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All Journal EQUILIBIRIA Minda Baharu BENING Multidiciplinary Output Research for Actual and International Issue (Morfai Journal) International Journal of Social Science, Educational, Economics, Agriculture Research, and Technology (IJSET)
Dhenny Asmarazisa
Universitas Riau Kepulauan
Religion Agriculture, Biological Sciences & Forestry Arts Humanities Chemical Engineering, Chemistry & Bioengineering Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Energy Engineering Environmental Science Health Professions Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Materials Science & Nanotechnology Social Sciences Other

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BUILDING A FUTURE-READY WORKFORCE: HR'S ROLE IN STRATEGIC TALENT PLANNING Asniati; 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.v5i6.4597

Abstract

In an era defined by technological disruption, shifting demographics, and economic volatility, building a future-ready workforce is a paramount strategic challenge. This article argues that the Human Resources function must fundamentally evolve from an administrative supporter to a strategic partner to lead this imperative. Through a qualitative multi-case study methodology, the research explores how leading organizations leverage data-driven talent planning, a skills-based approach, and a culture of continuous learning to foster organizational agility. The findings present a framework for strategic talent planning, identifying key enablers such as a strong CEO-CHRO partnership, integrated technology, and a growth mindset culture, while also acknowledging barriers like organizational silos and legacy systems. The study concludes that HR's ability to interpret human capital data and align talent strategy with long-term business goals is not merely beneficial but essential for securing sustainable competitive advantage and ensuring organizational resilience in the face of constant change.
THE HUMAN CAPITAL BLUEPRINT: ALIGNING HR STRATEGY WITH BUSINESS GOALS Larasati Iman Syalsabillah; 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.v5i6.4598

Abstract

In an era of digital disruption, organizations face the critical challenge of aligning human capital with strategic business goals. This article introduces the Human Capital Blueprint as a transformative framework for bridging this gap, moving HR from administrative support to strategic value creation. Through the case study of StyleCraft, a traditional retailer undergoing digital transformation, we demonstrate how the blueprint enables organizations to translate business objectives into actionable talent strategies. The framework incorporates skills gap analysis, a balanced build-and-buy approach to talent acquisition, immersive learning programs, and metrics that directly link human capital investments to business outcomes. Findings reveal that successful transformation requires treating human capability development as a core business strategy rather than an HR initiative. The article provides leaders with a proven model for building an agile, future-ready workforce capable of driving sustainable competitive advantage in volatile markets.
THE QUANTIFIED EMPLOYEE: NAVIGATING THE PRIVACY-PERFORMANCE PARADOX IN PEOPLE ANALYTICS Suwinto; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 6 (2026): MAY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.20151601

Abstract

The increasing adoption of people analytics has transformed how organizations manage and evaluate employee performance, giving rise to the concept of the “quantified employee.” Advances in artificial intelligence and digital monitoring technologies enable organizations to collect and analyze extensive data on employee behavior, productivity, and engagement. While these capabilities offer significant benefits, they also create a tension between performance optimization and employee privacy, known as the privacy–performance paradox. This study examines how organizations can balance data-driven decision-making with ethical considerations related to privacy. Using a narrative literature review and conceptual framework approach, the research synthesizes insights from academic studies, HR reports, and policy documents. The findings indicate that people analytics can enhance productivity, engagement, and workforce optimization, but may also lead to surveillance anxiety, perceived intrusion, and concerns about data misuse. The study highlights the importance of mediating factors such as trust, transparency, and perceived fairness, as well as moderating influences including organizational culture, leadership, and regulatory environments. A conceptual framework is proposed to explain how these factors interact to influence employee acceptance and organizational outcomes. The study concludes that ethical governance and transparent communication are essential for achieving a sustainable balance between privacy and performance.
THE GIG ECONOMY AND THE SOCIAL CONTRACT: RETHINKING LEGAL, TRAINING, AND ENGAGEMENT STRATEGIES FOR CONTINGENT WORKERS Marhamah; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 6 (2026): MAY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.20177032

Abstract

The rapid expansion of the gig economy has significantly altered traditional employment relationships, challenging existing assumptions about the social contract between workers and organizations. As contingent work becomes more prevalent, gaps have emerged in legal protections, training opportunities, and engagement practices. This study examines how the social contract must be redefined to address these challenges, with a particular focus on legal, training, and engagement strategies for gig workers. Using a conceptual and narrative literature review approach, the research synthesizes insights from academic studies, policy reports, and industry analyses. The findings indicate that traditional labor frameworks are insufficient for managing gig work, necessitating legal reconfiguration to balance flexibility with worker protection. Additionally, training and development are increasingly decentralized, requiring shared responsibility among workers, organizations, and institutions. Engagement strategies must also evolve, leveraging digital tools, incentives, and transparent communication to build trust and inclusion. The study highlights the importance of collaboration among stakeholders to ensure fairness and sustainability in gig work systems. It concludes that redefining the social contract is essential for aligning organizational efficiency with worker well-being. The article provides a comprehensive framework for adapting workforce strategies in the evolving gig economy.
HR AS A STEWARD OF THE SOCIAL ENTERPRISE: INTEGRATING ESG METRICS INTO PERFORMANCE AND REWARD SYSTEMS Ignasius Wahyudi Arianto; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 6 (2026): MAY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.20139837

