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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 334 Documents
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Village Head Leadership in Creating Professional Village Apparatus through Human Resource Management Awaludin Awaludin; Amirudin Amirudin
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.3896

Abstract

Purpose: This study aims to analyze the role of village head leadership in realizing professional village apparatus through the implementation of Human Resource Management (HRM) in village government. Research Methodology: This study adopted a qualitative descriptive approach conducted in a purposively selected village government institution. Data were collected from 30 key informants through in-depth interviews, observations, and documentation and analyzed using qualitative data analysis techniques. Results: The findings indicate that village head leadership plays a strategic role in improving the professionalism of the village apparatus through HRM practices, including task allocation based on competence, capacity development, performance evaluation, and enforcement of work discipline. Leadership characterized by integrity and exemplary behavior strengthens work ethics and accountability among the village apparatus. Conclusions: Effective village head leadership, supported by systematic HRM practices, contributes significantly to the realization of a professional village apparatus and the improvement of village governance quality. Limitations: This study is context-specific and based on a qualitative approach in a single village, which may limit its generalizability. The findings rely on self-reported perceptions, which may involve subjectivity. Contributions: This study contributes to the public sector human resource management literature, particularly in the context of village governance, and provides practical insights for strengthening leadership and HRM practices at the village level.
Improving Human Resource Performance Through Digital Inclusion: An Integrated Approach Agung Budi; Irwan Prayitno; Nuraeni Nuraeni
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.3921

Abstract

Purpose: This study aims to investigate how Talent Management, Knowledge Management, and Transformational Leadership influence Human Resource (HR) performance, specifically examining the role of digital inclusion as a mediating factor. Research Methodology: Using a quantitative associative approach, data were collected via surveys from 257 private bank employees in Banten. Statistical analyses were conducted to measure the relationships between variables. Results: The findings revealed that Talent Management and Transformational Leadership significantly boosted HR performance. Although Knowledge Management has a weaker direct impact, digital inclusion acts as a vital mediator that strengthens the positive effects of both leadership and talent strategies on overall performance. Conclusions: Digital inclusion is essential in modern HR strategies. To achieve peak performance, organizations must not only lead and manage talent effectively, but also ensure that employees are digitally integrated and competent. Limitations: This study is limited to the private banking sector in a specific geographical area (Banten), which may limit the generalizability of the results to other industries. Contributions: This research contributes to the field of strategic HR Management by highlighting the necessity of digital competencies. This study provides practical insights for banking executives and HR practitioners to prioritize digital integration for sustainable competitive advantage.
The Role of Transformational Leadership, High-Performance Work Systems, and Psychological Capital in Work Engagement Marsono Marsono; Dewi Puspaningtyas Faeni; H M Kemalsyah
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.3928

Abstract

Purpose: This study examines the direct and indirect effects of Transformational Leadership (TL), High-Performance Work Systems (HPWS), and Psychological Capital (PsyCap) on Job Involvement (JI), with Work Engagement (WE) as the mediating mechanism. Research Methodology: This study used a quantitative method and survey design. All 300 active personnel of the 461st Pasgat Battalion of the Indonesian Air Force who met the minimum service requirements were included as respondents. Data were collected using a structured questionnaire and analyzed using SEM-PLS with bootstrapping. Results: TL, HPWS, and PsyCap significantly and positively influenced WE. Work Engagement (WE) also had a significant positive effect on JI. TL, HPWS, and PsyCap had significant direct effects on JI. The indirect effect results show that WE partially mediate the relationships between TL, HPWS, PsyCap, and JI, indicating that stronger leadership, better HR systems, and stronger psychological resources improve job involvement more effectively when they first increase engagement. Conclusions: Job involvement in the studied military unit is strengthened directly by leadership, high-performance work systems, and psychological capital, and indirectly through work engagement. Therefore, WE function as a key explanatory mechanism in the model. Limitations: The study is limited to one military unit, uses self-reported cross-sectional data, and does not include other contextual predictors such as job demands, leadership climate, or perceived organizational support. Contributions: This study reinforces the importance of integrating TL, HPWS, and PsyCap development to improve WE and JI in military settings. It also encourages future studies to adopt mixed-method approaches.
Human Resource Management in Realizing Blue Ocean Strategy: A Case Study of Global-Oriented MSMEs Suwarno Suwarno; Ronal Aprianto
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.3951

