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All Journal Multidiciplinary Output Research for Actual and International Issue (Morfai Journal) International Journal of Social Science, Educational, Economics, Agriculture Research, and Technology (IJSET) Jejak: Jurnal Pendidikan Sejarah Universitas Jambi Postgraduate Management Journal
Oktavianti
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THE RESILIENCE DIVIDEND: HOW POST-CRISIS HR PRACTICES SHAPE ORGANIZATIONAL LEARNING AND ADAPTIVE CAPABILITY Amalia Susanti; Ramon Zamora; Oktavianti
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.20158378

Abstract

The increasing frequency of organizational crises has highlighted the importance of resilience as a critical capability for sustaining performance in uncertain environments. This study introduces the concept of the “resilience dividend,” which refers to the long-term benefits organizations can derive from effectively managing and learning from crises. Drawing on a conceptual and qualitative review of literature on human resource management, organizational resilience, and learning, the paper examines how post-crisis HR practices contribute to organizational learning and the development of adaptive capability. Key practices such as talent retention and redeployment, employee well-being initiatives, flexible work arrangements, and continuous learning are identified as central to this process. The findings suggest that organizations that move beyond short-term recovery and focus on institutionalizing learning are better positioned to enhance adaptability and long-term performance. The study also highlights the role of leadership and organizational culture in supporting these processes. A conceptual framework is proposed to illustrate the relationship between crisis experiences, HR interventions, and resilience outcomes. The paper contributes to HRM and resilience literature by offering an integrated perspective on post-crisis capability building. It concludes that organizations can achieve sustainable competitive advantage by leveraging the resilience dividend through strategic HR practices.
FROM TRANSACTIONAL TO TRANSFORMATIONAL: MEASURING THE ROI OF STRATEGIC HR ANALYTICS IN TALENT DECISION-MAKING Ira Maylita; Ramon Zamora; Oktavianti
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.20151214

Abstract

This study explores the transformation of the Human Resource (HR) function from a transactional role to a strategic partner through the adoption of strategic HR analytics. Using a mixed-methods approach, the research combines quantitative HR metrics with qualitative insights from HR professionals to evaluate the impact of analytics on talent decision-making. The findings reveal that organizations utilizing advanced HR analytics achieve improved outcomes in employee retention, quality of hire, workforce productivity, and engagement. The study also identifies a positive relationship between analytics maturity and organizational performance. Furthermore, it distinguishes between direct ROI, such as cost savings in recruitment and turnover, and indirect ROI, including enhanced decision-making and cultural alignment. Despite these benefits, challenges such as data quality issues and limited analytical capabilities remain. The study concludes that strategic HR analytics is essential for driving evidence-based management and achieving sustainable competitive advantage in modern organizations.
THE HYBRID WORK PARADOX: RECONCILING FLEXIBILITY WITH COHESION THROUGH STRATEGIC LEADERSHIP AND HR SYSTEM REDESIGN Nurhalimah; Ramon Zamora; Oktavianti
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.20161658

Abstract

This study examines the hybrid work paradox, where increased flexibility for employees may conflict with organizational cohesion, collaboration, and culture. Adopting a mixed-methods approach, the research integrates quantitative organizational metrics with qualitative insights from employees, managers, and HR professionals to explore how hybrid work impacts performance and engagement. The findings reveal that while hybrid models enhance autonomy, satisfaction, and productivity, they also create challenges related to communication, trust, and team alignment. Strategic leadership is identified as a key enabler in addressing these challenges, with trust-based management, inclusive practices, and effective communication fostering stronger cohesion. Additionally, the redesign of HR systems—such as flexible performance management and digital collaboration tools—supports the institutionalization of hybrid practices. The study also highlights persistent challenges, including inequities between remote and on-site employees and resistance to change. It concludes that organizations can reconcile flexibility and cohesion by integrating leadership strategies with adaptive HR systems, ultimately creating sustainable and high-performing hybrid work environments.
BEYOND BURNOUT: A META-ANALYSIS OF PSYCHOSOCIAL SAFETY CLIMATE AND ITS IMPACT ON EMPLOYEE WELL-BEING AND ORGANIZATIONAL PERFORMANCE Maidawati; Ramon Zamora; Oktavianti
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.20133935

