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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 190 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.
Impact of Leadership Style, Organizational Culture, and Work Motivation on Employee Performance Hadyu, Rena Alfatih Dinul; Susanti, Anis
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.v6i2.2107

Abstract

Employee performance plays a crucial role in ensuring the success of public service delivery at the village government level, particularly in response to increasing demands for professionalism and accountability. In public sector organizations, leadership style, organizational culture, and work motivation are considered key factors influencing employee performance. Therefore, this study aims to examine whether leadership style, organizational culture, and work motivation have significant effects on employee performance in village offices in Ajibarang Subdistrict. This research employs a quantitative approach using a causal research design. Data were collected through questionnaires distributed to village office employees selected using a random sampling technique. Multiple linear regression analysis was used to test the hypotheses, supported by classical assumption tests. The results indicate that leadership style has a significant positive effect on employee performance. Organizational culture and work motivation also have significant positive effects on employee performance. Simultaneously, leadership style, organizational culture, and work motivation significantly influence employee performance. These findings highlight the importance of strengthening effective leadership, fostering a supportive organizational culture, and enhancing employee motivation to achieve optimal performance and improve the quality of public services in village government institutions.
Isomorphic Pressures, Top Management Support, and Human Resource Information System (HRIS) Adoption: A Symmetric and Asymmetric Approach Annan-prah, Elizabeth; Addo, Joshua; Fudzi, Michael; Andoh, Alfred
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.v6i2.1339

Abstract

This study examines external pressures, or isomorphic pressures, that influence organizations to adopt HRIS, considering the mediating role of top management support. Using selected public and private organizations in the Central Region of Ghana, a total of 209 responses were collected for analysis. Both symmetric (PLS-SEM) and asymmetric (fsQCA) approaches were employed to examine how isomorphic pressures and TMS predict HRIS adoption. The PLS-SEM results show that coercive and normative pressures predict HRIS adoption and are partially mediated by TMS. The fsQCA results further identify combinations of pressures and TMS that equally predict HRIS adoption. This study supports the extant, consistently conclusive evidence on the relevance of TMS to successful adoption. Additionally, managers can leverage the pressures necessary for adoption decisions in the appropriate conditions.
Strategic ESG-Driven HR Practices: Effects of ESG Integration on Employee Performance, Well-Being, and Human Capital Outcomes Tabita, I Dewa Ayu Tita Permata; Gayatri, I Gusti Agung Sasih
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.v6i2.2045

Abstract

The Balinese hospitality industry faces challenges in improving employee performance amidst global competition and increasing sustainability expectations. This study investigates how ESG (Environmental, Social, and Governance) practices integrated into HR strategies can improve employee performance and well-being. We developed a structural model that examines the causal relationships between Environmental Practices, Social Practices, Governance Practices, and Employee Performance & Well-Being. Using a quantitative cross-sectional approach with PLS-SEM (Partial Least Squares Structural Equation Modeling), we analyzed data from 366 permanent employees at 38 five-star hotels in Bali selected through stratified random sampling. The results showed that all seven hypotheses were statistically supported (p < 0.001) with R² = 0.944 for employee performance, indicating that social practices have the strongest direct effect on performance (β = 0.346), environmental practices most strongly encourage governance development (β = 0.472), and governance practices mediate approximately 30% of the total effects of ESG on performance. The model reveals dual influence mechanisms: intrinsic motivation pathways (70% dominant) and organizational justice pathways (30% complementary). Theoretical implications show that integrated ESG practices create competitive advantage through enhanced employee outcomes, with specific applications for developing country contexts. Managerial implications provide a four-phase strategic roadmap for implementing ESG-HR practices in hotels, with expected cumulative performance improvements of up to 80%. Hotels can achieve significant competitive advantages through superior employee performance, reduced turnover, enhanced reputation, and stronger sustainability positioning that create sustainable value for employees, organizations, and society.
Work–Life Balance in the Automotive Industry: The Effects of Job Stress, Job Satisfaction, and Organizational Commitment Andiyana, Egi; Mutiarani, Dessy Putri; Haryoko, Andrean Eko; Lumbantobing, Ischak P
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.v6i2.2067

