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HR Process Automation and Its Impact on Employee Productivity and Job Satisfaction Andini, Mia; Sujoko, Sujoko
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/jwy1m404

Abstract

The development of digital technology encourages organizations to adopt human resource process automation as a strategy to increase efficiency and competitiveness. HR automation not only has implications for improving work systems but also affects employee productivity and job satisfaction, indicators of organizational performance. This study aims to analyze the effect of HR process automation on employee productivity and job satisfaction. The research approach used a quantitative method with an explanatory survey design. Data were collected through questionnaires from 133 permanent employees in organizations that have implemented HR process automation, then analyzed using linear regression. The results show that HR process automation has a positive and significant effect on employee productivity. Automation also has a positive effect on job satisfaction, although with a more moderate effect. This finding indicates that automation affects performance aspects more quickly than work attitudes. The discussion of the research results shows that increased productivity is influenced by process efficiency and workflow clarity, while job satisfaction is influenced by perceptions of fairness, system transparency, and employee psychological experiences. This study confirms that HR automation is a socio-technical intervention that requires integration between technological efficiency and a humanistic approach to optimize its benefits sustainably
Work-Life Balance and Its Impact on Employee Performance Arfiani, Risa; Sujoko, Sujoko
Maneggio Vol. 3 No. 1 (2026): FEBRUARY-MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/fakk4j40

Abstract

  The development of the modern work environment characterized by high flexibility, intense performance demands, and the use of digital technology has blurred the boundaries between employees' work and personal lives. This condition places work-life balance as a strategic issue in human resource management. This study aims to analyze the meaning of employees towards work-life balance, the dynamics of its application in the organizational environment, and its implications on employee performance. The research approach used is qualitative with a descriptive-exploratory design. Data was collected through semi-structured in-depth interviews with purposively selected employees, supported by organizational observations and documentation. Data analysis was carried out using thematic analysis to identify key patterns and themes that emerged from the informant's experience. The results of the study show that work-life balance is understood as the ability to control the demands of work roles and personal life in harmony. The implementation of work-life balance is influenced by organizational policies, supervisory support, workload, and the prevailing work culture. Employees who experience work-life balance show more stable levels of motivation, focus, and performance quality, while imbalances trigger burnout and decreased performance. These findings confirm that work-life balance plays an important role in maintaining the sustainability of employee performance. This research provides practical implications for organizations in designing human resource policies that are oriented towards long-term well-being and performance