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All Journal Society : Jurnal Pengabdian dan Pemberdayaan Masyarakat International Journal of Social Science, Educational, Economics, Agriculture Research, and Technology (IJSET) Jurnal Manajemen, Organisasi, Dan Bisnis
Catur Fatchu Ukhriyawati
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Agriculture, Biological Sciences & Forestry Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Social Sciences Other

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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.
Co-Authors Albert Efendi Pohan Arnold AF Sihombing Celina Cicilia Margaritha Deby Andriany Dhenny Asmarazisa Edo Saputra Febiola Maria Tampubolon Herman Herman Ignasius Wahyudi Arianto Indra Yani Iswahyudi Kartika Simanjuntak Lukmanul Hakim Marhamah Oktavianti Oktavianti Paras Faturohim Priyata Westraperdana Ramon Zamora Ravika Permata Hati Ridho Saputra Rizki Eka Putra Santia Rahmadani Sri Mulyati Suharsono Suharsono Suwinto Yuci Ariska