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 Role of Psychological Empowerment, Job Characteristic, and Reward System on Innovative Behavior ]]>
<![CDATA[Nabila, Dinda]]>;
<![CDATA[Mansyur, Anwar]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v6i1.1421
<![CDATA[The research investigates how psychological empowerment, job characteristics, and reward systems influence innovative work behavior. Employees demonstrating innovative spirit are very important for an organization facing the ever-changing market dynamics. Data for this research were gathered quantitatively by distributing questionnaires to PT Aji Putra Jaya staff members. Purposive sampling is the method of sampling that is used. Multiple linear regression will be used to analyse the data after validity and reliability tests using SPSS. The research results are expected to show that psychological empowerment, job characteristics, and partial and simultaneous incentive schemes significantly and favourably influence creative work practices. The study aims to develop employee empowerment programs, redesign jobs to increase autonomy, and create a more relevant reward system to encourage innovation.]]>
<![CDATA[Analysis of Employee Job Satisfaction Based on the Roles of Job Enlargement, Cognitive Crafting, and Motivation ]]>
<![CDATA[Lumbantoruan, Pandaraman]]>;
<![CDATA[Khairani, Cut]]>;
<![CDATA[Setiani, Made Yudhi]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v6i1.1656
<![CDATA[This study employs a mixed-method approach with an explanatory sequential design (QUAN→qual) to analyze the influence of job enlargement, cognitive crafting, and motivation on team member job satisfaction at the Regional Office of the Directorate General of Treasury of Aceh Province, in the context of implementing TREFA (Treasurer, Regional Chief Economist, and Financial Advisor) and shadow organization. The quantitative phase was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) on 47 employees divided into two clusters: 21 officials and 26 staff members. The qualitative phase was carried out through in-depth interviews with 11 key informants. The findings reveal a significant hierarchical disparity. Job enlargement positively affected officials (T-statistic = 2.871) but not staff members (T-statistic = 0.701). Cognitive crafting did not show a significant effect, although employees applied gamification and goal framing strategies. Motivation demonstrated a positive and significant effect at all levels (T-statistic = 3.158), with the highest path coefficient. The combined analysis identified three main phenomena: the Hierarchy-Differentiated Job Design Effect, the Cognitive Crafting Paradox, and Universal Public Service Motivation. The three variables had a significant influence with a coefficient of determination of 53.1%, although their contributions varied. This study contributes to developing Contextual Job Design Theory for the public sector and the Bounded Cognitive Crafting Model. It provides recommendations for implementing TREFA that are more aligned with the hierarchical characteristics of employees in the public sector.]]>
<![CDATA[Human Resources Performance in Public Services Through Strengthening the Work Environment, Self-Leadership, and Self-Efficacy ]]>
<![CDATA[Utami, Mega]]>;
<![CDATA[Jusriadi, Edi]]>;
<![CDATA[Maklassa, Dg.]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v6i1.1220
<![CDATA[This study analyzes the influence of work environment, self-leadership, and self-efficacy on employee performance in providing public services. This study raises various experiences and new knowledge the author did not have before. Efforts to improve problems related to aspects of human resource management to obtain employees with quality performance can increase the knowledge and insight of researchers regarding the importance of performance and the role of the work environment, self-leadership, and self-efficacy. The type of research is quantitative research using a survey approach by providing questionnaires to test the influence of work environment variables, self-leadership, and self-efficacy on the Performance of Employees. The population used by the researcher was all state civil servants at the Ministry of Religion Office of Mamuju Regency, namely 491 employees. The number of samples was determined using the Slovin formula between 100 and 200, with the technical analysis being path analysis. The study results showed that the work environment, self-leadership, and Self-efficacy positively and significantly affect employee performance.]]>
<![CDATA[The Effect of Emotional Intelligence, Organizational Climate, and Organizational Commitment on Employee Performance ]]>
<![CDATA[Aulia, Anissa]]>;
<![CDATA[Liana, Lie]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v6i1.1513
