength, and organizational context determine the efficacy of GHRM deployment. Based on the findings, a critical evaluation of research gaps is presented alongside a refined conceptual framework, providing strategic recommendations for HR practitioners and setting a robust roadmap for future management scholarship.
A REVIEW OF STRATEGIC TALENT MANAGEMENT AND ORGANIZATIONAL COMPETITIVENESS IN THE DIGITAL ECONOMY Nurlisa Rauda Agna; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 10 (2026): SEPTEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.23051149

Abstract

In the contemporary digital economy, traditional human resource practices are insufficient to sustain competitive advantage amidst rapid technological disruption, workforce mobilization, and artificial intelligence adoption. This critical review examines the strategic alignment between Strategic Talent Management (STM) and organizational competitiveness across digital ecosystems. Utilizing the PRISMA 2020 systematic review protocol, we synthesized 15 core empirical and theoretical studies published between 2021 and 2026. The findings reveal that digitalized STM—anchored in AI-driven talent acquisition, predictive people analytics, dynamic upskilling/reskilling architecture, and agile talent retention—substantially elevates organizational performance. Crucially, this relationship is mediated by dynamic organizational capabilities, workforce digital agility, and innovation ambidexterity. Furthermore, the review identifies key ethical, governance, and algorithmic bias challenges that constrain digital talent optimization. By synthesizing multidisciplinary insights, this paper provides a robust conceptual framework, highlights emerging empirical gaps, and outlines strategic pathways for business leaders and researchers seeking to navigate human capital management in the digital era.
A REVIEW ON HUMAN RESOURCE STRATEGIES FOR MANAGING WORKFORCE SHORTAGES IN EMERGING ECONOMIES Audina Prastiwi; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 10 (2026): SEPTEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.23051053

Abstract

Workforce shortages represent a severe structural impediment to economic expansion and organizational scalability across emerging economies. While rapid technological transformation and industrial diversification generate unprecedented labor demand, developing markets simultaneously confront high emigration rates ('brain drain'), vocational skill mismatches, and demographic friction. This critical review systematically synthesizes scholarly developments from 2021 to 2026 on strategic human resource management (SHRM) responses to labor deficits in emerging nations. Following the PRISMA systematic literature review framework, 15 high-impact peer-reviewed studies were critically evaluated across Asia, Sub-Saharan Africa, Latin America, and Eastern Europe. The review identifies five primary strategic HR pillars: strategic upskilling and reskilling ecosystems, AI-driven digital recruitment and talent mapping, flexible and hybrid work architecture, localized employer branding, and strategic compensation frameworks. Comparative synthesis reveals that reactive recruitment fails to resolve structural shortages; rather, sustainable labor resilience requires proactive human capital accumulation through industry-academia alignment and strategic retention mechanisms. Theoretical implications highlight the convergence of the Resource-Based View and Dynamic Capabilities Theory in explaining organizational resilience amid labor scarcity. Finally, actionable policy and practitioner frameworks are presented to optimize human capital deployment in volatile emerging market environments.
SUSTAINABLE LEADERSHIP AND EMPLOYEE PERFORMANCE IN ENVIRONMENTALLY RESPONSIBLE COMPANIES: A CRITICAL REVIEW Samuel Eksaudi Tambunan; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 10 (2026): SEPTEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.23051255

Abstract

As global environmental crises intensify, environmentally responsible companies increasingly depend on sustainable leadership to align eco-friendly strategies with workforce productivity. This critical review systematically examines the relationship between sustainable leadership and multi-dimensional employee performance across 15 high-impact peer-reviewed studies published between 2021 and 2026. Guided by the PRISMA 2020 protocol and anchored in Social Exchange, Natural Resource-Based View, and Self-Determination theories, this synthesis reveals that sustainable leadership significantly elevates both in-role task execution and extra-role Organizational Citizenship Behaviors for the Environment (OCBE). The review establishes that this relationship is primarily transmitted through dual mediating pathways: green Human Resource Management (GHRM) integration and psychological empowerment within a green psychological climate. Furthermore, individual green values (IGV), group cohesiveness, and organizational system strength serve as pivotal moderating boundary conditions. Based on a comparative synthesis of empirical evidence, three structured analytical tables and three conceptual path diagrams are presented to map theoretical mechanisms and identify critical literature gaps. The article concludes with practical recommendations for enterprise leaders seeking to cultivate sustainable leadership frameworks that maximize employee eco-innovation and long-term organizational competitiveness.
THE ROLE OF HUMAN RESOURCE MANAGEMENT IN ENHANCING ORGANIZATIONAL RESILIENCE DURING ECONOMIC CRISES: A REVIEW Aditya Pratama; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 10 (2026): SEPTEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.23050903

