Garuda - Garba Rujukan Digital

Integrating green recruitment and digital technology: Indirect influence on employee performance through digital competencies Samodra, Vegalyra Novantini; Iristian, Jovi; Sidjabat, Sonya; Husainah, Nazifah; Saptaria, Lina
Annals of Human Resource Management Research Vol. 5 No. 3 (2025): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v5i3.3162

Purpose: This study aims to analyze the direct and indirect relationships between Green Recruitment, Digital Technology, Digital Competence, and Employee Performance at PT Adhi Karya (Persero) Tbk. Specifically, it examines how Digital Competence mediates the influence of Green Recruitment and Digital Technology on employee performance in the construction sector. Methodology: A quantitative research approach was employed using Structural Equation Modeling (SEM) with Partial Least Squares (PLS). Data were collected from 194 employees through purposive sampling, and the questionnaire used a five-point Likert scale. The analysis included validity, reliability, and hypothesis testing using SmartPLS 4.0.. Results: The findings reveal that both Green Recruitment (? = 0.225, p < 0.01) and Digital Technology (? = 0.411, p < 0.001) significantly enhance Digital Competence. In turn, Green Recruitment (? = 0.203), Digital Technology (? = 0.253), and Digital Competence (? = 0.437) significantly improve Employee Performance. Moreover, Digital Competence mediates the indirect influence of Green Recruitment (? = 0.098, p < 0.01) and Digital Technology (? = 0.180, p < 0.001) on performance. Conclusions: Integrating sustainable recruitment practices and digital transformation strategies strengthens employee competencies and organizational productivity in construction companies. Limitations: The study focuses on one SOE, limiting generalizability, and does not include moderating variables such as digital leadership or organizational culture. Contribution: This study extends Green HRM and digital transformation theories by providing empirical evidence that Digital Competence serves as a critical bridge between sustainability-oriented HR policies and enhanced employee performance in the digital era.

Integrating digital recruitment and employer branding into strategic HRM to foster employee retention through perceived organizational support Husainah, Nazifah; Suhartini, Suhartini; Fachrial, Peppy; Sopyan, Ahmad; Sundari, Pipit
Annals of Human Resource Management Research Vol. 5 No. 4 (2025): December
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v5i4.3271

Purpose: This study examines how Digital Recruitment and Employer Branding influence Employee Retention through Perceived Organizational Support (POS), addressing gaps in strategic HRM research regarding the integrated role of digital hiring and employer branding. Research Methodology: A cross-sectional survey involving 200 employees from digitally mature Indonesian organizations was analyzed using PLS-SEM with 5,000 bootstrapped subsamples. The measurement model showed strong reliability and validity (? > .86; CR > .88; AVE > .54), and structural testing evaluated five direct hypotheses and mediation effects. Results: Employer Branding significantly predicts POS and retention, whereas Digital Recruitment enhances POS but shows no direct effect on retention. POS strongly predicts retention and fully mediates the Digital Recruitment–Retention relationship while partially mediating the Employer Branding–Retention link. The structural model explains 43% of POS variance and 51% of retention, supported by medium–large effect sizes and positive Q² values. Conclusions: The findings confirm POS as the key psychological mechanism through which modern HR practices translate into retention outcomes. Employer Branding drives retention both directly and indirectly, while Digital Recruitment contributes indirectly via POS. Limitations: Cross-sectional data limit causal inference, and the digital-sector sample restricts generalizability. Contribution: The study integrates digital recruitment and employer branding within one strategic HRM framework and establishes Digital Recruitment as an empirical antecedent of POS, reinforcing POS’s centrality in digital-era retention strategies.

