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All Journal EQUILIBIRIA Minda Baharu BENING Multidiciplinary Output Research for Actual and International Issue (Morfai Journal)
Dhenny Asmarazisa
Universitas Riau Kepulauan
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CREATING A CULTURE OF PSYCHOLOGICAL SAFETY: IMPLICATIONS FOR TEAM PERFORMANCE Kurniawati Ningsih; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4524

Abstract

This article examines how psychological safety—a shared belief that the team is safe for interpersonal risk-taking—serves as a critical driver of team performance in complex work environments. Through a conceptual analysis of leadership roles, we demonstrate that leaders cultivate this environment by acting as catalysts who frame work as a learning process, models who demonstrate vulnerability through their response to failure and dissent, and enforcers who establish clear norms and equitable structures. The analysis reveals that these behaviors directly enable the learning, innovation, and candid dialogue necessary for high performance by encouraging risk-taking, transforming failures into learning data, and ensuring full team participation. The article concludes that building psychological safety is not a soft skill but a strategic imperative, providing a practical framework for leaders to unlock their team's collective intelligence and build a more adaptive, resilient, and successful organization.
INCLUSIVE LEADERSHIP AND ITS ROLE IN STRENGTHENING DIVERSITY AND INCLUSION PRACTICES Dede Willis Silalahi; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4529

Abstract

In an era of increasing workforce diversity, organizations struggle to translate formal Diversity and Inclusion (D&I) policies into tangible outcomes, often due to a lack of inclusive leadership. This study investigates the critical role inclusive leaders play in activating D&I initiatives and strengthening organizational culture. Using a mixed-methods approach—surveys measuring leadership behaviors and D&I outcomes, supplemented by qualitative interviews—the research was conducted within a multinational organization. Results revealed a strong positive correlation between inclusive leadership and key metrics, including psychological safety, employee belonging, and reduced turnover intent. The discussion positions the leader as a crucial catalyst, creating a trickle-down effect that embeds inclusion. We conclude that investing in inclusive leadership development is not peripheral but fundamental to closing the gap between D&I policy and practice, ultimately fostering sustainable, high-performing, and equitable workplaces.
WORK STRESS, BURNOUT, AND MENTAL HEALTH: HR STRATEGIES FOR ENHANCING EMPLOYEE WELLBEING Zikri Helmi; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4531

Abstract

The contemporary workplace faces a mental health crisis, with rising burnout and stress driven by systemic organizational stressors. This research investigates the role of HR in enhancing employee wellbeing, moving beyond traditional reactive approaches. Using a mixed-methods analysis, we identified unsustainable workloads, role ambiguity, and toxic leadership as primary drivers of psychological distress. While existing interventions like EAPs provide necessary support, they remain limited by low utilization and a failure to address root causes. The study concludes that effective mental health management requires an integrated, proactive HR framework focused on primary prevention through job redesign, leadership development, and cultural change. This strategic shift from treating individuals to building resilient work systems is essential for creating sustainable, high-performing organizations where employee wellbeing is a core strategic asset.
WORK-LIFE BALANCE POLICIES AND THEIR EFFECT ON EMPLOYEE JOB SATISFACTION IN REMOTE WORK SETTINGS Hans Cristian; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4533

Abstract

The rapid proliferation of remote work has fundamentally altered the work-life interface, making organizational Work-Life Balance (WLB) policies more critical than ever for employee job satisfaction. This critical review synthesizes existing literature to evaluate the efficacy of these policies in remote settings, revealing significant theoretical and methodological shortcomings. The analysis demonstrates that dominant frameworks often promote a flawed "one-size-fits-all" approach, overlooking how individual circumstances and unexamined power dynamics can cause standardized policies to inadvertently perpetuate inequality. Furthermore, reliance on cross-sectional data and simplistic measures of job satisfaction limits causal understanding. The review concludes that the mere provision of policies is insufficient; their success is contingent upon a supportive organizational culture and faithful implementation. It argues for a necessary paradigm shift from standardized benefits towards personalized, co-created work arrangements, and calls for future research to adopt longitudinal and qualitative methods to better capture the complex relationship between policy, power, and sustained employee well-being in the remote work era.
THE MEDIATING ROLE OF EMOTIONAL INTELLIGENCE ON JOB STRESS AND EMPLOYEE PERFORMANCE Gabriella Panjaitan; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4543

Abstract

This critical review examines the mediating role of emotional intelligence (EI) in the well-established relationship between job stress and employee performance. While the direct negative impact of stress on performance is well-documented, this article synthesizes existing literature to argue that EI acts as a crucial psychological buffer in this dynamic. The analysis differentiates between ability and trait models of EI and elucidates the "stressor-detachment" pathway—whereby high-EI individuals appraise stressors as challenges, effectively regulate emotions, and achieve psychological detachment, thereby preserving cognitive resources and performance. The findings suggest that EI is not merely a direct predictor but a key mechanism that explains significant variance in how stress impacts workplace outcomes. The review concludes that organizations should prioritize developing EI as a strategic intervention to enhance employee resilience and maintain performance in demanding work environments
TALENT RETENTION STRATEGIES IN THE POST-PANDEMIC WORKFORCE: A MULTIGENERATIONAL STUDY Diana Widyastika; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4547