Abstract

This study presents a meta-analysis examining the impact of Psychosocial Safety Climate (PSC) on employee well-being and organizational performance. Drawing on a systematic review of empirical studies, the research synthesizes evidence to determine the strength and consistency of relationships between PSC, burnout, stress, engagement, and key performance indicators such as productivity and turnover. The findings reveal that PSC is a strong predictor of improved psychological health, significantly reducing burnout and stress while enhancing job satisfaction and engagement. Additionally, PSC demonstrates a positive relationship with organizational performance, including increased productivity and reduced absenteeism. The analysis identifies job demands and resources as key mediating mechanisms, while leadership, industry context, and work arrangements act as important moderating factors. The results highlight the limitations of individual-focused interventions and emphasize the value of organizational-level approaches. Overall, PSC is identified as a strategic lever for promoting sustainable well-being and performance in modern workplaces.
AI-DRIVEN RECRUITMENT: UNCOVERING AND MITIGATING LATENT BIAS IN RESUME SCREENING ALGORITHMS Nona Yani M. Abas Manupassa; Ramon Zamora; Oktavianti
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.20153794

Abstract

AI-driven recruitment systems promise efficiency but risk encoding and amplifying latent biases in resume screening. This study investigates how data, features, and model choices introduce disparate outcomes across gender, ethnicity, and socioeconomic proxies. We audit common pipelines using counterfactual testing, subgroup metrics, and representation analysis to reveal hidden bias patterns. We then propose mitigation strategies combining data rebalancing, debiasing embeddings, fairness-aware loss functions, and post hoc calibration. Experimental results on benchmark and real-world datasets show improved equity with minimal accuracy loss. We also discuss governance practices, including audit trails, human-in-the-loop review, and transparent reporting, to ensure accountability and regulatory compliance. The findings provide practical guidance for deploying fairer AI in hiring and highlight open challenges in measuring and mitigating bias at scale. Finally, we outline a reproducible evaluation framework and release tools to support continuous monitoring, enabling organizations to balance performance, diversity goals, and legal obligations throughout the recruitment lifecycle across roles, regions, and time to sustain equitable outcomes consistently.
STRATEGIC HRM IN THE AGE OF POLYCRISIS: BUILDING ORGANIZATIONAL RESILIENCE THROUGH DYNAMIC CAPABILITY DEVELOPMENT Fitriana; Ramon Zamora; Oktavianti
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.20131792

Abstract

This study examines the role of Strategic Human Resource Management (SHRM) in building organizational resilience in the context of polycrisis, characterized by interconnected economic, geopolitical, environmental, and technological disruptions. Drawing on a narrative literature review, the research integrates SHRM with dynamic capability theory to develop a conceptual framework linking human resource practices, sensing, seizing, and transforming capabilities, and resilience outcomes. The findings suggest that SHRM plays a pivotal role in fostering adaptability by enhancing employee engagement, skills, and organizational flexibility. HR practices such as continuous learning, leadership development, and flexible work systems contribute to the development of dynamic capabilities, enabling organizations to respond effectively to uncertainty and disruption. The study highlights that resilience is achieved through the alignment of human capital strategies with changing environmental demands. It also emphasizes the importance of integrating HR systems with broader organizational processes to support continuous renewal. The research contributes to theory by connecting SHRM and dynamic capabilities within a polycrisis context and offers practical insights for building sustainable and resilient organizations.
THE ALGORITHMIC AUDITOR: A FRAMEWORK FOR HR TO GOVERN AI IN TALENT MANAGEMENT SYSTEMS Syah Reza Akbar; Ramon Zamora; Oktavianti
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.20151468

