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All Journal Jurnal Manajemen Teori dan Terapan Annals of Human Resource Management Research
Riani Rachmawati
Universitas Indonesia, Depok, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Social Sciences

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The Role of Psychological Capital on the Effect of High-Performance Work System and Proactive Personality on Job Performance Alvin Permana Emur; Handwita Mufidawati; Muhammad Futtuwah Andryadi; Elok Savitri Pusparini; Riani Rachmawati
Journal of Theoretical and Applied Management (Jurnal Manajemen Teori dan Terapan) Vol. 16 No. 3 (2023)
Publisher : Universitas Airlangga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20473/jmtt.v16i3.46808

Abstract

Objective: This study aims to investigate the effect of a high-performance work system (HPWS) and proactive personality on job performance and examine the role of psychological capital as mediation in the proposed research model. Design/Methods/Approach: This study adopts quantitative approaches by distributing cross-sectional surveys of multi-sector employees; 231 respondents were collected. The data collected underwent model evaluation and structural equation modeling using Smart PLS 3.2.9, employing the embedded two-stage approach. Findings: The statistical analysis indicates that High-Performance Work Systems (HPWS) and proactive personality directly impact job performance. Moreover, they also have an indirect positive impact through mediation by psychological capital. Originality: This study contributes to the existing literature by investigating the mediating role of psychological capital on the influence of HPWS and proactive personality on job performance in the context of workers in various industrial sectors in Indonesia. This study confirms that HPWS, proactive personality, and psychological capital positively impact employee job performance. It also supports the broaden-and-build theory of positive emotions and the JD-R model in Indonesian workplaces. Practical/Policy implication: The findings of this study can provide valuable insights, evidence, and knowledge to academics and Human resource managers. By implementing High-Performance Work Systems (HPWS), recruiting workers with a proactive personality, and improving employee job performance, organizations can build a solid human resource base that can contribute to achieving optimal organizational goals. Human resource managers are advised to develop policies that focus on recruitment, training, motivation, and enhancing opportunities while fostering a proactive personality among employees. It will encourage optimism, hope, resilience, and efficacy in performing tasks, improving organizational performance and outcomes.
Sustaining Talent: Reducing Employee Turnover at Tax Authority through Value Proposition and Social Identity Andy Taufan; Riani Rachmawati
Journal of Theoretical and Applied Management (Jurnal Manajemen Teori dan Terapan) Vol. 16 No. 3 (2023)
Publisher : Universitas Airlangga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20473/jmtt.v16i3.51754

Abstract

Objective: This study aims to investigate the factors influencing employee shortage in the public sector, specifically centering on employee's intentions to either remain in or leave the institution. It also aims to examine the impact of perceived benefits received by the employees, their fitness within the organization's social group, and their attachment to the institution on their decision. Design/Methods/Approach: This study was carried out on tax authority's staffs through an online survey sent to potential participants and 388 eligible respondents. The data collected was analyzed using Covariance Based Structural Equation Modeling (CB-SEM). Findings: The findings reveal that employee value proposition and social identity negatively and significantly affect turnover intention. Both of them also positively and significantly affect employee engagement. Moreover, employee engagement only mediates the relationship between social identity and turnover intention. Originality/Value: The novelty of this study lies in the simultaneous utilization of employee value proposition and social identity, both influencing turnover intention. Previous studies primarily used social identity as a moderating variable, without combining these two variables, alongside employee engagement as a mediation variable. This study is particularly novel as it analyzes turnover intention among employees in a government institution, whereas prior studies have predominantly focused on the private sector. Practical/Policy implication: Managers should align their Employee Value Proposition (EVP) with employee expectations. They must provide developmental opportunities and supportive work environments, foster a strong social identity, and prioritize initiatives that enhance employee engagement, like meaningful work and recognition. These measures can effectively reduce turnover intentions.
Adaptive Performance in Public Sector Reform: Psychological Capital and Work Engagement Dini Aprilia Palupi; Riani Rachmawati
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.4000

Abstract

Purpose: This research is intended to analyze how psychological capital influences adaptive performance among civil servants affected by bureaucratic simplification, both directly and indirectly through work engagement. The analysis focuses on adaptive performance at the dimensional level to identify specific psychological mechanisms operating in a public sector reform context. Research Methodology: The study was conducted at the Coordinating Ministry for Economic Affairs, Indonesia, using a quantitative cross-sectional survey design. Data were gathered from 165 civil servants whose positions shifted from structural to functional roles following bureaucratic reform. Psychological capital was measured using the Compound Psychological Capital Scale (CPC-12), work engagement using the Utrecht Work Engagement Scale (UWES-9), and adaptive performance using a multidimensional adaptive performance scale. Structural equation modeling (SEM) with SmartPLS was employed to analyze the data. Results: Psychological capital significantly enhances work engagement and positively affects all dimensions of adaptive performance. However, work engagement does not significantly influence interpersonal adaptability and training effort. Consequently, work engagement only partially mediates the relationship between psychological capital and adaptive performance. Conclusions: Psychological capital plays a central role in strengthening adaptive performance during bureaucratic simplification, although engagement operates unevenly across adaptive dimensions. Limitations: The findings should be interpreted with caution due to the cross-sectional design and single-organization context, which may limit causal inference and generalizability. Additionally, the use of self-reported data in this study may introduce potential bias. Contributions: This study extends psychological capital theory to public sector reform and provides dimensional-level evidence relevant to public administration and human resource development.
Co-Authors Alvin Permana Emur Andy Taufan Dini Aprilia Palupi Elok Savitri Pusparini, Elok Savitri Handwita Mufidawati Muhammad Futtuwah Andryadi