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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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FROM COMPLIANCE TO CULTURE: A LONGITUDINAL STUDY ON THE EFFICACY OF MICROLEARNING IN SUSTAINING ETHICAL WORKPLACE BEHAVIOR Santia Rahmadani; 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.20153330

Abstract

The increasing complexity of organizational environments and heightened regulatory scrutiny have intensified the need for effective approaches to promoting ethical workplace behavior. Traditional compliance training programs, while essential for raising awareness, often fail to sustain long-term behavioral change due to their episodic and standardized nature. This study examines the efficacy of microlearning as a continuous learning approach in fostering sustained ethical behavior over time. Adopting a longitudinal research design, data were collected across multiple time points to assess changes in microlearning engagement, ethical awareness, and behavioral outcomes. The findings indicate that microlearning significantly enhances knowledge retention and reinforces ethical principles through repeated exposure. This continuous reinforcement leads to increased ethical awareness, reduced unethical behavior, and improved accountability among employees. Furthermore, the study highlights the role of microlearning in facilitating the transition from compliance-based systems to value-driven ethical cultures. By supporting habit formation and integrating learning into daily work routines, microlearning contributes to the development of sustained ethical behavior. The study offers both theoretical and practical insights into the role of continuous learning in organizational ethics. It concludes that microlearning is a critical tool for embedding ethical behavior within organizational culture and achieving long-term governance effectiveness.
A REVIEW OF HUMAN CAPITAL MANAGEMENT PRACTICES FOR ENHANCING WORKFORCE AGILITY AND KNOWLEDGE SHARING Arnold AF Sihombing; 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.20131686

Abstract

In an increasingly dynamic and knowledge-driven business environment, organizations must develop agile workforces and effective knowledge-sharing mechanisms to sustain competitiveness. This study reviews and synthesizes human capital management (HCM) practices that enhance workforce agility and facilitate knowledge exchange. Drawing on a systematic and narrative literature review of academic studies, industry reports, and case evidence, the paper identifies key practices such as flexible work arrangements, continuous learning and skill development, agile performance management, collaborative cultures, incentive systems, and technology-enabled knowledge platforms. The findings highlight that workforce agility and knowledge sharing are interdependent capabilities that reinforce each other through cross-functional collaboration and learning-oriented organizational structures. The study also examines critical enablers, including organizational culture, leadership support, and technological infrastructure, as well as barriers such as resistance to change and structural rigidity. A conceptual framework is proposed to explain how HCM practices influence agility and knowledge-sharing processes, ultimately leading to improved innovation, performance, and organizational resilience. The review contributes to the HRM and knowledge management literature by integrating these domains into a unified perspective. It concludes that organizations must adopt flexible, learning-driven, and technology-supported HCM strategies to build adaptive and knowledge-rich workforces.
THE PARASOCIAL CONTRACT: RE-ENGAGING THE DISTRIBUTED WORKFORCE THROUGH DIGITAL LEADERSHIP AND VIRTUAL EMPLOYER BRANDING Priyata Westraperdana; 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.20151729

Abstract

The shift toward distributed workforces has transformed employee–organization relationships, creating new challenges for maintaining engagement and connection in digitally mediated environments. Traditional approaches to engagement, rooted in physical proximity and direct interaction, are increasingly inadequate in remote contexts. This article introduces the concept of the “parasocial contract” as a novel framework for understanding how employees develop perceived connections with organizations through digital communication and virtual presence. Drawing on a conceptual and thematic review of literature on digital leadership, virtual employer branding, and employee engagement, the study explores how these elements can be leveraged to re-engage distributed employees. The findings suggest that digital leadership—characterized by communication, visibility, and authenticity—plays a critical role in fostering trust and connection. Similarly, consistent and credible virtual employer branding strengthens employees’ identification with organizational values and purpose. Together, these factors create a mediated yet meaningful form of engagement that can compensate for the absence of physical interaction. The study contributes to the evolving discourse on digital work by integrating insights from HRM and media theory. It concludes that organizations must strategically align leadership, branding, and technology to build sustained engagement in distributed work environments.
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.
FINANCIAL LITERACY AND PERCEIVED EASE OF QRIS USE IN THE CASHLESS ERA Indra Yani; Catur Fatchu Ukhriyawati; Rizki Eka Putra
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.20152259

Abstract

The rapid expansion of digital payment systems has accelerated the transition toward a cashless society, with QRIS (Quick Response Code Indonesian Standard) emerging as a key innovation in Indonesia. Despite its widespread availability, adoption levels vary among users, indicating the influence of underlying behavioral and cognitive factors. This study examines the relationship between financial literacy and perceived ease of QRIS use, and how these factors influence behavioral intention to adopt the system. Using a structured survey approach, data were collected from Generation Z users, consumers, and small business actors. The study applies regression and Structural Equation Modeling (SEM) to analyze the relationships among financial literacy, perceived ease of use, and adoption intention. The findings reveal that financial literacy significantly enhances perceived ease of use, which in turn positively influences behavioral intention to use QRIS. Additionally, perceived ease of use acts as a key mediator in this relationship. The study highlights the importance of both user knowledge and system design in promoting digital payment adoption. It contributes to the literature on financial technology and consumer behavior by providing an integrated perspective on digital payment acceptance. The findings suggest that improving financial literacy and system usability can significantly
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