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Annals of Human Resource Management Research
Published by Goodwood Publishing
ISSN : -     EISSN : 27748561     DOI : https://doi.org/10.35912/ahrmr
Core Subject : Economy, Science, Social,
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences
Annals of Human Resource Management Research (AHRMR) is an international, peer-reviewed, and scholarly journal which publishes high-quality research to answer important and interesting questions, develop or test theory, replicate prior studies, explore interesting phenomena, review and synthesize existing research and provide new perspective aimed at stimulating future theory development and empirical research across the human resource management discipline.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Perilaku Organisasi dan Menejemen Sumber Daya Manusia
Articles 3 Documents
 1 
Search results for , issue "Vol. 6 No. 1 (2026): March" : 3 Documents clear
Mapping Sustainability Performance in the Hospitality Industry: A Systematic Literature Review and Future Research Agenda Miati, Ni Luh Putu Mita; Ariyanto, Dodik; Widanaputra, Anak Agung Gde Putu; Putri, I Gusti Ayu Made Asri Dwija
Annals of Human Resource Management Research Vol. 6 No. 1 (2026): March
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i1.3038

Abstract

Purpose: This study aims to identify the main indicators, influencing variables, analytical techniques, and regional trends of sustainability performance in the hospitality industry. Methodology: This study adopts a Systematic Literature Review (SLR) method using the Scopus database as the primary source. Articles were searched through Boolean keyword techniques, screened with PRISMA guidelines, and analysed using descriptive synthesis to map indicators, variables, and methods applied in prior studies. Results/Findings: The review shows that environmental, economic, and social performance remain the most dominant indicators, whereas cultural sustainability is rarely addressed. Green Human Resource Management (GHRM), Corporate Social Responsibility (CSR), and environmental management are the most studied variables. In contrast, green intellectual capital and spiritual capital have not been examined in the hospitality sector, although they show potential relevance. SEM-PLS is identified as the most frequently applied analytical tool, and most studies are concentrated in developing countries. Conclusions: The findings emphasize the need for further research into cultural sustainability and the inclusion of intellectual and spiritual capital in hospitality sustainability practices. The dominance of environmental, economic, and social factors suggests that a broader, more integrated approach is necessary. Limitations: This review is limited to English-language articles indexed in Scopus and excludes non-English or unpublished studies. Contributions: This study makes both theoretical and practical contributions. Theoretically, it expands sustainability research in hospitality by integrating knowledge-based and value-based resources. Practically, it guides hotel managers and policymakers, especially in culturally rich destinations, to incorporate cultural heritage, intellectual capital, and spiritual values into sustainability practices.
Cascade of Misalignment: Understanding Coaching Erosion in Hierarchical Organizations Pramana, Iwan
Annals of Human Resource Management Research Vol. 6 No. 1 (2026): March
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i1.3240

Abstract

Purpose: This study explores why coaching initiatives fail to deliver sustained developmental impact in hierarchical and compliance-driven organizations using the Indonesian banking sector as a context. Research Methodology: This qualitative study was conducted in Indonesia using Gioia’s methodology to examine why coaching initiatives do not deliver sustained developmental impact in hierarchical banking organizations. Data were collected through semi-structured interviews with 23 professional coaches and triangulated with classroom observations and peer debriefing. The data were manually coded using Microsoft Excel (no software-based CAQDAS was used). Thematic analysis was applied to identify first-order concepts, second-order themes, and aggregate dimensions using interpretive logic. Results: Coaching becomes ineffective as a cascade of misalignment starts with role confusion and behavioral gaps, escalating into symbolic and reactive implementation, and culminating in cultural and structural barriers, such as fear of openness and strategic drift. These dynamics create a recursive breakdown that weakens coaching effectiveness despite formal institutional support. Conclusions: Coaching ineffectiveness in hierarchical organizations emerges not from isolated deficiencies, but from a cumulative cascade of misalignment across individual understanding, managerial practice, and structural–cultural conditions. Limitations: This study focuses on a specific sector (banking) and draws data primarily from coach perspectives. Broader generalizability may require further multi-actor and cross-industry studies. Contributions: This study contributes to human resource development (HRD) theory by offering a multilevel explanation of coaching erosion and proposing a conceptual framework to help organizations realign coaching strategies with structural and cultural realities.
Inclusive and Responsive Strategies for Advancing the Human Resource Paradigm Toward Indonesia's Golden Vision Tahier, Ilham; Nadirah, Andi; Harahap, Burhanuddin
Annals of Human Resource Management Research Vol. 6 No. 1 (2026): March
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i1.3465

Abstract

Purpose: The transformation of human resources (HR) towards the vision of Golden Indonesia 2045 requires a strategic approach to human resource management that is both flexible and effective. Research Methodology: A structured questionnaire with a Likert scale was used to collect quantitative data. The research data of 73 students majoring in management at the University of Muhammadiyah Palopo were processed using statistical analysis based on partial least squares structural equation modeling (SEM) with the SmartPLS application. This research was conducted from March to April 2025. Results: This study examines how Generation Z perceives the role of Inclusive HR (X1) in shaping organizational phenomena, revealing that this variable does not exert a significant or beneficial influence on the paradigm of Indonesia's golden vision (Y). Meanwhile, the Responsive HR (X2) research variable has been shown to have a positive and significant impact on the Golden Indonesia HR Paradigm (Y). Furthermore, the Impactful HR variable (X3) has a significant and positive effect on the Golden Indonesia HR Paradigm (Y). Conclusions: The higher the level of responsiveness of HR in dealing with external changes, such as digital transformation, demographic shifts, and labor market dynamics, the greater its contribution to the direction and strategic framework of national human resource development. Limitations: This indicates that Indonesia's HR transformation requires a holistic HR approach: inclusive in engagement, responsive to change, and having a real impact on organizations and society. Contributions: For HR practitioners and policymakers, these findings mean that HR must become an agent of strategic change, training programs, reward systems, and talent development must be directly related to national human resource development macro targets, and HR must evaluate the social impact of policies, such as inclusivity and product development.

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