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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 287 Documents
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Workplace Conditions and Organizational Commitment in Shaping Turnover Intention among Generation Z Employees Suyatno, Agus; Rokhimah, Rokhimah
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.v6i1.3672

Abstract

Purpose: This study examines the determinants of turnover intention among Generation Z employees in Indonesia and investigates the moderating role of organizational commitment in the relationship between job satisfaction and turnover intention Research Methodology: A quantitative survey was conducted using an online questionnaire distributed to 258 Generation Z employees with 6–12 months of work experience across various sectors in Indonesia. Data were analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS 4.0, employing validated measurement scales from prior studies. Results: The results indicate that work environment (? = –0.278, p = 0.000), work–life balance (? = –0.036, p = 0.049), job satisfaction (? = –0.421, p = 0.000), and organizational commitment (? = –0.129, p = 0.028) significantly reduce turnover intention. Conversely, workload (? = 0.024, p = 0.687) and salary satisfaction (? = 0.101, p = 0.265) show no significant effects. The moderating effect of organizational commitment on the relationship between job satisfaction and turnover intention is not significant (? = –0.011, p = 0.654). Conclusions: Turnover intention among Generation Z is primarily influenced by work environment, work–life balance, job satisfaction, and organizational commitment Limitations: The study is limited to early-career employees in Indonesia using cross-sectional data. Contributions: It contributes to HRM literature by clarifying key retention factors and testing the moderating role of organizational commitment in a generational context.
The Role of Green HRM and Leadership in Enhancing Pro Environmental Behavior Within Organizations Sudjaniah, Derah; Dandono, Yustinus Rawi; Jailani , Jailani; Sascha, Indira; Nasrullah , Nasrullah
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.v6i1.3676

Abstract

Purpose: This study examines how Green Human Resource Management (Green HRM) and Green Transformational Leadership (GTL) enhance employees' Pro-Environmental Behavior (PEB), with green motivation acting as a mediator and sustainability climate serving as a moderator. Research Methodology: A quantitative, cross-sectional survey was conducted with 390 employees from sustainability-oriented organizations. The data were analyzed using Partial Least Squares Structural Equation Modelling (PLS-SEM) to assess the relationships between green HRM, GTL, green motivation, sustainability climate, and PEB. Results: Both green HRM and GTL significantly enhance green motivation, which, in turn, is the strongest predictor of PEB. Furthermore, the sustainability climate moderates and strengthens the indirect effects of green HRM and GTL on PEB. The results highlight that leadership and HR practices, through motivation and a supportive environmental climate, drive employees’ engagement in environmentally responsible behavior. Conclusions: This study demonstrates that employees’ pro-environmental behavior is shaped by a combination of HR practices, leadership, motivation, and organizational climate. The findings emphasize the importance of aligning HRM and leadership strategies with sustainability goals to foster green behavior in organizations. Limitations: This study employed a cross-sectional design, which limits causal inferences. The use of self-reported data could also have introduced biases. Contributions: This study integrates mediation and moderation mechanisms into environmental organizational behavior research, providing a comprehensive model that links green HRM, GTL, green motivation, and sustainability climate to enhance PEB.
Effects of Reward and Punishment on Employee Performance in East Java Companies Mere, Klemens
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.v6i1.3680

Abstract

Purpose: This study synthesizes empirical evidence on how reward and punishment systems relate to employee performance in firms and MSMEs operating in East Java, Indonesia, and identifies the conditions under which these HRM mechanisms are most effective. Methodology: A PRISMA-guided systematic literature review searched Google Scholar, Garuda, SINTA-indexed journals, and university repositories for 2020–2025 studies focused on East Java business entities and the variables reward, punishment, and employee performance. Eligible full-text empirical studies were quality-appraised and synthesized using narrative synthesis. Results: Rewards improve performance when criteria are clear, measurable, and perceived as fair, aligning with expectancy and organizational justice. Punishment enhances discipline when sanctions are graded, proportional, and consistently enforced. However, reward effects weaken with ambiguous indicators or discretionary distribution, while punishment may backfire under stress or perceived injustice, creating fear and undermining motivation. The effectiveness of both systems depends on clear, consistent, and fair implementation. Conclusions: This PRISMA-guided review of studies from East Java (2020–2025) shows that reward and punishment systems improve employee performance based on clear indicators, consistency, and fairness, with rewards boosting motivation and punishments ensuring discipline. It provides regional insights on their effectiveness in East Java Limitations: The evidence base is dominated by cross-sectional, self-reported surveys and firm- or sector-specific samples, limiting causal inference and generalizability. Heterogeneous measures constraining quantitative pooling. Contributions: This review consolidates scattered findings from East Java, maps recurring patterns and boundary conditions, and provides context-sensitive implications for strengthening HRM and performance management.
Developing Human Resource Competitiveness in The Sharia Rural Bank Industry Based on Positioning Strategy Nugroho, Arif Julianto Sri; Tasari , Tasari; Setianingtyas, Anna Febrianty; Setyawanti, Dandang; Almasitoh, Ummu Hany; Amelia, Rizky Windar
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.v6i1.3699

