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
Articles
184 Documents
<![CDATA[Enhancing Human Resource Competence through Informative Communication Techniques by North Sumatra Election Supervisory Body for Preventing 2024 Election Violations ]]>
<![CDATA[Ramadhani, Ahmad]]>;
<![CDATA[Kustiawan, Winda]]>
<![CDATA[ Golden Ratio of Human Resource Management Vol. 4 No. 2 (2024): March - July ]]>
Publisher : <![CDATA[Manunggal Halim Jaya ]]>
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DOI: 10.52970/grhrm.v4i2.756
<![CDATA[This study aims to analyze the implementation of the Informative Communication Technique of the North Sumatra Election Supervisory Agency in Socializing the Prevention of Election Violations 2024. This type of research is included in field research with a qualitative approach. Data collection was carried out through observation and interviews with relevant parties in Bawaslu North Sumatera. The data obtained were analyzed descriptively and interpretatively with a focus on explanations in the form of words, although there were some quantitative data that were analyzed qualitatively. The results showed that the informative communication techniques applied by Bawaslu North Sumatra were successful. There was a significant increase in public understanding of election regulations, marked by a decrease in the number of campaign violations and increased participation in reporting violations. In addition, the training and workshops conducted for political parties succeeded in increasing their level of compliance with election regulations. These communication techniques also reflect the principles of honesty, transparency and responsibility in accordance with Islamic teachings, making the electoral process more fair and democratic.]]>
<![CDATA[The Influences of Competence, Work Discipline, and Compensation on Employee Performance ]]>
<![CDATA[Lubis, Andien Alfaiza]]>;
<![CDATA[Santoso, Bowo]]>
<![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.v6i1.1548
<![CDATA[The purpose of this study was to analyze the influence of competence, work discipline, and compensation on employee performance at PT X. This study uses a quantitative approach with data collection techniques through questionnaires to 40 respondents of bus employees and bus conductors at PT X. The sampling technique used is the saturated sampling technique, where all members of the population are sampled. Data is processed using Smart Partial Least Square (SmartPLS) software. The test results show a significant influence between work discipline and compensation on employee performance and competence does not have a significant effect on employee performance.]]>
<![CDATA[The Impact of Change Management on Employee Performance: An Explanatory Quantitative Study of State-Owned Enterprises in Indonesia ]]>
<![CDATA[Putro, Suryati Eko]]>;
<![CDATA[Suharyati, S.]]>
<![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.v6i1.1649
<![CDATA[Organizational reform in State-Owned Enterprises (SOEs) is part of the Indonesian government's strategy to improve efficiency and competitiveness. However, this process often affects human resources, especially employee performance. This study analyzes the influence of change management on employee performance during restructuring in one SOE. The research applies a quantitative approach with an explanatory survey design. Data were collected through questionnaires from 120 permanent employees in units affected by restructuring. The analysis, using regression, indicates that change management has a significant positive effect on employee performance. Transformational leadership, effective communication, and employee involvement are identified as key factors that enhance productivity and motivation. These findings align with established change management theories and reinforce previous evidence in public sector contexts. The study concludes that well-implemented change management is critical to sustaining and improving employee performance during organizational transitions, offering practical insights for HR managers in SOEs to develop participatory and human-centered strategies.]]>
<![CDATA[The Effect of High-Performance Human Resources Practices on Innovative Work Behavior Through Work Engagement and Psychological Capital ]]>
<![CDATA[Purwaningrum, Indria Sari]]>;
<![CDATA[Yulianti, Praptini]]>
<![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.v6i1.1727
<![CDATA[In this context, the purpose of the study is to examine the influence of HPHRP on Innovative Work Behavior (IWB) at Office X Surabaya, as well as to investigate the role of work engagement and psychological capital as mediators. The method used in this study is a quantitative approach with a causal design. Data were collected through an online questionnaire distributed to 121 respondents using a purposive sampling technique. The independent variable in this study is High Performance Human Resource Practices, while the dependent variable is Innovative Work Behavior. Work Engagement and Psychological Capital function as mediating variables that are expected to explain the relationship between High Performance Human Resource Practices and Innovative Work Behavior. Using a quantitative explanatory methodology, the research employed Structural Equation Modeling with Partial Least Squares (SEM-PLS), which was implemented in this work using SmartPLS software. A structured survey was used to gather information from 121 employees in Office X. The findings reveal a positive relationship between high-performance human resource practices and innovative work behavior, considering the mediating roles of Work Engagement and Psychological Capital.]]>