<![CDATA[Employee performance plays a vital role in determining organizational success. This study examines the influence of emotional intelligence, organizational climate, and organizational commitment on employee performance. The research population comprised 100 employees from Mega Baja Semarang and Bogor, Indonesia. One hundred questionnaires were distributed, and 92 valid responses were analyzed. Data were processed using SPSS 25. The findings reveal that emotional intelligence has no significant effect on employee performance, while organizational climate has a positive and significant effect. In contrast, organizational commitment shows no significant influence on employee performance. These results highlight the critical role of organizational climate in enhancing employee performance.]]>
<![CDATA[Unlocking Employee Potential: The Role of Job Security and Satisfaction in Performance ]]>
<![CDATA[Rahmat, Muhammad]]>;
<![CDATA[Wisra, Mefri Yudi]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v6i1.1571
<![CDATA[This study examines how job security and job satisfaction influence the performance of university lecturers in Indonesia, aiming to identify key factors that enhance academic professionals' potential and improve educational quality. The research employs a quantitative approach with a descriptive design, collecting data from Indonesian lecturers through purposive sampling. Survey questionnaires were distributed nationwide, and the gathered data were analyzed using SmartPLS to measure the impact of job security and job satisfaction on various performance indicators. The findings reveal that job security significantly improves lecturer performance, while job satisfaction demonstrates a stronger positive correlation. Lecturers with stable employment conditions and high job satisfaction exhibited better teaching quality, higher research productivity, and more impactful community engagement. The study underscores the critical relationship between employment stability, professional fulfillment, and academic performance. Therefore, higher education institutions should prioritize policies that strengthen job security and workplace satisfaction to optimize lecturer performance and institutional excellence. However, the study has certain limitations. Although it includes multiple institutions across Indonesia, regional variations in education systems may affect the generalizability of the results. Additionally, reliance on self-reported performance data may introduce some measurement bias.]]>
<![CDATA[The Effect of the On-Boarding Program and Organizational Culture on Employee Performance ]]>
<![CDATA[Inriyani, Nadia]]>;
<![CDATA[Haedar, H.]]>;
<![CDATA[Hasbi, Andi Rizkiyah]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v6i1.1580
<![CDATA[This study examines the influence of the onboarding program and organizational culture on the performance of employees at Bumi Mineral South Sulawesi. A quantitative research approach was employed, with data collected through questionnaires. The population consisted of 525 employees, and the sample was determined using a simple random sampling technique with the Slovin formula, resulting in 84 respondents. Data were analyzed using multiple linear regression with the SPSS software. The findings indicate that the onboarding program positively and significantly affects employee performance. Similarly, organizational culture also shows a positive and significant influence on performance. Furthermore, when considered simultaneously, the onboarding program and organizational culture significantly enhance employee performance. These results highlight the importance of structured onboarding and a supportive organizational culture in shaping employee performance outcomes. Accordingly, it is recommended that the management of Bumi Mineral South Sulawesi continue to strengthen these two dimensions as strategic priorities to sustain and improve employee performance.]]>
<![CDATA[The Effect of Work Discipline and Workload on Employee Performance ]]>
<![CDATA[Masruddin, Nur Pita Devi]]>;
<![CDATA[Saharuddin, S.]]>;
<![CDATA[Hasbi, Andi Rizkiyah]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v6i1.1581
<![CDATA[This study evaluates how work discipline and workload affect employee performance at CV. Karya Tani Kamanre. This study focuses on the importance of organizational success in managing adequate human resources to improve organizational performance, with work discipline and workload as the main factors. This study uses a quantitative approach, where data is obtained through observation and questionnaires distributed to 30 employees using saturated sampling techniques. The results of this study indicate that the work discipline variable (X1) has a positive and significant effect on employee performance (Y). This indicates that high work discipline can improve employee performance. Workload (X2) negatively and significantly affects employee performance (Y). This indicates that an increase in the workload given to employees can decrease employee performance. Work discipline (X1) and workload (X2) have a simultaneous effect on employee performance (Y). This result indicates that both factors contribute to influencing employee performance. Therefore, H3 is accepted. This finding indicates that discipline at work is essential to improve employee performance.]]>
