Golden Ratio of Human Resource Management
Golden Ratio of Human Resources Management (GRHRM) encourages courageous and bold new ideas, focusing on contribution, theoretical, managerial, and social life implications. Golden Ratio of Human Resources Management welcomes papers that are based on human resources management for example: Organizational behavior, Occupational psychology, Labor economics Human resources wellbeing Organizational management Leadership on human resource management Organizational development Employee engagement Organizational psychology perspective Organizational and human resource wellbeing sustainability Islamic human resource management Golden Ratio of Human Resources Management requires a research design with a high standard of methodological transparency. Manuscripts may be conceptual or empirical in nature and feature quantitative and/or qualitative analysis with well-illustrated tables, figures, and supportive material to enhance readers’ readability. Golden Ratio of Human Resources Management expects manuscripts to present research with no fatal methodological flaws, and with generalizable findings that go beyond a single cross-sectional study measuring self-reported behavioral intentions. Golden Ratio of Human Resources Management explores the application of marketing principles and practices within academic, commercial, industrial, public sector, and non-governmental organizational settings. The Golden Ratio of Human Resources Management features: Basic and applied research that reflects current human resource management theory, methodology, and practice. A summary for human resources practitioners and a structured abstract accompanying each article
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<![CDATA[The Effect of Supervision, Compensation, Character on Work Discipline ]]>
<![CDATA[Hajiali, Ismail]]>;
<![CDATA[Fara Kessi, Andi Muhammad]]>;
<![CDATA[Budiandriani, B.]]>;
<![CDATA[Prihatin, Etik]]>;
<![CDATA[Sufri, Mukhlis]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 2 No. 2 (2022): March - July ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v2i2.85
<![CDATA[This study comprehensively examines the relationship between the variables Supervision, Compensation, Character on Work Discipline. The study was conducted for 3 months at PT. PLN Makassar City with a total sample of 30 respondents from employees of PT. PLN. The data analysis method used multiple linear regression. The results of the study stated that Supervision has a significant effect on Work Discipline. This can be seen from the results of the t-test with a t-value of 0.767 smaller than t-estimated 1.687 and a significant (H1 is accepted). Compensation has a significant effect on employee with the t value of 1.354 smaller than the t table of 1.687 and a significant value of < 0.001 (H2 is accepted). Character does not have a significant effect on Work Discipline. This can be seen from the results of the t-test on the monitoring variable with the t-value of 0.128 smaller than the t-estimated of 0.900 and a significant value of 0.900 (H3 is not accepted). This study suggest to improve the quality of supervision to employees and provide better supervision by providing tighter and maximum regulations so that automatically the symptoms of irregularities or errors can be prevented and will increase work discipline.]]>
<![CDATA[Analysis of The Effect of Organizational Justice, Worklife Balance on Employee Engagement and Turnover Intention ]]>
<![CDATA[Mulang, Hastuti]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 2 No. 2 (2022): March - July ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v2i2.169
<![CDATA[The problem that managers or leaders face in an organization or company to compete in ensuring the organization's survival is the existence of employees as human resource assets. Turnover intentions arise in employees when there is perceived injustice and work-life balance in the company because needs are not met. This study uses a quantitative approach, with the type and source of data in this study being primary data in the form of a questionnaire given to the entire sample of 70 employees of PT. BSB–Kalla Group. Data analysis used a quantitative method with SEM using the SmartPLS. The study results found that employee engagement cannot be a mediating variable on organizational justice and work-life balance on turnover intention. The direct effect shows positive and significant results from the two independent variables on the dependent variable. Indirectly mediated by employee engagement, the two independent variables negatively affect the dependent variable on the turnover intention. Based on the results of the research and discussion described previously, it can be concluded in this study that turnover intention is determined by the application of organizational justice to the company and creates a work-life balance for each employee through employee engagement as a mediating variable.]]>
<![CDATA[The Role of HRM Factors in Improving Performance Analysis of Local Government Financial Reports ]]>
<![CDATA[Susanto, Yohanes]]>;
<![CDATA[Rambano, Dheo]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 2 No. 2 (2022): March - July ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v2i2.176
<![CDATA[The central government authorized the local government to manage its finances independently in the regional autonomy system. The local government system must be transparent and accountable. The Report on Local Government Finances is one of the government tools to accountable it. However, based on the audit report in 2017, the Local Government Finances the Government of Musirawas, South Sumatera, Indonesia found inaccuracy. The research aims to examine the factors that influence the quality of the Local Government Finance of the Government of Musirawas, South Sumatera, Indonesia. The number of respondents is 110 persons from the government apparatus who represent their working unit of the Finance Management in the Government of Mursirawas, South Sumatera, Indonesia. The research utilizes a Structural Equation Modelling (SEM) method. The research results showed that the Performance quality of the LAPD in the Government of Musirawas, South Sumatra, Indonesia, is simultaneously influenced by the competency of the Apparatus human resources, motivation, and the local accounting system; partially, it was influenced by the apparatus human resource competency.]]>
