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Tontowi Jauhari
Universitas Islam Negeri Raden Intan Lampung
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Journal : Annals of Human Resource Management Research

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Organizational injustice and workplace deviance: The mediating role of employee jealousy in manufacturing and service sectors Sustiyatik, Enni; Jauhari, Tontowi
Annals of Human Resource Management Research Vol. 5 No. 3 (2025): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v5i3.2936

Abstract

Purpose: This study investigates the effect of organizational injustice including distributive, procedural, and interactional injustice on workplace deviance, with employee jealousy as a mediating variable. The research aims to compare these relationships across two industrial sectors: manufacturing and services in Indonesia. Methodology: A quantitative survey design was employed involving 421 full-time employees from medium to large-sized companies located in East Java, Central Java, and Jakarta. A structured questionnaire using validated scales was distributed using stratified random sampling to ensure balanced sectoral representation. The analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS 4.0 software (SmartPLS GmbH, Germany), and data preparation was performed using IBM SPSS 26.0. Results: The findings indicate that all three types of injustice significantly increase employee jealousy. Furthermore, jealousy is a strong predictor of workplace deviance. Mediation analysis shows that jealousy significantly mediates the relationships between each dimension of injustice and workplace deviance, with interactional injustice having the strongest overall effect. Conclusions: This study concludes that employee jealousy is a key emotional pathway through which organizational injustice leads to deviant behavior. The results emphasize the importance of fair interpersonal treatment within organizations. Limitations: The study is limited by its cross-sectional design and reliance on self-reported data, which may introduce bias. Contribution: To organizational behavior literature and offers practical insights for human resource management, particularly in emerging economies.
Strategic framework AI-driven HRM, hybrid work, psychological welfare, sustainable talent development, and governance of HR against HR future trends Ridwan, Ahmad; Sustiyatik, Enni; Jauhari, Tontowi
Annals of Human Resource Management Research Vol. 5 No. 4 (2025): December
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v5i4.3461

Abstract

Purpose: This study aims to develop and empirically validate an integrative strategic framework linking AI-driven HRM, hybrid work, psychological welfare, sustainable talent development, and HR governance in predicting future-ready HR within digitally transforming organizations. Research Methodology: A quantitative approach using SmartPLS-SEM was applied to analyze survey data from 150 HR managers, supervisors, and practitioners across multiple industries in Indonesia. The model evaluated reliability, convergent validity, structural relationships, effect sizes, and predictive relevance. Results: Findings confirm that all five constructs significantly and positively influence future-ready HR. AI-driven HRM improves strategic decision-making and predictive analytics; hybrid work enhances flexibility; psychological welfare strengthens engagement; sustainable talent development builds long-term workforce capability; and HR governance reinforces fairness and ethical practices. The model shows strong explanatory power (R² = 0.713), with all path coefficients significant (p < 0.05). Conclusions: A multidimensional, integrative HRM model is essential for preparing organizations for future challenges. The synergy between technological innovation, employee well-being, continuous talent development, and ethical governance forms the foundation of resilient and future-ready HR systems. Limitations: The study uses a cross-sectional design, a relatively limited sample size, and excludes other potentially relevant predictors such as organizational culture, leadership style, and digital maturity. Contribution: This study advances HRM literature by presenting an empirically validated, holistic model that integrates technology, human factors, and governance, while offering practical guidance for sustainable and human-centered HR strategies.
Co-Authors Abd. Gappar Yusuf Adam Hafidz Al Fajar Afif Nur Rahmadi Agus Salim Ahmad Ridwan Ali Djamhuri Ariani, Lia Arif Sugiono Bambang Budiwiranto Bambang Budiwiranto Dailin, Dailin Dedi Yulianto Dewi Maryam Edi Setiawan Evi Husniati Sya&#039;idah Evi Husniati Sya'idah Evi Husniati Sya’idah Faizal Faizal Faizal Faizal, Faizal Fitri Yanti Fitri Yanti Hasanah, Rika Hayat, Sahidin Hidayat, Mansur Iqbal, Muhammad Buyung Izham, Khairul Jasmadi Jasmadi, Jasmadi Lia Ariani M. Arif Sam‘un M. Yogi Riyantama Isjoni Mansur Hidayat Muhammad Rivai Mulyadi Mulyadi Mulyadi Mulyadi Mulyadi Mulyadi Mulyadi Mulyadi Mulyadi Mulyadi Mulyadi Mulyadi Rini Setiawati Rosy Maria Ulfa Saifudin, M Siti Bahiroh Sri Ilham Nasution Suminar Pertiwi, Dian Sustiyatik, Enni Tita Hariyanti Ulfa, Rosy Maria Yulianto, Dedi Yusuf, Abd.Gappar Zaimuddin AS, Lutfi