<![CDATA[Improving Gen Z Employee Retention through Work–Life Balance with Employee Engagement as a Mediating Variable ]]>
<![CDATA[Nardi, Fransiskus Rio]]>;
<![CDATA[Ginting, Sunardi]]>
<![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.v6i1.1774
<![CDATA[A high employee turnover rate can lead to substantial losses in both productivity and costs for a company. Therefore, organizations must prioritize employee retention and consider the factors that influence it. This study examines the effect of work–life balance on employee retention, the effect of employee engagement on employee retention, and the mediating role of employee engagement in the relationship between work–life balance and the retention of Generation Z employees working in coffee shops in Pontianak. Data were collected using Google Forms and a snowball sampling technique. The data were analyzed using WARPPLS 7.0, with 221 coffee shop employees in Pontianak serving as respondents. The results show that work–life balance has a significant positive effect on both employee engagement and employee retention. Furthermore, employee engagement has a significant positive effect on employee retention and significantly mediates the relationship between work–life balance and employee retention. The findings of this study contribute to the development of knowledge, particularly in human resource management, by providing insights into the relationship between work–life balance and employee retention, as well as the mediating role of employee engagement.]]>
<![CDATA[The Role of Work-Life Balance in Improving The Performance of Generation Z Employees ]]>
<![CDATA[Carolus, C.]]>;
<![CDATA[Ginting, Sunardi]]>
<![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.v6i1.1781
<![CDATA[Failing to effectively manage and establish clear boundaries between work and home life priorities often leads to decreased employee performance. Therefore, a work-life balance is essential for every employee to achieve maximum work results. Therefore, an organization must effectively leverage this policy to achieve its goals sustainably. This study examines the relationship between work-life balance variables and employee self-efficacy and performance, with a particular focus on intervening factors among Gen Z employees in Pontianak City, Indonesia. This research aims to investigate and identify the impact of self-efficacy on the performance of Gen Z employees in coffee shops in Pontianak City, with work-life balance serving as an intervening variable. A total of 208 respondents completed the research questionnaire, with seven individuals excluded from the analysis due to incomplete responses. This study employed a quantitative approach and utilised snowball sampling. This study used WarpPLS to analyse data via mediation models. Research findings show that self-efficacy has a positive and significant relationship with employee performance. Findings related to the work-life balance variable have a significant contribution to employee performance. The correlation between self-efficacy variables mediated by work-life balance can have a significant impact on employee performance.]]>
<![CDATA[The Influence of Complexity Knowledge and System Thinking on Knowledge Hiding Mediation Psychological Ownership in Private Banking ]]>
<![CDATA[Surbakti, Geby Gracela Surnina]]>;
<![CDATA[Emilisa, Netania]]>;
<![CDATA[Cika, C.]]>;
<![CDATA[Said, Muhammad Nadhif]]>
<![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.v6i1.1919
<![CDATA[The aim of this study is to analyze the effects of complexity knowledge and systems thinking on knowledge hiding, with psychological ownership serving as a mediating variable in private banking services in Central Jakarta. Knowledge hiding represents a critical issue in the banking industry, as highly competitive and stressful work environments may encourage employees to intentionally conceal knowledge, thereby inhibiting cooperation and organizational performance. This study employs a quantitative research design with a hypothesis-testing approach. Data were collected through online questionnaires distributed to 160 respondents selected using purposive sampling. The research instrument was developed and validated through reliability and validity testing. Data analysis was conducted using Structural Equation Modeling (SEM) with AMOS software, while mediation effects were examined using the Sobel test. Model adequacy was confirmed through goodness-of-fit testing. The findings indicate that complexity knowledge and systems thinking significantly influence knowledge hiding, both directly and indirectly through psychological ownership. These results enhance understanding of how cognitive and psychological factors shape knowledge-related behaviors in private banking organizations. To mitigate knowledge hiding, management is encouraged to strengthen a culture of knowledge sharing by developing systems thinking capabilities, managing job complexity more transparently, and fostering a collective sense of psychological ownership among employees. Future research is recommended to expand the research context and incorporate additional organizational variables to develop a more comprehensive model.]]>
<![CDATA[Social Capital, Employee Personal Value, Job Performance, and Organizational Citizenship Behaviour: Case among Employees in Private Hospitals in West Jakarta ]]>
