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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 197 Documents
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Authentic vs. Servant Leadership and Generation Z Employee Engagement in the Indonesian Hospitality Industry: A JD-R and SET Perspective Alisha Mohammad Imraan; Muhammad Hamdi
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.v6i2.2190

Abstract

This study examines the effects of authentic leadership and servant leadership on employee engagement among Generation Z employees in the Indonesian hospitality sector, with job satisfaction serving as a mediating mechanism. Drawing on the Job Demands–Resources (JD-R) model and Social Exchange Theory (SET), this study argues that authentic leadership functions as a psychological job resource, while servant leadership operates as a social and developmental resource that shapes employees’ work attitudes. A purposive sample of 206 frontline Generation Z hospitality employees in Yogyakarta, Indonesia, was collected through a structured self-administered questionnaire. The data were analyzed using partial least squares structural equation modeling (PLS-SEM) with bootstrapping techniques. The results indicate that authentic leadership positively affects employee engagement (β = 0.399, t = 2.943, p = 0.003) and job satisfaction (β = 0.433, t = 2.769, p = 0.006). Servant leadership significantly affects job satisfaction (β = 0.500, t = 3.172, p = 0.002), but its direct effect on employee engagement is not significant (β = 0.212, t = 1.507, p = 0.132). Job satisfaction also positively influences employee engagement (β = 0.335, t = 2.637, p = 0.008) and mediates the relationships between both leadership styles and employee engagement. These findings suggest that authentic leadership directly strengthens employee engagement, whereas servant leadership enhances engagement primarily through increased job satisfaction. This study contributes to the leadership and hospitality literature by clarifying the distinct motivational pathways through which values-based leadership supports Generation Z employee engagement.
Analysis of Transformational Leadership in the Strategy for Developing Civil Servant Competence in National Institute of Public Administration Alisya Dwi Purwanti; Laode Rudita
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.v6i2.2228

Abstract

The leadership crisis amidst demands for transformational leadership in developing the competencies of state civil servants (ASN) presents a strategic challenge to fostering high-quality human resources in pursuit of Golden Indonesia 2045. This study aims to analyze the role of transformational leadership in addressing the transformation of civil servant competency development and formulating relevant strategies. This study uses a qualitative approach through a literature review, examining secondary data such as government regulations, official reports, and academic articles from 2020 to 2026 related to ASN leadership and competency development, analyzed using descriptive-qualitative analysis and thematic synthesis based on elements of transformational leadership. The results show that transformational leadership plays a significant role in driving organizational change through charismatic, inspirational, and adaptive traits, and that civil servant competency development is a strategic imperative that must be integrated with organizational goals. In addition, there are various challenges, such as the digital divide, resistance to change, low learning motivation, and lack of integration of learning systems. Therefore, effective strategies include developing an ASN learning ecosystem, implementing an ASN Corporate University, and strengthening the role of BPSDM as a driver of talent development and a knowledge center. This analysis demonstrates that civil servant competency is a key catalyst for sustainable bureaucratic reform. To foster a truly agile, adaptive, innovative, and results-oriented apparatus, the government must treat competency development not as an isolated administrative routine, but as an integrated, mandatory, and strategic investment. Transformational leadership strategies act as a key driver for dismantling institutional silos and accelerating bureaucratic reform. Therefore, learning organizations require a learning ecosystem and a civil service corporate university (ASN Corpu).
Optimizing Civil Servant Performance Management through Internal Compliance Distance Learning Program Victorianus Mario Isdianto Bimo Adi; Nabila Syafira; C. Cedaryana
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.v6i2.2272

Abstract

While in public sector organizations, internal compliance is regarded as one of the main human resource control mechanisms in supporting the implementation of effective public sector performance management, it is suspected that there is weak empirical evidence of whether or not distance learning as a scaled-up technique for building competency is effective in producing behavioral change among the Civil Servants (ASN), let alone effective in its ability to produce performance outcomes. The purpose of this study is to conduct an evaluation of the Distance Learning Program (PJJ) implementation and effectiveness in terms of skill change at the level of behaviors after training at these Directorate General of Customs and Excise. The study used a quantitative method that used a 360-degree questionnaire and asked 29 alumni, their supervisors and colleagues to complete the questionnaire at a level 3 (behavioral) post-training evaluation approach, instrument validity was confirmed by Cronbach's Alpha testing, competitor change was found by comparing the pre-test and post-test results. The results indicate that average competency score of respondents before undergoing the training ranged from 7.43–8.22 and after training ranged from 9.17–9.49 in various sub-activities, while respondents also supported that the training was able to transfer knowledge and change their behavior in the workplace. These findings theoretically contribute to the limited literature on the relationship between the outcomes of distance learning and the performance management of civil servants' compliance efforts in the public sector and provide policymakers evidence on how to continue developing and scaling distance-based training in the scope of integrated civil servant competency development strategies.
The Role of Social Support in the Relationship Between Job Insecurity and Turnover Intention Among Gen-Z Online Motorcycle Taxi Drivers in Pontianak City Ritna Kurnia; Sunardi Ginting
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.v6i2.2274