Abstract

The increasing emphasis on Environmental, Social, and Governance (ESG) principles has transformed the role of organizations from purely profit-driven entities to socially responsible enterprises. This shift toward stakeholder capitalism requires internal alignment of organizational systems, particularly human resource (HR) practices, with sustainability objectives. However, traditional performance management and reward systems remain largely focused on financial outcomes, creating a disconnect between ESG goals and employee behavior. This study examines how HR can act as a steward of the social enterprise by integrating ESG metrics into performance and reward systems. Using a conceptual and narrative literature review approach, the research synthesizes insights from ESG, HR management, and organizational behavior literature. The findings indicate that embedding ESG into organizational culture, incorporating environmental and social KPIs into performance management, and aligning rewards with long-term sustainability goals are critical for effective implementation. The study also highlights the role of moderating factors such as leadership commitment, organizational culture, and regulatory context. A conceptual framework is proposed to explain how HR practices mediate the relationship between ESG strategy and organizational outcomes. The study concludes that integrating ESG into HR systems is essential for achieving sustainable performance and long-term value creation.
INCLUSIVE LEADERSHIP AS AN HR DEVELOPMENT IMPERATIVE: A LONGITUDINAL STUDY ON ITS EFFECT ON PSYCHOLOGICAL SAFETY AND TEAM INNOVATION Kartika Simanjuntak; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 6 (2026): MAY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.20161167

Abstract

The increasing diversity of the modern workforce has intensified the need for inclusive leadership as a critical capability for organizational success. While existing research highlights the benefits of inclusive leadership, limited attention has been given to its long-term effects on team dynamics and innovation. This study examines the impact of inclusive leadership on psychological safety and team innovation using a longitudinal research design. Data were collected from teams across multiple time points to capture changes in leadership behaviors and team perceptions. The findings indicate that inclusive leadership significantly enhances psychological safety by fostering trust, openness, and reduced fear of failure. Psychological safety, in turn, mediates the relationship between leadership and team innovation, enabling increased idea generation and implementation. The results also show that the effects of inclusive leadership strengthen over time, leading to sustained innovation performance. The study contributes to the literature by providing a dynamic perspective on leadership and team outcomes. It also offers practical implications for HR development by emphasizing the importance of continuous investment in inclusive leadership. The findings suggest that organizations can enhance innovation and performance by fostering psychologically safe environments through inclusive leadership practices.
DECENTERING WESTERN HRM: AN INDIGENOUS EPISTEMOLOGY APPROACH TO HUMAN RESOURCE PRACTICES Deby Andriany; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 6 (2026): MAY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.20131970

Abstract

The dominance of Western human resource management (HRM) frameworks has long shaped organizational practices globally, often promoting standardized, efficiency-driven approaches grounded in individualism and rationality. However, increasing cultural diversity and globalization have exposed the limitations of these universal models, particularly in non-Western contexts where local values, traditions, and social structures differ significantly. This study explores how indigenous epistemologies can serve as an alternative foundation for HRM, offering more contextually relevant and culturally embedded practices. Using a conceptual and interpretive qualitative approach, the research synthesizes insights from HRM literature, ethnographic studies, and indigenous knowledge systems. The findings highlight that indigenous approaches emphasize relationality, community orientation, and holistic well-being, which can enhance employee engagement and organizational effectiveness. The study also identifies key challenges, including institutional resistance and the difficulty of integrating indigenous and modern HR practices. A conceptual framework is proposed to illustrate how culturally aligned HRM practices can improve organizational outcomes. The article contributes to the discourse on decolonizing management knowledge and advancing pluralistic approaches to HRM. It concludes that integrating indigenous epistemologies is essential for developing inclusive, adaptive, and sustainable HR practices in diverse organizational contexts.
FROM COMPLIANCE TO CULTURE: A LONGITUDINAL STUDY ON THE EFFICACY OF MICROLEARNING IN SUSTAINING ETHICAL WORKPLACE BEHAVIOR Santia Rahmadani; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 6 (2026): MAY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.20153330