<![CDATA[Cika, C.]]>;
<![CDATA[Emilisa, Netania]]>;
<![CDATA[Surbakti, Geby Gracela Surnina]]>;
<![CDATA[Mumtazah, Kirana Ainayya]]>
<![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.v6i1.1920
<![CDATA[The purpose of this research is to explain the influence of Social Capital and Employee Personal Value on Job Performance with Organizational Citizenship Behavior as an intervening variable that in private hospital in West Jakarta. This research fills in the gap of previous fact-finding by investigating Social Capital and Employee Personal Value as a whole influencing variable which is mediated by Organizational Citizenship Behaviour toward Job Performance in private hospitals Indonesia. This work has a quantitative approach, offering a cross-sectional survey with 200 participants who were recruited by using the purposive sampling method (online questionnaires). Four established theoretical constructs were measured using a modified on five-point Likert scale making them suitable for Structural Equation Modeling (SEM) analysis. The findings suggest that all measurements indices are valid and reliable, and the full structural model has an acceptable fit. The results reveal that the Social Capital and Employee Personal Value have a positive and significant (p < 0.05) impact on both the OCB and Job Performance. Furthermore, Job Performance is enhanced by Organizational Citizenship Behavior as a mediator among Social Capital, Employee Personal Value and performance. These findings imply that in a working context with high trust psychological work contract and good mutual social network, warm personal worth attributes can facilitate extra-role behavior for superior performance. Practical implications:This study emphasizes the need to develop integration among chain of command, stronger implementation on positive employ values and supportive organizational culture in private hospital context.]]>
<![CDATA[A Study on the Influence of Communication, Environment, Work, and Discipline Work on Employee Performance ]]>
<![CDATA[Carlinda, Evelyn]]>;
<![CDATA[Santosa, Agus Budi]]>
<![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.v6i1.1604
<![CDATA[This study aims to examine the influence of communication, work environment, and work discipline on team member performance at PT Zhi Sheng Indonesia in Semarang. The total population consisted of 100 employees, all of whom were included as respondents through saturated sampling. A survey method was employed, and multiple linear regression analysis was used to test the proposed hypotheses. Data were collected via questionnaires distributed to all employees. The results indicate that communication has a positive and significant effect on team member performance (β = 0.525; p = 0.000), followed by work discipline (β = 0.289; p = 0.000) and work environment (β = 0.166; p = 0.027). Simultaneously, these three variables significantly influence team member performance (F = 51.699; p = 0.000). The coefficient of determination (R² = 0.606) shows that 60.6% of the variance in employee performance is explained by communication, work environment, and work discipline. In comparison, the remaining 39.4% is influenced by other factors not examined in this study. These findings suggest that improving organizational communication, creating a supportive work environment, and strengthening work discipline can substantially enhance employee performance.]]>
<![CDATA[The Impact of Additional Employee Income on Work Discipline and Employee Performance in the Public Sector: A Quantitative Study in Singkut District, Sarolangun Regency ]]>
<![CDATA[Syaihu, Ilham Akbar]]>
<![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.v6i1.1821
<![CDATA[This study investigates the influence of Additional Employee Income (TPP) on work discipline and employee performance, both partially and simultaneously, at the Singkut District Office, Sarolangun Regency. The research is motivated by empirical findings indicating low levels of employee discipline and suboptimal public service performance, as reflected in frequent tardiness and delays in service delivery. This study employed a quantitative research design using a survey method, with data collected through questionnaires distributed to 68 civil servants (ASN) as the total population of the study. The data were analyzed using the Generalized Linear Model (GLM) to examine the effect of TPP on work discipline and employee performance. The analysis reveals that TPP has a significant positive effect on work discipline (69.3%) and employee performance (59.1%). Simultaneously, TPP contributes 33% to the improvement of work discipline and employee performance. These findings indicate that consistent, fair, and timely implementation of TPP policies can enhance employee motivation, strengthen work discipline, and improve public service performance in the public sector. These findings imply that policymakers should ensure the consistency and timeliness of TPP implementation and integrate financial incentives with supervision and performance evaluation mechanisms to strengthen discipline and public service performance in the public sector. This study provides important implications for policymakers in optimizing performance-based incentive systems within local government institutions. This study provides important implications for policymakers in optimizing performance-based incentive systems within local government institutions.]]>
