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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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ALGORITHMIC MANAGEMENT IN THE WORKPLACE: A DUAL-PATHWAY MODEL FOR HR GOVERNANCE, EMPLOYEE AUTONOMY, AND ETHICAL IMPLEMENTATION Febiola Maria Tampubolon; 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.20131103

Abstract

The rapid adoption of algorithmic management and AI-driven decision-making is reshaping human resource management and workplace dynamics. While these technologies enhance efficiency, consistency, and data-driven insights, they also raise critical concerns regarding employee autonomy, trust, and ethical governance. This article develops a dual-pathway model that integrates HR governance and employee autonomy to address these challenges. Drawing on a conceptual and qualitative review of literature on algorithmic management, HR governance, and workplace ethics, the study identifies two complementary pathways: a governance pathway focused on compliance, transparency, and accountability, and an autonomy pathway emphasizing empowerment, flexibility, and human–AI collaboration. The findings highlight that balancing these pathways is essential to mitigate risks such as bias, over-surveillance, and reduced employee agency while maximizing organizational performance and engagement. The model also underscores the importance of managing inherent tensions between efficiency and autonomy, as well as control and trust. By providing a structured framework, the study contributes to the discourse on responsible AI and ethical HR practices. It concludes that organizations must adopt integrated, human-centered approaches to algorithmic management to ensure sustainable, fair, and effective workplace outcomes.
STRENGTHENING EMPLOYEE COMMITMENT THROUGH FLEXIBLE WORK MODELS AND SUSTAINABLE HR PRACTICES IN INDONESIA STARTUPS Iswahyudi; 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.20158805

Abstract

This study examines the role of flexible work models and sustainable HR practices in enhancing employee commitment within Indonesian startups. As startups face increasing challenges in attracting and retaining talent, alternative HR strategies have become essential. Using a quantitative research approach, data were collected from employees across various startup sectors to analyze the relationship between flexible work arrangements, sustainable HR practices, and employee commitment. The findings indicate that flexible work models, such as remote and hybrid arrangements, positively influence work-life balance and autonomy, thereby strengthening affective commitment. Additionally, sustainable HR practices that emphasize employee well-being, fairness, and development further enhance engagement and retention. The study also finds that the combined implementation of flexibility and sustainability yields stronger outcomes than either approach alone. These results contribute to existing literature by integrating flexibility and sustainability within a single framework, particularly in the context of emerging startup ecosystems. The study provides practical implications for startup leaders in designing effective HR strategies. Overall, it highlights the importance of aligning organizational practices with employee expectations to foster long-term commitment and organizational success.
NEUROINCLUSION AT WORK: TRANSLATING NEUROSCIENCE INTO PRACTICAL HR POLICIES FOR COGNITIVE DIVERSITY Edo Saputra; 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.20177926

Abstract

The increasing recognition of neurodiversity in the workplace has highlighted the need for more inclusive and adaptive human resource management practices. This study explores the concept of neuroinclusion and examines how insights from neuroscience can be translated into practical HR policies that support cognitive diversity. Drawing on a qualitative and conceptual research design, the study integrates literature from neuroscience, organizational behavior, and HR management to develop a framework for neuroinclusive workplaces. The findings indicate that traditional HR systems often fail to accommodate diverse cognitive profiles, creating barriers for neurodivergent individuals. By incorporating neuroscience-informed approaches into recruitment, performance management, and workplace design, organizations can create more inclusive environments that enhance employee engagement and performance. The study also highlights the importance of governance mechanisms, such as the algorithmic auditor, in ensuring ethical and transparent use of AI in HR systems. The proposed framework emphasizes flexibility, individualized support, and continuous learning as key components of neuroinclusion. This research contributes to both theory and practice by offering actionable insights for organizations seeking to integrate cognitive diversity into their strategies. It concludes that neuroinclusion is essential for fostering innovation, equity, and long-term organizational success.
STRATEGIC HUMAN RESOURCE MANAGEMENT IN THE DIGITAL ERA: ALIGNING TALENT WITH ORGANIZATIONAL GOALS Yudi Kurniadi; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 7 (2026): JUNE
Publisher : RADJA PUBLIKA

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Abstract

The digital era has transformed the role of human resource management (HRM) from a primarily administrative function to a strategic driver of organizational success. This study examines how strategic human resource management (SHRM) practices align talent with organizational goals in digital contexts. Using a narrative review methodology, relevant literature on SHRM, digital transformation, and talent alignment was analyzed to identify key trends, challenges, and best practices. Findings indicate that the adoption of digital tools, including artificial intelligence, HR analytics, and digital learning platforms, enables organizations to optimize recruitment, performance management, and workforce planning. These tools facilitate data-driven decision-making, enhance employee engagement, and improve alignment between individual competencies and strategic objectives. However, challenges such as resistance to change, skill gaps, and fragmented HR systems remain significant barriers to effective implementation. The study highlights that organizations integrating digital technologies with SHRM frameworks achieve higher productivity, better talent utilization, and stronger competitive advantage. Implications for HR managers include investing in digital solutions, strategic workforce planning, and continuous feedback systems to enhance talent alignment. The review contributes to both theory and practice by illustrating how SHRM in digital environments can serve as a strategic enabler of organizational performance.
THE ROLE OF EMPLOYEE ENGAGEMENT IN ENHANCING ORGANIZATIONAL PERFORMANCE Siswandri; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 7 (2026): JUNE
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Employee engagement has become a critical determinant of organizational performance in today’s competitive business environment. This article explores the multidimensional nature of employee engagement, encompassing emotional, cognitive, and behavioral components, and examines the factors that influence it, such as leadership practices, organizational culture, recognition systems, and career development opportunities. Engaged employees demonstrate higher levels of productivity, innovation, and loyalty, which directly contribute to improved organizational outcomes. By analyzing both theoretical perspectives and practical strategies, this study highlights how transparent communication, participative decision-making, reward systems, and growth opportunities can enhance engagement. The article also emphasizes the importance of aligning employee goals with organizational objectives, fostering a supportive work environment, and recognizing achievements to sustain motivation. Findings suggest that organizations that prioritize employee engagement not only improve individual performance but also create resilient, high-performing teams capable of achieving long-term strategic success.
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