Abstract

Purpose: This study aims to examine how Strategic Human Resource Management (SHRM), HR Innovation and Creativity, and Global Orientation influence the implementation of the Blue Ocean Strategy among globally oriented MSMEs in Indonesia. Research Methodology: This study used a quantitative approach with an explanatory design. Data were collected through a survey of 154 MSME actors selected using purposive sampling. The analysis employed Structural Equation Modeling-Partial Least Squares (SEM-PLS) using SmartPLS 4.0 software. Results: The findings revealed that Strategic Human Resource Management and Global Orientation significantly and positively affect Blue Ocean Strategy implementation. Meanwhile, HR Innovation and Creativity show a non-significant result, indicating that individual creativity alone cannot drive strategic outcomes without organizational support. Conclusions: Strategic HR practices and a global mindset are key factors for MSMEs to create new market opportunities and support innovative value. Limitations: The study is limited by the sample size and focus on globally oriented MSMEs, which may restrict generalization to other contexts and countries. Contributions: This study contributes to the strategic management and human resource literature in emerging economies and provides practical insights for MSME owners and policymakers to strengthen competitiveness through strategic HR investment.
Leadership Dynamics and Institutional Management in Digital Innovation: Reflections on Ciamis Regency Public Services Fitri Melawati; Rikha Murliasari; Loso Judijanto; Arif Saefudin; Akhlaqur Rahman
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.3953

Abstract

Purpose: This study aimed to analyze the role of leadership and institutional design in supporting the successful implementation of digital public services in Ciamis Regency, West Java, Indonesia. Research Methodology: A qualitative research approach was adopted. The study was conducted in Ciamis Regency, involving the Communication and Informatics Office, Population and Civil Registration Office, and sub-district office. Data were collected through in-depth interviews, direct observation for one month, and document analyses. NVivo 12 Plus software was used to analyze and categorize the qualitative data. Triangulation techniques were used to ensure data validity and reliability. Results: The findings show that effective leadership plays a key role in digital transformation through vision-setting, change management, security assurance, performance evaluation, and collaboration building. Institutional design also supports digitalization through strategic planning, adaptive organizational structures, regulatory frameworks and the establishment of digital service teams. Conclusions: Successful digital public service implementation requires a strong synergy between visionary leadership and adaptive institutional management. Technology alone is insufficient without organizational readiness and strategic direction. Limitations: This study is limited to one regional context and relies mainly on qualitative data. Contributions: This study contributes to digital governance, public administration, and policy development by offering practical insights for policymakers and government institutions to improve sustainable digital public services.
The Effectiveness of Counter-Narratives in Information Warfare: A Systematic Review for National Security Resilience Jay Aryaputra Singgih; Robby Mochamad Taufik; Guntur Eko Saputro
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.3973

Abstract

Purpose: This study aims to systematically identify and evaluate the effectiveness of various counter-narrative strategies in responding to the threats of disinformation and hybrid warfare, given that information warfare has evolved into a cognitive threat targeting public psychology and the pillars of democracy. Research Methodology: Using the Systematic Literature Review (SLR) method, this study analyzed 20 core articles selected from the Dimensions database (screened from 8,425 initial results) with a publication range of 2023–2025. Data were synthesized using thematic analysis. Results: The findings indicate that the effectiveness of counter-narratives is not determined by their intrinsic factual truth but rather depends heavily on the alignment of the narrative with the worldview and media consumption habits of the target audience. Conclusions: This study concludes that effective counter-narrative strategies have shifted from reactive responses (debunking) to proactive interventions (pre-bunking) and strategic leadership narratives (statecraft) over the years. Successful implementation requires a coordinated, AI-enabled response architecture, which presents a fundamental dilemma for democracies regarding the balance between national security and freedom of speech. Limitations: This study was limited to academic literature indexed in the Dimensions database, potentially excluding relevant grey literature or closed policy documents. Contributions: This study provides strategic insights into the evolution of information warfare responses, highlighting the necessity of proactive measures and ethical challenges in protecting democratic values against cognitive threats.
Adaptive Performance in Public Sector Reform: Psychological Capital and Work Engagement Dini Aprilia Palupi; Riani Rachmawati
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.4000

Abstract

Purpose: This research is intended to analyze how psychological capital influences adaptive performance among civil servants affected by bureaucratic simplification, both directly and indirectly through work engagement. The analysis focuses on adaptive performance at the dimensional level to identify specific psychological mechanisms operating in a public sector reform context. Research Methodology: The study was conducted at the Coordinating Ministry for Economic Affairs, Indonesia, using a quantitative cross-sectional survey design. Data were gathered from 165 civil servants whose positions shifted from structural to functional roles following bureaucratic reform. Psychological capital was measured using the Compound Psychological Capital Scale (CPC-12), work engagement using the Utrecht Work Engagement Scale (UWES-9), and adaptive performance using a multidimensional adaptive performance scale. Structural equation modeling (SEM) with SmartPLS was employed to analyze the data. Results: Psychological capital significantly enhances work engagement and positively affects all dimensions of adaptive performance. However, work engagement does not significantly influence interpersonal adaptability and training effort. Consequently, work engagement only partially mediates the relationship between psychological capital and adaptive performance. Conclusions: Psychological capital plays a central role in strengthening adaptive performance during bureaucratic simplification, although engagement operates unevenly across adaptive dimensions. Limitations: The findings should be interpreted with caution due to the cross-sectional design and single-organization context, which may limit causal inference and generalizability. Additionally, the use of self-reported data in this study may introduce potential bias. Contributions: This study extends psychological capital theory to public sector reform and provides dimensional-level evidence relevant to public administration and human resource development.
Gen Z OCB: Ethical Leadership’s Impact via Ethical Climate and Organizational Commitment in Indonesia’s Manufacturing Ratih Anggraini; Sun Bun; Ferdinand Nainggolan
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.4043