Abstract

The increasing complexity of organizational environments and heightened regulatory scrutiny have intensified the need for effective approaches to promoting ethical workplace behavior. Traditional compliance training programs, while essential for raising awareness, often fail to sustain long-term behavioral change due to their episodic and standardized nature. This study examines the efficacy of microlearning as a continuous learning approach in fostering sustained ethical behavior over time. Adopting a longitudinal research design, data were collected across multiple time points to assess changes in microlearning engagement, ethical awareness, and behavioral outcomes. The findings indicate that microlearning significantly enhances knowledge retention and reinforces ethical principles through repeated exposure. This continuous reinforcement leads to increased ethical awareness, reduced unethical behavior, and improved accountability among employees. Furthermore, the study highlights the role of microlearning in facilitating the transition from compliance-based systems to value-driven ethical cultures. By supporting habit formation and integrating learning into daily work routines, microlearning contributes to the development of sustained ethical behavior. The study offers both theoretical and practical insights into the role of continuous learning in organizational ethics. It concludes that microlearning is a critical tool for embedding ethical behavior within organizational culture and achieving long-term governance effectiveness.
A REVIEW OF HUMAN CAPITAL MANAGEMENT PRACTICES FOR ENHANCING WORKFORCE AGILITY AND KNOWLEDGE SHARING Arnold AF Sihombing; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 6 (2026): MAY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.20131686

Abstract

In an increasingly dynamic and knowledge-driven business environment, organizations must develop agile workforces and effective knowledge-sharing mechanisms to sustain competitiveness. This study reviews and synthesizes human capital management (HCM) practices that enhance workforce agility and facilitate knowledge exchange. Drawing on a systematic and narrative literature review of academic studies, industry reports, and case evidence, the paper identifies key practices such as flexible work arrangements, continuous learning and skill development, agile performance management, collaborative cultures, incentive systems, and technology-enabled knowledge platforms. The findings highlight that workforce agility and knowledge sharing are interdependent capabilities that reinforce each other through cross-functional collaboration and learning-oriented organizational structures. The study also examines critical enablers, including organizational culture, leadership support, and technological infrastructure, as well as barriers such as resistance to change and structural rigidity. A conceptual framework is proposed to explain how HCM practices influence agility and knowledge-sharing processes, ultimately leading to improved innovation, performance, and organizational resilience. The review contributes to the HRM and knowledge management literature by integrating these domains into a unified perspective. It concludes that organizations must adopt flexible, learning-driven, and technology-supported HCM strategies to build adaptive and knowledge-rich workforces.
THE PARASOCIAL CONTRACT: RE-ENGAGING THE DISTRIBUTED WORKFORCE THROUGH DIGITAL LEADERSHIP AND VIRTUAL EMPLOYER BRANDING Priyata Westraperdana; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 6 (2026): MAY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.20151729

Abstract

The shift toward distributed workforces has transformed employee–organization relationships, creating new challenges for maintaining engagement and connection in digitally mediated environments. Traditional approaches to engagement, rooted in physical proximity and direct interaction, are increasingly inadequate in remote contexts. This article introduces the concept of the “parasocial contract” as a novel framework for understanding how employees develop perceived connections with organizations through digital communication and virtual presence. Drawing on a conceptual and thematic review of literature on digital leadership, virtual employer branding, and employee engagement, the study explores how these elements can be leveraged to re-engage distributed employees. The findings suggest that digital leadership—characterized by communication, visibility, and authenticity—plays a critical role in fostering trust and connection. Similarly, consistent and credible virtual employer branding strengthens employees’ identification with organizational values and purpose. Together, these factors create a mediated yet meaningful form of engagement that can compensate for the absence of physical interaction. The study contributes to the evolving discourse on digital work by integrating insights from HRM and media theory. It concludes that organizations must strategically align leadership, branding, and technology to build sustained engagement in distributed work environments.
Co-Authors Arnold AF Sihombing Asniati Catur Fatchu Ukhriyawati Deby Andriany Dede Willis Silalahi Diana Widyastika Edo Saputra Febiola Maria Tampubolon Firdaus Firdaus Hamta, Firdaus Firman Arifianto Gabriella Panjaitan Hans Cristian Ignasius Wahyudi Arianto Indria Sri Retnaningrum Iswahyudi Kartika Simanjuntak Kurniawati Ningsih Larasati Iman Syalsabillah Linna Dhah Liawati Marhamah Mirwan M Nunung N Nur Aye Nurhayati Nurhayati Oktavianti Oktavianti Priyata Westraperdana Ramon Zamora Santia Rahmadani Sastra Tamami Siswandri Sriwati Sriwati Suwinto Syahrianto S Tibrani Tibrani Vera Alriani Yudi Kurniadi Yulniarmah Zikri Helmi