Abstract

This research investigates the determinants of work–life balance by emphasizing the role of quality of work life, with job stress, job satisfaction, and organizational commitment serving as mediating variables within the automotive industry in Tangerang Regency, Indonesia. A quantitative approach was adopted through a survey design involving 180 employees employed in the automotive sector. The data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) to examine the interrelationships among the constructs and to assess the proposed structural framework. The results demonstrate that quality of work life plays a pivotal role in alleviating job stress while concurrently improving employees’ levels of job satisfaction and organizational commitment. In addition, job stress, job satisfaction, and organizational commitment were found to significantly influence employees’ work–life balance. These findings indicate that work–life balance is shaped not only by organizational conditions but also by employees’ psychological states and work-related attitudes arising from their perceptions of the work environment. From a theoretical standpoint, this study advances the literature by offering deeper insight into the processes through which quality of work life influences work–life balance via psychological and affective mechanisms. Practically, the results provide important guidance for managers in the automotive industry in developing policies that enhance quality of work life, thereby promoting employee well-being and supporting long-term organizational sustainability.
The Influence of Ambidextrous Leadership on Innovation Work Behavior at PT Petrokimia Gresik: The Mediating Role of Work Engagement and Moderating Role of Climate for Innovation Dzaudanilislam, Achmad Afa; Choirunnisa, Zuyyinna Noor; Harjono, Ansell Cohen
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.v6i2.2172

Abstract

This research is motivated by the phenomenon of misalignment between the high administrative participation of employees in innovation activities and the contraction of financial performance at PT Petrokimia Gresik. The purpose of this study is to analyze the role of Ambidextrous Leadership in improving employee Innovation Work Behavior, specifically examining the mediating effect of Work Engagement and the moderating effect of Climate for Innovation. Methodology: This study uses a causal explanatory quantitative approach. A total of 464 organic employees were involved as respondents, selected through purposive sampling to ensure participants had relevant innovation experience. Data analysis was conducted using Structural Equation Modeling (SEM) with AMOS software and Bootstrapping estimation. Findings: The results show that Ambidextrous Leadership and Work Engagement have a positive and significant effect on Innovation Work Behavior. Work Engagement significantly mediates the influence of Ambidextrous Leadership on Innovation Work Behavior. Additionally, Climate for Innovation negatively moderates the relationship between Ambidextrous Leadership and Innovation Work Behavior, indicating a redundancy effect due to the organization's well-established innovation system. Theoretically, this study expands the understanding of innovative behavior antecedents through Dynamic Capabilities Theory. Practically, the results provide strategic input for management to formulate dual-focus leadership training and improve psychological well-being to accelerate impactful innovation.
Digital Leadership, Organizational Support, and Non-ASN Employee Performance: The Mediating Role of Job Satisfaction Ramadhan, Anwari Firdaus; Suratman, Maman
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.v6i2.2126

Abstract

Digital transformation in the public sector is crucial, but the 2023 National SPBE Index ranked it "sufficient" and West Java Province ranked it "good." This creates a gap in human resource competency and technology utilization, exacerbated by low digital literacy among regional employees. Empirically, there was a decline in digital leadership scores, organizational support, job satisfaction, and performance of non-civil servant employees in Department X, West Java Province, during the 2024–2025 period, indicating suboptimal implementation of digital transformation. The main problem lies in the lack of synergy between leadership's digital orientation and organizational support, such as limited budgets, training, facilities, and reward systems, which impacts employee job satisfaction and performance. This study used quantitative methods by distributing questionnaires to 62 employees and then analyzing them using structural equation modeling to examine the relationships between variables.Digital leadership and job satisfaction were rated good, organizational support very good, and employee performance fair. Digital leadership and job satisfaction significantly improved performance, while organizational support had no direct effect. However, both digital leadership and organizational support positively influenced job satisfaction, which mediated their impact on performance. In conclusion, performance improvement is more effectively achieved by strengthening digital leadership and increasing job satisfaction, rather than relying solely on organizational support.

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