<![CDATA[Examining Linkage Between Transactional Leadership, Organizational Culture, Commitment and Compensation on Work Satisfaction and Performance ]]>
<![CDATA[Nurlina, N.]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 2 No. 2 (2022): March - July ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v2i2.182
<![CDATA[The purpose of this study was to analyze the effect of transactional leadership, organizational culture, commitment, and compensation on job satisfaction. The research was conducted at the Agricultural Quarantine Center for the South Sulawesi Region with a population of 193 respondents. Data from the questionnaire were analyzed using the Structural Equation Model using the help of AMOS 18. The results found that transactional leadership directly had a positive and significant effect on employee job satisfaction. Organizational culture has a negative and significant effect on employee job satisfaction. organizational commitment has a significant effect on employee job satisfaction. Compensation has a significant effect on employee job satisfaction. Transactional leadership directly has a significant effect on employee performance. Organizational culture has insignificant effect on employee performance. Organizational commitment has significant effect on employee performance. Compensation has significant effect on employee performance. Job satisfaction has significant impacts employee performance. Indirectly, transactional leadership through job satisfaction positively and significantly affects employee performance. Indirectly, organizational culture through job satisfaction has a negative and insignificant effect on employee performance. Indirectly, organizational commitment through job satisfaction positively and significantly affects employee performance. Indirectly, compensation through job satisfaction has a positive and significant effect on employee performance. ]]>
<![CDATA[Work Motivation and Organizational Culture on Work Performance: Organizational Citizenship Behavior (OCB) as Mediating Variable ]]>
<![CDATA[Widarko, Agus]]>;
<![CDATA[Anwarodin, M. Khoirul]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 2 No. 2 (2022): March - July ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v2i2.207
<![CDATA[The purpose of this study was to analyze the effect of work motivation, organizational culture, organizational citizenship behavior on civil servant (ASN) performance. The sample size is 236 ASN respondents from Blitar Regency, East Java Province, Indonesia. The sampling method used is stratified proportional random sampling, which involves taking samples from the existing area and selecting progressively smaller or larger sizes. After that, it is calculated using Random Sampling using the Slovin Formula. The study stated that motivation directly affects organizational citizenship behavior (OCB). Employees with high intrinsic motivation impact organizational citizenship behavior (OCB) better because they show an attitude of working more than other employees as a form of their perspective of responsibility. Organizational culture has no direct effect on organizational citizenship behavior (OCB). Motivation directly affects performance. ASN performance is directly affected by organizational citizenship behavior. The role of OCB in mediating organizational culture on performance is not fully capable of intervening. The results of this study support the theoretical implications, namely the stronger organizational citizenship behavior (OCB), and supported by good employee work motivation; work behavior will increase. Apart from that, managerially, management can benefit from the results of this study by utilizing a combination of variables.]]>
<![CDATA[The Effect of Supervision, Compensation, Character on Work Discipline ]]>
<![CDATA[Hajiali, Ismail]]>;
<![CDATA[Fara Kessi, Andi Muhammad]]>;
<![CDATA[Budiandriani, B.]]>;
<![CDATA[Prihatin, Etik]]>;
<![CDATA[Sufri, Mukhlis]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 2 No. 2 (2022): March - July ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.52970/grhrm.v2i2.85
<![CDATA[This study comprehensively examines the relationship between the variables Supervision, Compensation, Character on Work Discipline. The study was conducted for 3 months at PT. PLN Makassar City with a total sample of 30 respondents from employees of PT. PLN. The data analysis method used multiple linear regression. The results of the study stated that Supervision has a significant effect on Work Discipline. This can be seen from the results of the t-test with a t-value of 0.767 smaller than t-estimated 1.687 and a significant (H1 is accepted). Compensation has a significant effect on employee with the t value of 1.354 smaller than the t table of 1.687 and a significant value of < 0.001 (H2 is accepted). Character does not have a significant effect on Work Discipline. This can be seen from the results of the t-test on the monitoring variable with the t-value of 0.128 smaller than the t-estimated of 0.900 and a significant value of 0.900 (H3 is not accepted). This study suggest to improve the quality of supervision to employees and provide better supervision by providing tighter and maximum regulations so that automatically the symptoms of irregularities or errors can be prevented and will increase work discipline.]]>
<![CDATA[Analysis of The Effect of Organizational Justice, Worklife Balance on Employee Engagement and Turnover Intention ]]>
<![CDATA[Mulang, Hastuti]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 2 No. 2 (2022): March - July ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.52970/grhrm.v2i2.169