<![CDATA[The Effect of Work Discipline and Compensation on Employee Productivity (A Study at PT. Tani Tangkas Makmur, Palopo City) ]]>
<![CDATA[Salim, Ali Wahyu Asshiddiq]]>;
<![CDATA[Saharuddin, S.]]>;
<![CDATA[Patra, I Ketut]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v6i1.1583
<![CDATA[Study the quantitative discipline of work and compensation to productivity Among Employees at PT. Tani Tangkas Makmur, Palopo City . Using a saturated sampling technique, data were collected through a questionnaire from 55 respondents and analyzed with SPSS version 25. The results show that, to some extent, good discipline, Work, and compensation are influential and have a significant positive effect on productivity. Simultaneously, they also have a significant positive influence. Implications study. This upholds the importance of improving discipline. Work through the implementation of proper policies and procedures, as well as giving adequate compensation in accordance with employee performance.]]>
<![CDATA[From Branding to Applying: The Role of Corporate Reputation as a Mediating Variable among Gen Z ]]>
<![CDATA[Febrina, Shinta]]>;
<![CDATA[Erlin, Nia Ariyani]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v6i1.1613
<![CDATA[Intention to apply is the process by which individuals begin to show interest in joining a company, particularly among Gen Z students. Gen Z has different preferences when choosing a workplace compared to previous generations. Therefore, companies must not only compete in terms of products and services but also in the recruitment process. The purpose of this study is to examine how employer branding influences Gen Z students' intention to apply in Padang City, using corporate reputation as a mediating factor. A total of 140 respondents were selected using purposive random sampling for quantitative research employing Partial Least Squares Structural Equation Modeling (PLS-SEM) as the analytical tool. The findings of this study conclude that (1) employer branding has a significant positive effect on intention to apply, (2) employer branding has a significant positive effect on corporate reputation, (3) corporate reputation has a significant positive effect on intention to apply, and (4) corporate reputation significantly mediates the effect of employer branding on intention to apply. The results of this study are expected to provide strategic recommendations for companies in Padang City to compete in attracting high-quality young talent in this digital era.]]>
<![CDATA[Effect of Transformational Leader on Affective Commitment: The Mediating Role of Trust in Leader at Bappeda of West Sumatra Province ]]>
<![CDATA[Resa, R.]]>;
<![CDATA[Sandi, Hendrik Heri]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v6i1.1620
<![CDATA[Affective commitment is an emotional attachment of employees to an organization that plays an important role in maintaining loyalty and work effectiveness. At the Regional Development Planning Agency (Bappeda) of West Sumatra Province, low attendance rates and high absenteeism without explanation indicate weak affective commitment among employees, despite the implementation of transformational leadership. This gap highlights the need for research on the role of trust in leaders in strengthening the relationship between transformational leadership and affective commitment. This study draws on Social Exchange Theory (Blau, 1964), which states that mutually beneficial work relationships enhance trust and employee engagement. Inspiring and fair leaders encourage employee loyalty as a form of reciprocity. This study uses a quantitative approach with the Partial Least Squares Structural Equation Modeling (PLS-SEM) method. Data were collected from 74 employees of the Regional Development Planning Agency (Bappeda) of West Sumatra Province. The findings of this study conclude that: (1) Transformational leadership has a negative and insignificant effect on affective commitment, (2) transformational leadership has a positive and significant effect on trust in leaders, (3) trust in leaders has a positive and significant effect on affective commitment, (4) trust in leaders significantly mediates the influence of transformational leadership on affective commitment. This study emphasizes the importance of building trust between leaders and employees as a strategy to enhance affective commitment and organizational affectivity, particularly in the context of public organizations such as Bappeda.]]>
