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Golden Ratio of Human Resource Management
Published by Manunggal Halim Jaya
ISSN : -     EISSN : 27766365     DOI : https://doi.org/10.52970/grhrm
Core Subject : Social,
Social Sciences
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
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Perilaku Organisasi dan Menejemen Sumber Daya Manusia
Articles 184 Documents
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The Significance of Training for Sustainable Workforce Development in Organizations: A Systematic Literature Review Chowdhury, Mohammad Imtiaz Uddin
Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grhrm.v6i1.1930

Abstract

This paper examines the significance of training in fostering sustainable workforce development and enhancing organizational performance. In contemporary organizational contexts, sustainability extends beyond environmental concerns to include the long-term viability of human capital. Training and development play a critical role in reducing employee disengagement, improving work performance, and strengthening organizational competitiveness. This study explores relevant theoretical frameworks, empirical evidence, and organizational practices to demonstrate how training contributes to employee adaptability, engagement, innovation, and alignment with sustainability objectives. Furthermore, the paper highlights the role of continuous learning in building a resilient and future-ready workforce. The findings suggest that sustainability-oriented training programs not only enhance individual competencies but also improve overall organizational effectiveness and brand value. The study concludes by recommending the strategic integration of sustainability-focused training initiatives to support long-term organizational growth and workforce sustainability.
The Influence of Reward and Punishment on Employee Discipline in Public Sector Organizations: A Systematic Literature Review Kahono, Tri Kahono; Utomo, E Mohammad Nur; Azis, Muh Irfandy; Shalahuddin, S.
Golden Ratio of Human Resource Management Vol. 6 No. 1 (2026): August - February
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grhrm.v6i1.2025

Abstract

This study aims to systematically examine the literature on the effects of reward and punishment on employee discipline in public organizations. It is motivated by the phenomenon of low employee discipline, which impacts declining performance and the effectiveness of public services. The study employs a systematic literature review conducted in November 2025, following the PRISMA guidelines, and searches Google Scholar, Portal Garuda, Semantic Scholar, and DOAJ for articles. The initial screening yielded 968 articles from Google Scholar, 7 from Portal Garuda, 12 from Semantic Scholar, and 10 from DOAJ. The articles were filtered using inclusion criteria, namely, peer-reviewed articles, full-text in Indonesian, research articles, and publications from 2020 to 2025, while non-peer-reviewed articles, non–full-text articles, non-Indonesian articles, non-research articles, publications outside the specified years, studies not addressing reward and punishment in relation to employee discipline, or those with low methodological quality were excluded. The results show five main effects. First, rewards have a positive, significant effect on employee discipline and performance. Second, punishment also has a positive and significant effect when applied fairly, as it can correct behavior and enhance employee compliance. Third, rewards are more effective than punishments in creating behavioral change. Fourth, work discipline acts as an intervening variable, strengthening the effects of rewards and punishments on performance. Fifth, the proportional and fair application of rewards and punishments can increase motivation, compliance, and employee performance in public organizations.
Love on the Clock: Workplace Romance, Happiness, Fun at Work, and Job Performance among Millennial and Gen Z Employees Nadia, Fiona Niska Dinda; Akbar, Rasyidi Faiz
Golden Ratio of Human Resource Management Vol. 6 No. 2 (2026): March - July
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grhrm.v6i1.1796

Abstract

This study investigates the positive role of workplace romance in enhancing job performance among Millennial and Generation Z employees across multi-organizational settings in Indonesia. Using a quantitative approach with 370 respondents who have experienced workplace romance, the research tests a mediation model where workplace happiness and fun at work serve as affective mechanisms linking romance to performance. The findings reveal that, when consensual and well-managed, romantic relationships at work can foster emotional support, engagement, and stronger social bonds, leading to improved job outcomes. The study’s novelty lies in reframing workplace romance—not as a risk factor—but as a potential emotional and motivational resource, particularly within collectivist cultures and younger generational cohorts. It is among the first to empirically demonstrate the dual mediating roles of workplace happiness and fun at work, contributing to both Affective Events Theory and the Broaden-and-Build Theory of Positive Emotions. The study offers theoretical insights and practical implications for organizations navigating relational dynamics in Indonesia’s rapidly evolving workforce.
How Talent Management and Career Development Significantly Influence Employee Turnover Intention Bernanto, Sigit; Rahmayanti, Rima
Golden Ratio of Human Resource Management Vol. 6 No. 2 (2026): March - July
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grhrm.v6i2.2034

Abstract

Employee turnover remains a pressing issue in contemporary human resource management, even in organizations that provide a supportive and conducive work environment. This study is driven by the phenomenon in which employees working under relatively favorable conditions still develop the intention to leave and eventually resign to pursue better career opportunities elsewhere. Such turnover disrupts established teamwork and collaboration, as organizations must rebuild team dynamics with replacement employees, potentially reducing overall performance and productivity. This research therefore examines the influence of talent management and career development on employee turnover intention at PT X in Karawang. A quantitative approach with a survey method was employed. Data were collected through questionnaires distributed to 75 employees consisting of professional staff, managerial, and executive-level employees. The data were analyzed using descriptive statistics and multiple linear regression with the assistance of SPSS (Statistical Package for the Social Sciences). The descriptive results indicate that talent management and career development at PT X are generally perceived as moderately effective. However, lower scores were identified in indicators related to the management of declining performance, clarity of job descriptions and performance standards, and transparency of short-term and long-term career paths. Employees also show a tendency to seek additional income or alternative employment opportunities. Hypothesis testing confirms that talent management and career development significantly affect turnover intention, both partially and simultaneously. The correlation coefficient (R) of 0.704 indicates a strong relationship, while the Adjusted R² of 0.482 shows that 48.2% of turnover intention is explained by the independent variables. These findings emphasize the importance of structured talent management and transparent career development systems in strengthening employee retention and sustaining organizational performance.

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