<![CDATA[The problem that managers or leaders face in an organization or company to compete in ensuring the organization's survival is the existence of employees as human resource assets. Turnover intentions arise in employees when there is perceived injustice and work-life balance in the company because needs are not met. This study uses a quantitative approach, with the type and source of data in this study being primary data in the form of a questionnaire given to the entire sample of 70 employees of PT. BSB–Kalla Group. Data analysis used a quantitative method with SEM using the SmartPLS. The study results found that employee engagement cannot be a mediating variable on organizational justice and work-life balance on turnover intention. The direct effect shows positive and significant results from the two independent variables on the dependent variable. Indirectly mediated by employee engagement, the two independent variables negatively affect the dependent variable on the turnover intention. Based on the results of the research and discussion described previously, it can be concluded in this study that turnover intention is determined by the application of organizational justice to the company and creates a work-life balance for each employee through employee engagement as a mediating variable.]]>
<![CDATA[The Role of HRM Factors in Improving Performance Analysis of Local Government Financial Reports ]]>
<![CDATA[Susanto, Yohanes]]>;
<![CDATA[Rambano, Dheo]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 2 No. 2 (2022): March - July ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.52970/grhrm.v2i2.176
<![CDATA[The central government authorized the local government to manage its finances independently in the regional autonomy system. The local government system must be transparent and accountable. The Report on Local Government Finances is one of the government tools to accountable it. However, based on the audit report in 2017, the Local Government Finances the Government of Musirawas, South Sumatera, Indonesia found inaccuracy. The research aims to examine the factors that influence the quality of the Local Government Finance of the Government of Musirawas, South Sumatera, Indonesia. The number of respondents is 110 persons from the government apparatus who represent their working unit of the Finance Management in the Government of Mursirawas, South Sumatera, Indonesia. The research utilizes a Structural Equation Modelling (SEM) method. The research results showed that the Performance quality of the LAPD in the Government of Musirawas, South Sumatra, Indonesia, is simultaneously influenced by the competency of the Apparatus human resources, motivation, and the local accounting system; partially, it was influenced by the apparatus human resource competency.]]>
<![CDATA[Examining Linkage Between Transactional Leadership, Organizational Culture, Commitment and Compensation on Work Satisfaction and Performance ]]>
<![CDATA[Nurlina, N.]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 2 No. 2 (2022): March - July ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.52970/grhrm.v2i2.182
<![CDATA[The purpose of this study was to analyze the effect of transactional leadership, organizational culture, commitment, and compensation on job satisfaction. The research was conducted at the Agricultural Quarantine Center for the South Sulawesi Region with a population of 193 respondents. Data from the questionnaire were analyzed using the Structural Equation Model using the help of AMOS 18. The results found that transactional leadership directly had a positive and significant effect on employee job satisfaction. Organizational culture has a negative and significant effect on employee job satisfaction. organizational commitment has a significant effect on employee job satisfaction. Compensation has a significant effect on employee job satisfaction. Transactional leadership directly has a significant effect on employee performance. Organizational culture has insignificant effect on employee performance. Organizational commitment has significant effect on employee performance. Compensation has significant effect on employee performance. Job satisfaction has significant impacts employee performance. Indirectly, transactional leadership through job satisfaction positively and significantly affects employee performance. Indirectly, organizational culture through job satisfaction has a negative and insignificant effect on employee performance. Indirectly, organizational commitment through job satisfaction positively and significantly affects employee performance. Indirectly, compensation through job satisfaction has a positive and significant effect on employee performance. ]]>
<![CDATA[Work Motivation and Organizational Culture on Work Performance: Organizational Citizenship Behavior (OCB) as Mediating Variable ]]>
<![CDATA[Widarko, Agus]]>;
<![CDATA[Anwarodin, M. Khoirul]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 2 No. 2 (2022): March - July ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.52970/grhrm.v2i2.207
<![CDATA[The purpose of this study was to analyze the effect of work motivation, organizational culture, organizational citizenship behavior on civil servant (ASN) performance. The sample size is 236 ASN respondents from Blitar Regency, East Java Province, Indonesia. The sampling method used is stratified proportional random sampling, which involves taking samples from the existing area and selecting progressively smaller or larger sizes. After that, it is calculated using Random Sampling using the Slovin Formula. The study stated that motivation directly affects organizational citizenship behavior (OCB). Employees with high intrinsic motivation impact organizational citizenship behavior (OCB) better because they show an attitude of working more than other employees as a form of their perspective of responsibility. Organizational culture has no direct effect on organizational citizenship behavior (OCB). Motivation directly affects performance. ASN performance is directly affected by organizational citizenship behavior. The role of OCB in mediating organizational culture on performance is not fully capable of intervening. The results of this study support the theoretical implications, namely the stronger organizational citizenship behavior (OCB), and supported by good employee work motivation; work behavior will increase. Apart from that, managerially, management can benefit from the results of this study by utilizing a combination of variables.]]>