Abstract

The post-pandemic era, marked by the "Great Resignation," has fundamentally altered the employee-employer contract, making talent retention a paramount challenge. This review investigates effective retention strategies for today's multigenerational workforce. Synthesizing contemporary literature, it identifies a shift from transactional benefits to a holistic employee experience centered on flexibility, well-being, and purpose. However, a critical analysis reveals that a uniform approach is ineffective; key retention drivers—such as flexibility and career development—are prioritized differently across Baby Boomers, Gen X, Millennials, and Gen Z. Furthermore, significant implementation gaps, including workplace inequities and internal mobility barriers, undermine these strategies. The study concludes that organizations must adopt segmented, agile retention frameworks that acknowledge generational preferences while strengthening universal fundamentals like fair compensation and authentic leadership. This nuanced approach is essential for building a resilient and stable workforce in the new world of work.
PSYCHOLOGICAL CONTRACT BREACH AND ITS IMPACT ON EMPLOYEE LOYALTY AND INTENTION TO STAY Indria Sri Retnaningrum; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4555

Abstract

This study examines the impact of Psychological Contract Breach (PCB) on employee intention to stay, investigating the mediating role of employee loyalty. Based on social exchange theory, we hypothesized that PCB would negatively impact retention intentions both directly and indirectly through eroded loyalty. Data were collected via a cross-sectional survey from a sample of employees across various industries. The results, analyzed using structural equation modeling, confirmed that PCB is a significant negative predictor of intention to stay. Furthermore, employee loyalty fully mediated this relationship, revealing that the primary mechanism through which PCB influences turnover is by damaging the emotional bond and allegiance employees feel toward the organization. The findings highlight that the breach of implicit agreements triggers a destructive affective process. Practical implications suggest managers must actively manage psychological contracts through transparent communication and trust-building to foster loyalty and retain talent.
THE INFLUENCE OF EMPLOYER BRANDING ON ATTRACTING AND RETAINING HIGH-POTENTIAL EMPLOYEES Firman Arifianto; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4556

Abstract

This study investigates the influence of employer branding on attracting and retaining high-potential employees (HiPos). In the competitive knowledge economy, organizations struggle to secure and keep top talent, with traditional tactics often failing for the high-expectation HiPo cohort. Through qualitative analysis, this research identifies the key employer branding dimensions HiPos value most, revealing a distinct preference for Development and Interest value over generic benefits. The findings demonstrate employer branding's dual role: it functions as an external "Magnet" for attraction and an internal "Glue" for retention, with the fulfillment of the psychological contract being the critical link. The study concludes that to effectively manage HiPo talent, organizations must tailor their Employer Value Proposition to these specific drivers and ensure consistent delivery on their brand promises through aligned HR systems and managerial action.
AGILE HR PRACTICES AND THEIR IMPACT ON ORGANIZATIONAL ADAPTABILITY AND INNOVATION Linna Dhah Liawati; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4557

Abstract

This study investigates how Agile HR practices enhance organizational adaptability and innovation in volatile business environments. Through qualitative analysis of interviews and organizational documents, we identified four core components of Agile HR: Continuous Performance Fluidity, Iterative Talent Mobilization, Just-in-Time Learning Ecosystems, and HR as an Enabling Scaffold. Our findings demonstrate that these practices collectively create a synergistic system that drives organizational adaptability through two primary mechanisms - increased strategic responsiveness and enhanced operational resilience. The research reveals significant improvements in key adaptation metrics, including 85% faster strategic realignment and 78% more efficient talent deployment. Furthermore, the study establishes that Agile HR fosters innovation by cultivating psychological safety and empowerment through continuous feedback and autonomous work structures. This research provides organizations with empirical evidence and a practical framework for transforming HR from an administrative function into a strategic driver of agility and competitive advantage in the digital economy.
FROM ADMINISTRATIVE TO STRATEGIC: THE EVOLUTION OF THE HR FUNCTION Firdaus; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4585

Abstract

This paper synthesizes existing literature to trace and analyze the evolution of the Human Resources function from its administrative origins to its contemporary role as a strategic partner. It delineates the historical stages of this transformation, highlighting the paradigm shift from viewing employees as a cost to be controlled to recognizing them as human capital to be invested in. The paper identifies technology, changing business models, and academic thought as the primary enablers of this change. It also examines the persistent barriers—such as perceptual legacies and critical skill gaps—that hinder this evolution. The conclusion underscores that for HR to be an indispensable driver of competitive advantage, it must fully embrace its strategic potential, requiring a continuous redefinition of its competencies and value proposition.
Co-Authors Asniati Catur Fatchu Ukhriyawati Dede Willis Silalahi Dian Molivia Diana Widyastika Firdaus Firdaus Hamta, Firdaus Firman Arifianto Gabriella Panjaitan Hans Cristian Indria Sri Retnaningrum Kurniawati Ningsih Larasati Iman Syalsabillah Linna Dhah Liawati Mirwan M Nunung N Nur Aye Nurhayati Nurhayati Oktavianti Oktavianti Ramon Zamora Sastra Tamami Sriwati Sriwati Syahrianto S Tibrani Tibrani Vera Alriani Yulniarmah Zikri Helmi