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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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SUSTAINABLE LEADERSHIP AND EMPLOYEE PERFORMANCE IN ENVIRONMENTALLY RESPONSIBLE COMPANIES: A CRITICAL REVIEW Samuel Eksaudi Tambunan; 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.23051255

Abstract

As global environmental crises intensify, environmentally responsible companies increasingly depend on sustainable leadership to align eco-friendly strategies with workforce productivity. This critical review systematically examines the relationship between sustainable leadership and multi-dimensional employee performance across 15 high-impact peer-reviewed studies published between 2021 and 2026. Guided by the PRISMA 2020 protocol and anchored in Social Exchange, Natural Resource-Based View, and Self-Determination theories, this synthesis reveals that sustainable leadership significantly elevates both in-role task execution and extra-role Organizational Citizenship Behaviors for the Environment (OCBE). The review establishes that this relationship is primarily transmitted through dual mediating pathways: green Human Resource Management (GHRM) integration and psychological empowerment within a green psychological climate. Furthermore, individual green values (IGV), group cohesiveness, and organizational system strength serve as pivotal moderating boundary conditions. Based on a comparative synthesis of empirical evidence, three structured analytical tables and three conceptual path diagrams are presented to map theoretical mechanisms and identify critical literature gaps. The article concludes with practical recommendations for enterprise leaders seeking to cultivate sustainable leadership frameworks that maximize employee eco-innovation and long-term organizational competitiveness.
THE ROLE OF HUMAN RESOURCE MANAGEMENT IN ENHANCING ORGANIZATIONAL RESILIENCE DURING ECONOMIC CRISES: A REVIEW Aditya Pratama; 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.23050903

Abstract

Economic crises present profound operational and existential threats to organizations globally, necessitating dynamic capabilities that extend beyond reactive cost-cutting measures. This critical review examines the strategic role of Human Resource Management (HRM) in building, sustaining, and deploying organizational resilience during severe macro-economic disruptions. Synthesizing 15 benchmark peer-reviewed studies published between 2021 and 2026, this study categorizes strategic HR interventions across anticipatory, coping, and transformative phases of crisis management. Findings indicate that traditional defensive HR practices, such as immediate mass lay-offs and budget freezes, often erode institutional memory and trust, whereas strategic HR practices—including agile talent reallocation, continuous reskilling, psychological safety nets, and empathetic leadership—significantly enhance employee adaptive capacity and organizational resilience. Furthermore, structural equation modeling evidence confirms that the relationship between strategic HRM and recovery performance is fully mediated by workforce adaptability and mutual trust, bounded by crisis severity. This review offers an integrative conceptual framework and actionable guidance for executives seeking to transform human capital into a competitive buffer against systemic economic shocks.
GENDER EQUALITY IN LEADERSHIP POSITIONS: HUMAN RESOURCE PERSPECTIVES IN DEVELOPING COUNTRIES: A CRITICAL REVIEW Wiwied Indartono; 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.23134999

Abstract

Achieving gender equality in executive leadership remains a pressing imperative for organizational sustainability and economic growth in developing countries. Despite progressive policy reforms, women in emerging economies continue to encounter severe structural, institutional, and socio-cultural barriers that restrict their ascension to senior management. This critical review synthesizes peer-reviewed empirical and theoretical literature published between 2021 and 2026 across Asia-Pacific, Sub-Saharan Africa, MENA, and Latin America. Adhering to the PRISMA 2020 framework, 16 benchmark studies were evaluated to interrogate the role of Strategic Human Resource Management (SHRM) in dismantling glass ceiling constraints. The findings demonstrate that traditional, informal HR systems reinforce unconscious bias, opaque promotion criteria, and double-burden conflicts. Conversely, modern gender-responsive HR frameworks—integrating merit-based talent management, formal executive sponsorship, work-family flexibility, and mandatory pay equity audits—substantially elevate female leadership self-efficacy and career retention. The study presents a multi-level conceptual model connecting macro-institutional enablers, meso-HR practices, and micro-behavioral outcomes, offering actionable strategic guidance for HR practitioners, corporate boards, and policymakers in developing nations.
THE IMPACT OF GENERATIVE AL ON EMPLOYEE PRODUCTIVITY AND JOB REDESIGN IN MODERN ORGANIZATIONS Mawardi; 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.23134869

Abstract

The rapid deployment of Generative Artificial Intelligence (GenAI) across enterprise environments represents a foundational shift in how work is structured, cognitive tasks are allocated, and individual productivity is realized. This critical review systematically synthesizes empirical and conceptual literature published between 2021 and 2026 to examine the multi-dimensional impact of GenAI on employee productivity and job redesign. Guided by Job Demands-Resources (JD-R) theory, Socio-Technical Systems (STS) theory, and the Task-Technology Fit (TTF) framework, this paper analyzes findings across 16 benchmark studies encompassing randomized field experiments, structural equation modeling, and qualitative case investigations. Results indicate that GenAI integration yields significant task-level productivity gains—ranging from 14% to 40% across professional domains—predominantly by automating routine cognitive tasks, reducing time-to-completion, and elevating output quality for lower-skilled workers. However, operationalizing these productivity gains requires comprehensive job redesign, characterized by cognitive task unbundling, skill reallocation toward prompt engineering and critical evaluation, and the mitigation of emerging techno-stressors. The review synthesizes core mechanisms into a structural path model and outlines a strategic HR governance framework to optimize human-AI collaboration.
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