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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.
BEYOND PAYCHECKS: BUILDING A HUMAN-CENTRIC STRATEGY FOR THE MODERN WORKFORCE Dian Molivia; Ramon Zamora; Dhenny Asmarazisa
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.18640357

Abstract

The modern workforce is no longer solely motivated by financial compensation, as evidenced by high disengagement and turnover rates despite competitive pay. This article argues that a fundamental shift toward a human-centric organizational strategy is essential for sustainable success. The objective is to define the core pillars of this strategy and present a framework for implementation. The methodology involves a synthesis of contemporary workforce research, analysis of emerging organizational models, and a review of qualitative data on employee priorities. The results and discussion identify four foundational pillars: Purpose and Autonomy, Growth and Development, Holistic Well-being, and Connection and Recognition. The discussion contends that these elements form an integrated system that addresses the whole employee, thereby fostering resilience and performance. The conclusion posits that organizations investing in this human-centric model will achieve a superior return on investment through enhanced talent retention, innovation, and engagement, moving beyond transactional employment to build a sustainable competitive advantage.
GREEN HUMAN RESOURCE MANAGEMENT AND SUSTAINABLE ORGANIZATIONAL PERFORMANCE: A CRITICAL REVIEW Kamarul Azmi; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 10 (2026): SEPTEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.23051123

Abstract

Green Human Resource Management (GHRM) has emerged as a cornerstone strategic paradigm for organizations seeking to align human capital practices with environmental sustainability and Triple Bottom Line (TBL) objectives. This critical review synthesizes recent scholarship (2021–2026) to systematically evaluate the conceptual boundaries, empirical pathways, and organizational outcomes of GHRM. By evaluating 15 peer-reviewed empirical and theoretical studies, this paper elucidates how core GHRM dimensions—including green recruitment, training, performance management, reward systems, and organizational culture—foster sustainable performance across environmental, social, and economic metrics. The synthesis reveals that GHRM rarely operates in a direct linear trajectory; rather, its influence is mediated by green innovation capability, organizational citizenship behavior for the environment (OCBE), green knowledge sharing, and organizational agility. Furthermore, boundary conditions such as green transformational leadership, HRM system strength, and organizational context determine the efficacy of GHRM deployment. Based on the findings, a critical evaluation of research gaps is presented alongside a refined conceptual framework, providing strategic recommendations for HR practitioners and setting a robust roadmap for future management scholarship.
A REVIEW OF STRATEGIC TALENT MANAGEMENT AND ORGANIZATIONAL COMPETITIVENESS IN THE DIGITAL ECONOMY Nurlisa Rauda Agna; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 10 (2026): SEPTEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.23051149

Abstract

In the contemporary digital economy, traditional human resource practices are insufficient to sustain competitive advantage amidst rapid technological disruption, workforce mobilization, and artificial intelligence adoption. This critical review examines the strategic alignment between Strategic Talent Management (STM) and organizational competitiveness across digital ecosystems. Utilizing the PRISMA 2020 systematic review protocol, we synthesized 15 core empirical and theoretical studies published between 2021 and 2026. The findings reveal that digitalized STM—anchored in AI-driven talent acquisition, predictive people analytics, dynamic upskilling/reskilling architecture, and agile talent retention—substantially elevates organizational performance. Crucially, this relationship is mediated by dynamic organizational capabilities, workforce digital agility, and innovation ambidexterity. Furthermore, the review identifies key ethical, governance, and algorithmic bias challenges that constrain digital talent optimization. By synthesizing multidisciplinary insights, this paper provides a robust conceptual framework, highlights emerging empirical gaps, and outlines strategic pathways for business leaders and researchers seeking to navigate human capital management in the digital era.
THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND EMPLOYEE INNOVATION CAPABILITY: A CRITICAL REVIEW Ridhian Wahyu Rizqy; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 10 (2026): SEPTEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.23051200

