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p-Index From 2021 - 2026
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This Author published in this journals
All Journal Journal of Economics, Entrepreneurship, Management Business and Accounting Fundamental and Applied Management Journal
Nursaimatussaddiya Nursaimatussaddiya
Sekolah Tinggi Ilmu Ekonomi Bina Karya, Indonesia
Economics, Econometrics & Finance Social Sciences

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AI-Driven HRM and Employee Performance: The Mediating Role of HR Agility in Industrial Companies Ade Mubarok; Nursaimatussaddiya Nursaimatussaddiya
Journal of Economics, Entrepreneurship, Management Business and Accounting Vol 4 No 2 (2026): Volume 4, Issue 2, March 2026
Publisher : CV. Sakura Digital Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61255/jeemba.v4i1.861

Abstract

Purpose - This study examines the effect of AI-driven human resource management on employee performance and investigates the mediating role of HR agility in industrial companies in West Java, Indonesia. Design/methodology/approach – A quantitative explanatory design was employed using a cross-sectional survey of 214 employees from industrial firms. Data were collected through structured questionnaires and analyzed using Structural Equation Modeling with Partial Least Squares (SEM-PLS) via SmartPLS to test both direct and indirect relationships among the constructs. Findings – The results indicate that AI-driven human resource management has a positive and significant effect on HR agility and employee performance. HR agility also significantly improves employee performance. Furthermore, HR agility partially mediates the relationship between AI-driven human resource management and employee performance, indicating that the effectiveness of AI-based HR practices depends on the organization’s ability to develop adaptive and responsive HR systems. Limitations – This study is limited by its cross-sectional design, reliance on self-reported data, and focus on industrial companies in a single regional context, which may restrict generalizability. Originality/value – This study contributes to digital HRM and dynamic capability literature by positioning HR agility as a key mechanism through which AI-driven HR practices enhance employee performance in an emerging economy context.
Strategic Human Resource Management and Organizational Competitiveness: A Resource-Based Empirical Analysis Yani Restiani Widjaja; Ersha Faturochman; Nursaimatussaddiya Nursaimatussaddiya
Fundamental and Applied Management Journal Vol. 4 No. 1 (2026): March
Publisher : Global Research Collaboration

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66314/famj.v4i1.270

Abstract

In increasingly competitive organizational environments, human resources are no longer viewed as administrative support but as strategic assets that shape organizational capability. However, empirical evidence examining how Strategic Human Resource Management (SHRM) directly contributes to organizational competitiveness, particularly in regional contexts such as West Java, remains limited. This study aims to examine the effect of SHRM implementation on organizational competitiveness and to test whether strategic HR practices significantly enhance competitive capacity. The study employed a quantitative cross-sectional survey design involving 210 respondents from managerial, supervisory, and HR-related positions across organizations in West Java. Data were collected using structured questionnaires measured on a five-point Likert scale and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0. The results indicate that SHRM has a positive and significant effect on organizational competitiveness (β = 0.672; t = 12.845; p < 0.001). The model explains 45.2% of the variance in organizational competitiveness (R² = 0.452), indicating moderate explanatory power. These findings demonstrate that strategic alignment, employee development, performance management, and talent utilization play critical roles in enhancing adaptability, service quality, and organizational responsiveness. This study confirms that SHRM functions as a strategic driver of organizational competitiveness rather than merely an administrative mechanism. The findings extend the Resource-Based View by providing empirical evidence from a regional Indonesian context and offer practical implications for organizations to strengthen competitive advantage through strategic HR alignment.
Co-Authors Ade Mubarok Ersha Faturochman Yani Restiani Widjaja