Abstract

This study examines the growing integration of artificial intelligence (AI) in human resource (HR) management and its implications for governance, ethics, and organizational accountability. As HR functions increasingly rely on data-driven systems for recruitment, performance evaluation, and employee retention, new challenges emerge related to algorithmic bias, transparency, and decision-making responsibility. Using a narrative review approach, this article synthesizes existing literature on AI adoption in HR, highlighting key risks and the limitations of current oversight mechanisms. The findings indicate that while AI enhances efficiency and predictive capabilities, it also introduces ethical concerns that traditional HR frameworks are not equipped to address. In response, the study explores the emergence of the algorithmic auditor role as a critical function in ensuring fairness and accountability in AI systems. The article proposes the need for a comprehensive governance framework that integrates ethical principles, interdisciplinary collaboration, and continuous monitoring. Ultimately, this research contributes to the development of responsible AI practices in HR by emphasizing the importance of balancing technological advancement with human-centered values.
QUIET HIRING RECONCEPTUALIZED: INTERNAL TALENT MARKETPLACES AND THE FUTURE OF STRATEGIC WORKFORCE PLANNING Hairyzal; Ramon Zamora; Oktavianti
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.20175629

Abstract

This article reconceptualizes quiet hiring as a strategic approach to workforce management supported by internal talent marketplaces (ITMs) and strategic workforce planning (SWP). As organizations face increasing pressure to adapt to rapid technological change and talent shortages, traditional hiring models are becoming less effective. Using a narrative review methodology, the study synthesizes existing literature on quiet hiring, ITMs, and skills-based workforce strategies. The findings suggest that quiet hiring, when supported by AI-driven platforms, can evolve from an ad hoc practice into a structured mechanism for internal talent deployment. ITMs enable real-time skills matching, enhance workforce agility, and improve employee career mobility. However, challenges related to governance, transparency, and equity remain critical considerations. The study highlights the importance of integrating ITMs into SWP processes to support data-driven decision-making and scenario planning. It also emphasizes the need for organizational readiness, including capability development and ethical oversight. Overall, the article contributes to both theory and practice by offering a strategic framework for leveraging internal talent in a rapidly changing work environment.
THE EMPATHY DEFICIT: INVESTIGATING THE IMPACT OF MANAGERIAL EMOTIONAL COMPETENCE ON REMOTE TEAM PERFORMANCE AND ATTRITION Nuraini; Ramon Zamora; Oktavianti
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.20139503

Abstract

The rapid shift toward remote and hybrid work has intensified the importance of managerial emotional competence in sustaining team effectiveness. This study investigates the concept of an “empathy deficit” in remote leadership and examines how managers’ emotional competence influences team performance and employee attrition. Drawing on a mixed-methods approach, the research combines survey data from remote employees with performance metrics and attrition records across distributed teams. The findings suggest that managers with higher levels of emotional competence—particularly in empathy, emotional regulation, and interpersonal awareness—foster stronger trust, communication quality, and psychological safety. These factors, in turn, are positively associated with higher team productivity and lower turnover intentions. Conversely, an empathy deficit in managerial behavior correlates with disengagement, miscommunication, and increased attrition rates. The study highlights the mediating role of perceived support and team cohesion in linking emotional competence to organizational outcomes. Implications are discussed for leadership development, remote management training, and organizational policy, emphasizing the need to prioritize emotional intelligence as a core managerial capability in distributed work environments.
Co-Authors Amalia Susanti Ari Fitriany Arif Permana Putra, Arif Permana Cahyo Budi Santoso Faarihatusyifa, Najwa Fariz, Firyal Fitriana Girindratta, Re Hairyzal Hastuti, Nani Ira Maylita Maidawati Nona Yani M. Abas Manupassa Nuraini NURHALIMAH Putro, Agung Cahyo Ramon Zamora Rizki Eka Putra Rudy Hayadi Syah Reza Akbar Wijaya, Sofyan