Abstract

Purpose: This study investigates the influence of ethical leadership on Organizational Citizenship Behavior (OCB) among Generation Z employees in Indonesia's manufacturing industry. Its key novelty lies in the simultaneous examination of ethical climate and organizational commitment as dual mediators, an approach rarely explored among Gen Z workers in the manufacturing sector of a developing economy, addressing a critical gap in the organizational behavior literature. Research Methodology: A survey of 350 Generation Z employees (aged 21–27) from manufacturing companies in Batam City was conducted via online questionnaire (Google Forms) from November 2024 to February 2025. Data were analyzed using Structural Equation Modeling with Partial Least Squares (SEM-PLS) using SmartPLS 4.0. Results: Ethical leadership positively and significantly influenced the ethical climate and organizational commitment. Both mediators positively and significantly influenced organizational citizenship behavior. Organizational commitment is a stronger mediator than ethical climate in linking ethical leadership to OCB. The research model strongly predicted OCB. Conclusions: Manufacturing firms should invest in ethical leadership development, transparent ethical policies, and emotional bonds with Generation Z employees to improve talent retention and organizational performance. Limitations: The findings are limited to Generation Z employees in Batam's manufacturing sector, potentially restricting generalizability to other regions, industries, or generational cohorts in Indonesia. Contributions: These findings help manufacturing managers and HR practitioners leverage ethical leadership to boost OCB through organizational commitment and an ethical climate. Theoretically, this study advances organizational behavior research by validating dual mediation in an underexplored Indonesian industrial context.
Prophetic Leadership and Local Culture on Employee Performance Mediated by Organizational Commitment Abdul Basir
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.3232

Abstract

Purpose: This study aims to examine the impact of prophetic leadership and local culture on employee performance, with organizational commitment as a mediating variable, at the Central Java Provincial Culture and Tourism Office. Methodology: An associative research design was used, sampling all 88 employees via saturation sampling. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to assess the relationships among variables. Results: Prophetic leadership significantly influenced both organizational commitment and employee performance. Local culture significantly affects organizational commitment but has no direct impact on performance. Organizational commitment positively impacts employee performance and mediates the relationship between prophetic leadership and performance, and between local culture and performance. Conclusions: Aligning prophetic leadership with local cultural values strengthens organizational commitment, which, in turn, enhances employee performance. Effective performance improvement requires the integration of leadership, culture, and organizational goals. Limitations: Misalignment or ineffective management of prophetic leadership and local culture may reduce employee commitment and performance, highlighting the double-edged nature of these factors when organizational expectations are unmet. Contributions: This study demonstrates that prophetic leadership, which emphasizes moral and ethical values and local culture rich in wisdom, positively contributes to employee performance. Organizational commitment reinforces these effects, acting as a bridge between leadership, culture, and performance. Novelty: This study provides insights into how leaders adopting prophetic leadership aligned with local cultural values can enhance employee performance through strong organizational commitment, offering a novel integrative perspective on leadership, culture, and performance in the public sector.
Mediation Role of Employee Innovation and Job Satisfaction on Performance Based on Employee Creativity Kosasih Kosasih; Yuki Kustian; Novi Elprina; I Made Wira; Eatmiati Ariska
Annals of Human Resource Management Research Vol. 6 No. 2 (2026): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6i2.3270

Abstract

Purpose: This study aims to examine the partial and simultaneous effects of team member creativity on innovation, job satisfaction, and performance, as well as the mediating roles of innovation and job satisfaction in the relationship between creativity and performance. Methodology: The study used a census of 137 employees as both the total population and sample. Data analysis techniques included descriptive statistics, validity and reliability tests, classical assumption tests (normality and multicollinearity), t-tests, F-tests, and path analysis. Results: The findings indicate that team member creativity has a positive and significant effect on innovation and job satisfaction. Creativity, Innovation, and job satisfaction also have significant positive effects on performance, both in parallel and in combination. Furthermore, Innovation and job satisfaction mediate the effect of creativity on performance. Conclusions: This study concludes that employee creativity significantly influences performance both directly and indirectly through innovation and job satisfaction, with both mediating variables strengthening the effect of creativity on the employee performance. Limitations: This study is limited by challenges in accurately measuring complex constructs such as creativity, innovation, and job satisfaction, as well as difficulties in establishing clear causal relationships among variables. Contributions: This study highlights the mediating roles of innovation and job satisfaction in translating team member creativity into improved performance, providing organizations with insights to enhance team member outcomes. Novelty: This study integrates creativity as an antecedent of innovation and job satisfaction, which jointly influences performance, emphasizing the mediating mechanism between these variables.

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