Abstract

Economic crises present profound operational and existential threats to organizations globally, necessitating dynamic capabilities that extend beyond reactive cost-cutting measures. This critical review examines the strategic role of Human Resource Management (HRM) in building, sustaining, and deploying organizational resilience during severe macro-economic disruptions. Synthesizing 15 benchmark peer-reviewed studies published between 2021 and 2026, this study categorizes strategic HR interventions across anticipatory, coping, and transformative phases of crisis management. Findings indicate that traditional defensive HR practices, such as immediate mass lay-offs and budget freezes, often erode institutional memory and trust, whereas strategic HR practices—including agile talent reallocation, continuous reskilling, psychological safety nets, and empathetic leadership—significantly enhance employee adaptive capacity and organizational resilience. Furthermore, structural equation modeling evidence confirms that the relationship between strategic HRM and recovery performance is fully mediated by workforce adaptability and mutual trust, bounded by crisis severity. This review offers an integrative conceptual framework and actionable guidance for executives seeking to transform human capital into a competitive buffer against systemic economic shocks.
GENDER EQUALITY IN LEADERSHIP POSITIONS: HUMAN RESOURCE PERSPECTIVES IN DEVELOPING COUNTRIES: A CRITICAL REVIEW Wiwied Indartono; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 10 (2026): SEPTEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.23134999

Abstract

Achieving gender equality in executive leadership remains a pressing imperative for organizational sustainability and economic growth in developing countries. Despite progressive policy reforms, women in emerging economies continue to encounter severe structural, institutional, and socio-cultural barriers that restrict their ascension to senior management. This critical review synthesizes peer-reviewed empirical and theoretical literature published between 2021 and 2026 across Asia-Pacific, Sub-Saharan Africa, MENA, and Latin America. Adhering to the PRISMA 2020 framework, 16 benchmark studies were evaluated to interrogate the role of Strategic Human Resource Management (SHRM) in dismantling glass ceiling constraints. The findings demonstrate that traditional, informal HR systems reinforce unconscious bias, opaque promotion criteria, and double-burden conflicts. Conversely, modern gender-responsive HR frameworks—integrating merit-based talent management, formal executive sponsorship, work-family flexibility, and mandatory pay equity audits—substantially elevate female leadership self-efficacy and career retention. The study presents a multi-level conceptual model connecting macro-institutional enablers, meso-HR practices, and micro-behavioral outcomes, offering actionable strategic guidance for HR practitioners, corporate boards, and policymakers in developing nations.
THE IMPACT OF GENERATIVE AL ON EMPLOYEE PRODUCTIVITY AND JOB REDESIGN IN MODERN ORGANIZATIONS Mawardi; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 10 (2026): SEPTEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.23134869

Abstract

The rapid deployment of Generative Artificial Intelligence (GenAI) across enterprise environments represents a foundational shift in how work is structured, cognitive tasks are allocated, and individual productivity is realized. This critical review systematically synthesizes empirical and conceptual literature published between 2021 and 2026 to examine the multi-dimensional impact of GenAI on employee productivity and job redesign. Guided by Job Demands-Resources (JD-R) theory, Socio-Technical Systems (STS) theory, and the Task-Technology Fit (TTF) framework, this paper analyzes findings across 16 benchmark studies encompassing randomized field experiments, structural equation modeling, and qualitative case investigations. Results indicate that GenAI integration yields significant task-level productivity gains—ranging from 14% to 40% across professional domains—predominantly by automating routine cognitive tasks, reducing time-to-completion, and elevating output quality for lower-skilled workers. However, operationalizing these productivity gains requires comprehensive job redesign, characterized by cognitive task unbundling, skill reallocation toward prompt engineering and critical evaluation, and the mitigation of emerging techno-stressors. The review synthesizes core mechanisms into a structural path model and outlines a strategic HR governance framework to optimize human-AI collaboration.
Co-Authors Aditya Pratama Audina Prastiwi Dhenny Asmarazisa Kamarul Azmi Mawardi Nurlisa Rauda Agna Samuel Eksaudi Tambunan Wiwied Indartono