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All Journal IJHCM (International Journal of Human Capital Management) Journal of Social Research Siber Journal of Advanced Multidisciplinary
Dharma Diani, Rinny
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Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Health Professions Law, Crime, Criminology & Criminal Justice Materials Science & Nanotechnology Social Sciences

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The Role of Human Resources in Human Capital Management Dharma Diani, Rinny; Hamida, Hamida; Ketut R Sudiarditha, I
Siber Journal of Advanced Multidisciplinary Vol. 2 No. 1 (2024): (SJAM) Siber Journal of Advanced Multidisciplinary (April - June 2024)
Publisher : Siber Nusantara Research & Yayasan Sinergi Inovasi Bersama (SIBER)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/sjam.v2i1.145

Abstract

This article discusses the important role of human resources (HR) in Human Capital Management (HCM) with a theoretical basis from various experts, as well as global case studies that illustrate the implementation of the role of HR in HCM. Based on the theory outlined in "Armstrong's Handbook of Human Resource Management Practice," HCM underscores the importance of managing human capital as a strategic asset that contributes to the achievement of organizational goals. Experts such as Gary Becker, David Ulrich, and Michael Armstrong state that investing in developing employee skills and knowledge is the key to increasing a company's productivity and profitability. In a global context, case studies show that the role of HR has evolved to become more strategic, not only managing employees but also adapting to current trends in human resource management. These trends include employee well-being, skills-based hiring, work flexibility, hybrid learning, ESG reporting, and interpersonal skills development. The role of HR in HCM is about transforming human resources into the main force that drives organizational growth and sustainability through effective and adaptive management strategies.
Analysis of Work Environment Factors, Incentives, and Job Satisfaction in Increasing the Loyalty of Indonesian Ombudsman Employees Dharma Diani, Rinny; Sariwulan, Rd. Tuty; Aminah, Hania
IJHCM (International Journal of Human Capital Management) Vol. 8 No. 2 (2024): International Journal of Human Capital Management
Publisher : Program Studi S3 Ilmu Manajemen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21009/IJHCM.08.02.13

Abstract

Employee loyalty is a central issue in sustaining service quality and organizational stability in the public sector. In Indonesia, the urgency of this issue is reflected in the 2024 Bureaucratic Reform Report of the Ombudsman of the Republic of Indonesia (ORI), which recorded a loyalty score of only 73%, below the 80% target, along with rising turnover among Non-Civil Servant employees. Existing studies indicate that loyalty is shaped by multiple organizational factors, yet most research remains fragmented or private-sector oriented, leaving a gap in comprehensive understanding within public institutions. This study aims to conduct a systematic literature review to synthesize empirical findings on the relationship between work environment, incentives, job satisfaction, and employee loyalty in the public sector. Following the PRISMA framework, peer-reviewed articles published between 2015 and 2024 were identified through databases such as Scopus, Web of Science, and ScienceDirect. The review is designed to map research trends, assess methodological approaches, and identify consistent patterns of relationships across the four variables. The contribution of this study lies in building a solid theoretical foundation for developing an empirical model of public sector loyalty. The results are expected to enrich theoretical discourse, provide evidence-based directions for human resource management practices, and identify gaps to guide future research agendas.
THE EFFECT OF FLEXIBILITY WORK ARRANGEMENT THROUGH WORK LIFE BALANCE ON LIFE SATISFACTION Dharma Diani, Rinny; Suparno, Suparno; Eryanto, Henry; Nurjanah, Siti
Journal of Social Research Vol. 3 No. 2 (2024): Journal of Social Research
Publisher : International Journal Labs

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55324/josr.v3i2.1931

Abstract

This study aims to determine the effect of Work life Balance, Flexible Time Arrangement and Life Satisfaction of Indonesian Ombudsman employees. The research population used was the Ombudsman of the Republic of Indonesia, while the sample used amounted to 102 employees. The sampling technique uses random sampling in employees both at the Indonesian Ombudsman who are at the center and at the representative. Data analysis techniques using Structural Equation Modeling (SEM). The results of this study show that flexibility work arrangement has a positive effect on Life satisfaction, shown by p value 0.000 < 0.05 and positive path coefficient of 0.503 meaning that the higher the flexibility work arrangement, the higher Life satisfaction. Flexibility work arrangement has a positive effect on work life balance, shown by p value 0.000 < 0.05 and positive path coefficient of 0.576 meaning that the higher the flexibility of work arrangement, the higher the work life balance. Work-life balance has a positive effect on Life satisfaction, shown by p value 0.000 < 0.05 and a positive path coefficient of 0.527 meaning that the higher the work life balance, the higher the Life satisfaction. In this study it can also be concluded that Work life balance can mediate the effect of flexibility work arrangement on Life satisfaction, indicated by p value 0.000 < 0.05, based on the value of R square adjusted variable Life satisfaction of 0.833 this means 83.3% of the variable Life satisfaction is influenced by the variables flexibility work arrangement and work life balance, while the remaining 16.7% variable Life satisfaction is influenced by factors outside the variable flexibility work arrangement and work life balance. Furthermore, the variable work life balance shows an R square adjusted of 0.325, this means that 32.5% of the variability of work life balance is influenced by the variable flexibility work arrangement, while the remaining 67.5% of the variable work life balance is influenced by factors other than the variable flexibility work arrangement.
Co-Authors Hamida Hamida Hania Aminah, Hania HENRY ERYANTO, HENRY Ketut R Sudiarditha, I Rd. Tuty Sariwulan Siti Nurjanah Suparno Suparno