Big Five Personality Traits and executive meta-competencies: Implications for Strategic decision making Fadli, Fauzan; Husainah, Nazifah; Maswanto, Maswanto
Annals of Human Resource Management Research Vol. 5 No. 4 (2025): December
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v5i4.3333

Purpose: This study aims to analyze the relationship between Big Five Personality Traits and strategic decision-making effectiveness at the executive level, while exploring the role of intrinsic meta-competencies that emerge when leaders face moments of isolation and make decisions independently. Methodology/approach: Using a mixed-methods design, the study applies Braun and Clarke’s thematic analysis and Interpretative Phenomenological Analysis (IPA). Data sources include Big Five personality assessments of 50 senior executives and in-depth interviews with eight directors from various strategic industries. Results: Findings reveal that openness to experience and conscientiousness consistently correlate with reflective, structured, and visionary decision-making patterns. The study also identifies that intrinsic meta-competencies such as productive solitude, deep reflection, and resilience in isolation enhance the positive manifestation of these personality traits. Conclusion: The research provides a conceptual foundation for developing a more holistic talent development and succession planning framework, integrating personality traits and internal capacities often overlooked in leadership assessments. Limitations: The study focuses on senior executives in strategic industries, limiting generalizability to other leadership levels or sectors. Additionally, qualitative methods may introduce subjective interpretations. Contribution: This study contributes to leadership psychology and talent management by highlighting the interplay between personality, meta-competencies, and decision-making. It offers practical insights for executive coaching, leadership development programs, and organizational succession planning.

Integrating digital recruitment and employer branding into strategic HRM to foster employee retention through perceived organizational support Husainah, Nazifah; Suhartini, Suhartini; Fachrial, Peppy; Sopyan, Ahmad; Sundari, Pipit
Annals of Human Resource Management Research Vol. 5 No. 4 (2025): December
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v5i4.3271

Purpose: This study examines how Digital Recruitment and Employer Branding influence Employee Retention through Perceived Organizational Support (POS), addressing gaps in strategic HRM research regarding the integrated role of digital hiring and employer branding. Research Methodology: A cross-sectional survey involving 200 employees from digitally mature Indonesian organizations was analyzed using PLS-SEM with 5,000 bootstrapped subsamples. The measurement model showed strong reliability and validity (? > .86; CR > .88; AVE > .54), and structural testing evaluated five direct hypotheses and mediation effects. Results: Employer Branding significantly predicts POS and retention, whereas Digital Recruitment enhances POS but shows no direct effect on retention. POS strongly predicts retention and fully mediates the Digital Recruitment–Retention relationship while partially mediating the Employer Branding–Retention link. The structural model explains 43% of POS variance and 51% of retention, supported by medium–large effect sizes and positive Q² values. Conclusions: The findings confirm POS as the key psychological mechanism through which modern HR practices translate into retention outcomes. Employer Branding drives retention both directly and indirectly, while Digital Recruitment contributes indirectly via POS. Limitations: Cross-sectional data limit causal inference, and the digital-sector sample restricts generalizability. Contribution: The study integrates digital recruitment and employer branding within one strategic HRM framework and establishes Digital Recruitment as an empirical antecedent of POS, reinforcing POS’s centrality in digital-era retention strategies.

Big Five Personality Traits and executive meta-competencies: Implications for Strategic decision making Fadli, Fauzan; Husainah, Nazifah; Maswanto, Maswanto
Annals of Human Resource Management Research Vol. 5 No. 4 (2025): December
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v5i4.3333

Purpose: This study aims to analyze the relationship between Big Five Personality Traits and strategic decision-making effectiveness at the executive level, while exploring the role of intrinsic meta-competencies that emerge when leaders face moments of isolation and make decisions independently. Methodology/approach: Using a mixed-methods design, the study applies Braun and Clarke’s thematic analysis and Interpretative Phenomenological Analysis (IPA). Data sources include Big Five personality assessments of 50 senior executives and in-depth interviews with eight directors from various strategic industries. Results: Findings reveal that openness to experience and conscientiousness consistently correlate with reflective, structured, and visionary decision-making patterns. The study also identifies that intrinsic meta-competencies such as productive solitude, deep reflection, and resilience in isolation enhance the positive manifestation of these personality traits. Conclusion: The research provides a conceptual foundation for developing a more holistic talent development and succession planning framework, integrating personality traits and internal capacities often overlooked in leadership assessments. Limitations: The study focuses on senior executives in strategic industries, limiting generalizability to other leadership levels or sectors. Additionally, qualitative methods may introduce subjective interpretations. Contribution: This study contributes to leadership psychology and talent management by highlighting the interplay between personality, meta-competencies, and decision-making. It offers practical insights for executive coaching, leadership development programs, and organizational succession planning.

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