Abstract

Purpose: This study explores the competitive excellence of human resources in Islamic Rural Banks (BPR Syariah) in the Soloraya region. It aims to identify marketing strategies to enhance public trust and satisfaction with the services provided by these banks in the industry 4.0 era, addressing the "eight percent trap". Research Methodology: This study uses a quantitative multivariate multidimensional scaling test to examine the competitive excellence of human resources in Islamic banking services, focusing on regional economic competitiveness in Selangor. The study involved 400 respondents from six Islamic BPRs using purposive sampling. The variables assessed included knowledge and technology, business competition, career development, and educational cost effectiveness. This study highlights the impact of human resource performance on Islamic banking services in the industry 4.0 era. Results: A positioning map of each Sharia BPR was created based on the competitive excellence of its human resources, both qualitatively and quantitatively. Conclusions: This competitive excellence positioning map can be used to create competitive strategies for each BPRS, thereby realizing a robust banking industry model that optimally contributes to business competitiveness and the increasing economic welfare of the Sharia community in the Selangor region. Limitations: This research has limitations as the object of observation is only six BPRS in the Soloraya region through customer perceptions and human resources, so the model cannot be generalized more widely. Contributions: The findings of the model can be used as material for strategic management science studies in the competitive realm of the BPRS industry based on the positioning tests.
The Influences of Organizational Unlearning and Business Model on Performance: fsQCA Approach Andoko, Andrey
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.v6i1.3728

Abstract

Purpose: This study aims to identify the configurational factors of organizational unlearning and business model innovation as the core factors that influence firm performance with an innovativeness orientation. Research Methodology: This study applies Fuzzy-set Qualitative Comparative Analysis (fsQCA) with 162 respondents at the firm level, collected from the top management of the traditional media industry. Results: No single factor contributes independently as a sufficient predictor of high firm performance in old and digital businesses. The joint presence of changing routines, innovating revenue models, and adapting cost structures is the most influential factor in achieving high firm performance in old and digital businesses. Conclusions: No single factor influences firm performance, indicating the existence of equifinality. The joint configuration of innovation, discarding old mind-sets, changing routines, adapting cost structures, and innovating revenue models will drive firm performance and ensure business sustainability. Limitations: Reliance on questionnaire data may cause bias, and the number of samples is limited because the study collected data at the firm level. Contributions: This study enriches the extant fsQCA method in organizational and entrepreneurship research.
Organisational Culture and Transformational Leadership Style: Impact on Employee Performance Kamaluddin, Kamaluddin; Ridwan, Akmal; M, Nurlianti; Munifa, Munifa
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.v6i1.3729

Abstract

Purpose – This research investigates how Organizational Culture and Transformational Leadership influence Employee Performance, and whether Culture strengthens the leadership-performance relationship. Design/methodology/approach – A quantitative method was applied, using survey data from 30 respondents. Multiple regression tested direct effects; hierarchical regression analyzed moderation. Validity and reliability were confirmed via Pearson correlation and Cronbach’s Alpha. Findings – Both Organizational Culture and Transformational Leadership significantly improve Employee Performance. Culture also acts as a positive moderator, meaning its presence amplifies leadership's effect on performance. The model has strong explanatory power. Research limitations/implications – The small sample may limit generalizability. Future studies should include larger, diverse samples and longitudinal designs to better assess causality. Practical implications – Organizations should concurrently develop strong cultures and transformational leadership, as their combined effect outperforms isolated efforts. Integrated HR and leadership programs are recommended. Social implications – Fostering such environments promotes ethical leadership, fairness, and well-being at work, supporting broader social sustainability goals. Originality/value – This study offers empirical evidence on both direct and interactive roles of culture and leadership, advancing beyond simple effect models and highlighting their synergy in driving performance.
The Influence of Work Discipline and Work Environment on Employee Performance in the Social Service Office of Palu City Indonesia Rahman, Abd.; Santamoko, Ruby; Umar, Muhammad
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.v6i1.3744

Abstract

Purpose: This study aims to examine the effect of work discipline and work environment on employee performance at the Social Service Office of Palu City. Improving employee performance in public sector institutions is essential to ensure effective public service delivery and organizational productivity. Research Methodology: This study used a quantitative survey approach involving 45 employees at the Social Service Office of Palu City as respondents. Data were collected through structured questionnaires and analyzed using multiple linear regression with IBM SPSS Statistics 25 to determine the influence of work discipline and work environment on employee performance. Results: The results indicate that work discipline and work environment have positive and significant effects on employee performance. Partially, work discipline shows a significant influence on employee performance (? = 0.421; p < 0.05), while the work environment also has a significant positive effect (? = 0.387; p < 0.05). Simultaneously, both variables significantly affect employee performance with an R² value of 0.62, indicating that 62% of the variation in employee performance can be explained by work discipline and work environment. Conclusions: The study concludes that improving work discipline and creating a supportive work environment can significantly enhance employee performance in public sector organizations. Limitations: This study is limited by the use of a cross-sectional design and a relatively small sample size. Contributions: This research contributes to the development of public administration and human resource management literature, particularly in understanding factors influencing employee performance in local government institutions.

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