Abstract

This study aims to analyze the role of social support as a moderating variable in the relationship between job insecurity and turnover intention among Generation Z online motorcycle taxi drivers in Pontianak City. This study employed a quantitative approach using a snowball sampling technique, involving 126 respondents. Data were collected through a Likert-scale questionnaire and analyzed using WarpPLS 0.7 software. The results indicate that job insecurity has a positive and significant effect on turnover intention (β = 0.43; p < 0.01), suggesting that higher levels of perceived job insecurity increase individuals’ intention to leave their current jobs. Interestingly, social support also has a positive and significant effect on turnover intention (β = 0.149; p = 0.043), indicating that, in this context, social support does not necessarily reduce employees’ intention to leave but may instead encourage them to pursue more stable employment alternatives. However, the moderating effect of social support on the relationship between job insecurity and turnover intention is not statistically significant (β = −0.084; p = 0.169). The R² value of 0.25 indicates that the variables examined explain 25% of the variance in turnover intention.
Influence of Employee Learning on Career Growth: The Mediating Role of Employee Performance among Working Students at Universitas Terbuka Yulia Zakhiatul Aufa; Mia Ayu Gusti
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.v6i2.2524

Abstract

Rapid technological advancement and changing labor market demands have increased the importance of continuous learning to maintain career growth, particularly among employees pursuing higher education while working. This study investigates the direct effect of employee learning on career growth and examines the mediating role of employee performance in this relationship among working students at Universitas Terbuka. A quantitative approach with a causal research design was employed. The population consisted of active working students at Universitas Terbuka, and a sample of 160 respondents was selected using incidental sampling. Data were collected using a structured questionnaire using a five-point Likert scale. The research instrument was adapted from Yoopetch et al. (2021), comprising six indicators of employee learning, six indicators of employee performance, and four indicators of career growth. Data were analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS 4. The results indicate that employee learning has a positive and significant effect on career growth (β = 0.523, p < 0.001) and employee performance (β = 0.692, p < 0.001). Employee performance also has a positive and significant effect on career growth (β = 0.192, p = 0.016) and partially mediates the relationship between employee learning and career growth (indirect effect β = 0.133, p = 0.017; VAF = 20.27%). The findings extend Human Capital Theory by demonstrating that employee performance serves as an important mechanism through which investment in employee learning is translated into career growth. Practically, the study suggests that organizations should strengthen continuous learning initiatives and support employees pursuing higher education, while Universitas Terbuka should continue providing flexible learning systems that enhance students' workplace performance and long-term career development.
The Role of Employee Engagement in Mediating the Effect of SHRM, Leadership Effectiveness, and Training and Development on HR Performance Management Ahmad Zaelani Adnan; Ipa Hafsiah Yakin Ipa; P. Paroli
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.v6i2.2537

Abstract

This study aims to analyze the factors influencing human resource performance management in private manufacturing companies in Garut Regency. The study focuses on the effect of Strategic Human Resource Management, Leadership Effectiveness, and Training and Development on HR Performance Management, with Employee Engagement as a mediating variable. This research employed a quantitative approach using a survey method by distributing questionnaires to employees of private manufacturing companies. The data were analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) with the assistance of SmartPLS. The results indicate that Strategic Human Resource Management and Leadership Effectiveness have a positive effect on Employee Engagement, while Training and Development has a negative effect on Employee Engagement. Furthermore, Employee Engagement has a positive effect on HR Performance Management and is proven to mediate the relationship between Strategic Human Resource Management, Leadership Effectiveness, and Training and Development on HR Performance Management. These findings indicate that employee engagement is an important factor in improving the effectiveness of human resource performance management. This study implies that companies need to strengthen their human resource management strategies and leadership effectiveness, while also reevaluating training and development programs to ensure that they are more relevant to employee needs and job demands. Therefore, effective human resource performance management can be achieved through the continuous improvement of employee engagement. These findings are consistent with previous research showing that Employee Engagement is an important variable in explaining HR Performance Management.
The The Influence of Non-Financial Rewards on Employee Motivation: A Reflective-Formative Hierarchical Component Model Approach Mochammad Kevin Zola; Didin Hikmah Perkasa
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.v6i2.2541

Abstract

This study aims to examine the influence of non-financial rewards on employee motivation using a Reflective-Formative Hierarchical Component Model (HCM) approach. Non-financial rewards have become increasingly important in modern human resource management as organizations recognize that financial compensation alone is insufficient to sustain long-term employee motivation. This research addresses a critical gap in the literature by conceptualizing non-financial rewards as a multidimensional higher-order construct comprising Recognition and Appreciation, Career Development Opportunity, Work Flexibility, and Supportive Work Environment. Data were collected from 162 active employees in Indonesia through an online self-administered questionnaire using purposive sampling. Structural Equation Modeling-Partial Least Squares (SEM-PLS) with a Two-Stage Approach was employed to analyze the data. The results indicate that Non-Financial Rewards have a positive and significant influence on Employee Motivation (β = 0.611; t = 15.070; p = 0.000), with a large effect size (f² = 0.597). Recognition and Appreciation (weight = 0.601; p = 0.000) and Supportive Work Environment (weight = 0.338; p = 0.012) significantly contribute to the formation of Non-Financial Rewards, while Career Development Opportunity does not (weight = 0.246; p = 0.097). Work Flexibility was excluded from the model due to poor internal consistency (Cronbach's Alpha = 0.189). The model explains 37.4% of the variance in employee motivation (R² = 0.374) and demonstrates predictive relevance (Q²predict = 0.141–0.246). This study contributes to the Self-Determination Theory literature by empirically demonstrating how non-financial rewards collectively fulfill the basic psychological needs of autonomy, competence, and relatedness. The findings provide practical implications for organizations in designing effective non-financial reward systems.

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