Abstract

In contemporary hyper-competitive and digitalized markets, organizational culture serves as a foundational determinant of employee innovation capability. This critical review systematically synthesizes empirical research from 2021 to 2026 to evaluate how distinct organizational culture typologies—grounded in the Competing Values Framework (CVF)—and psychological climates influence employee innovative work behavior (IWB). Analyzing 15 benchmark peer-reviewed studies across diverse industrial and geographic contexts, this paper evaluates the mechanisms linking Adhocracy, Clan, Market, and Hierarchy cultures to individual creative performance. The synthesis reveals that Adhocracy culture exerts the strongest direct positive impact on idea generation and promotion, whereas Clan culture fosters the psychological safety and knowledge-sharing climates essential for idea implementation. Conversely, rigid Hierarchy cultures inhibit creative self-efficacy unless mitigated by transformational or empowering leadership. Furthermore, psychological safety and adaptive competence emerge as critical mediating mechanisms, while digital technology integration moderates cultural efficacy. This review articulates an integrative framework, identifies key methodological gaps in cross-cultural and longitudinal research, and offers strategic recommendations for organizational leaders seeking to cultivate sustainable innovation capabilities.
A REVIEW ON HUMAN RESOURCE STRATEGIES FOR MANAGING WORKFORCE SHORTAGES IN EMERGING ECONOMIES Audina Prastiwi; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 10 (2026): SEPTEMBER
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.23051053

Abstract

Workforce shortages represent a severe structural impediment to economic expansion and organizational scalability across emerging economies. While rapid technological transformation and industrial diversification generate unprecedented labor demand, developing markets simultaneously confront high emigration rates ('brain drain'), vocational skill mismatches, and demographic friction. This critical review systematically synthesizes scholarly developments from 2021 to 2026 on strategic human resource management (SHRM) responses to labor deficits in emerging nations. Following the PRISMA systematic literature review framework, 15 high-impact peer-reviewed studies were critically evaluated across Asia, Sub-Saharan Africa, Latin America, and Eastern Europe. The review identifies five primary strategic HR pillars: strategic upskilling and reskilling ecosystems, AI-driven digital recruitment and talent mapping, flexible and hybrid work architecture, localized employer branding, and strategic compensation frameworks. Comparative synthesis reveals that reactive recruitment fails to resolve structural shortages; rather, sustainable labor resilience requires proactive human capital accumulation through industry-academia alignment and strategic retention mechanisms. Theoretical implications highlight the convergence of the Resource-Based View and Dynamic Capabilities Theory in explaining organizational resilience amid labor scarcity. Finally, actionable policy and practitioner frameworks are presented to optimize human capital deployment in volatile emerging market environments.
Co-Authors Aditya Pratama Arnold AF Sihombing Asniati Audina Prastiwi Catur Fatchu Ukhriyawati Catur Fatchu Ukhriyawati Catur Fatchu Ukhriyawati Deby Andriany Dede Willis Silalahi Dian Molivia Diana Widyastika Edo Saputra Febiola Maria Tampubolon Firdaus Firdaus Hamta, Firdaus Firman Arifianto Gabriella Panjaitan Hans Cristian Ignasius Wahyudi Arianto Indria Sri Retnaningrum Iswahyudi Kamarul Azmi Kartika Simanjuntak Kurniawati Ningsih Larasati Iman Syalsabillah Linna Dhah Liawati Marhamah Mawardi Mirwan M Nunung N Nur Aye Nurhayati Nurhayati Nurlisa Rauda Agna Oktavianti Oktavianti Priyata Westraperdana Ramon Zamora Ridhian Wahyu Rizqy Samuel Eksaudi Tambunan Santia Rahmadani Sastra Tamami Siswandri Sriwati Sriwati Suwinto Syahrianto S Tibrani Tibrani Vera Alriani Wiwied Indartono Yudi Kurniadi Yulniarmah Zikri Helmi