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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 364 Documents
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Strategic Human Resource Management Practices and Teacher Performance: Evidence from Indonesian Secondary Schools Ika Ruhana; Hefry Johan Ferdhianzah
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p17-36.2026

Abstract

Purpose: This study aimed to analyze the effect of Strategic Human Resource Management (SHRM) on teacher performance, with work motivation as a mediating variable. Methodology: This quantitative research was conducted at public senior high schools in East Java Province, Indonesia, involving 350 respondents who were selected proportionally. Data were collected using structured questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0 software. Results: The results show that SHRM has a significant positive effect on both work motivation and performance. Additionally, work motivation partially mediated the relationship between SHRM and teacher performance. These findings confirm that strategic HR practices, including planning, training, performance appraisal, and reward systems, can enhance teachers’ intrinsic and extrinsic motivation, leading to better professional performance. Conclusions: This study concludes that integrating SHRM into educational management is essential to improve teaching quality and institutional competitiveness. Limitations: The limitations of this study lie in its cross-sectional design, which cannot capture long-term behavioral changes. Contributions: This study contributes to the development of educational Human Resource Management (HRM) theory and provides practical guidance for school leaders in implementing structured Human Resource (HR) practices, such as continuous training, performance-based evaluation, and reward systems. At the policy level, the findings offer insights for education authorities to design integrated teacher-management systems aligned with the Indonesia’s Merdeka Belajar policy framework.
How Transformational Leadership Shapes Job Satisfaction Among Millennial Educators in Indonesia: Evidence from Yogyakarta Hodi Hodi; Faisal Faisal; Siti Mahmudah; Aprilya Fitriani
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p185-197.2026

Abstract

Purpose: This study examines how transformational leadership influences intrinsic motivation and job satisfaction among millennial educators in Yogyakarta, Indonesia, and explores how these relationships are shaped by educators’ work experiences and local educational contexts. Research Methodology: This study employed a sequential explanatory mixed-methods design. Quantitative data were collected through an online survey involving 82 millennial educators from formal and nonformal educational institutions and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). To deepen the interpretation of the statistical results, qualitative data were obtained through semi-structured interviews with ten selected informants. Results: Transformational leadership positively influenced intrinsic motivation and job satisfaction. However, intrinsic motivation did not significantly affect job satisfaction, indicating no mediating effect. Qualitative findings highlight trust, autonomy, personal attention, supportive communication, and inspirational leadership as key factors enhancing job satisfaction. Conclusions: Transformational leadership directly contributes to job satisfaction, whereas intrinsic motivation plays a limited role as a mediating mechanism in this context. Limitations: This study is limited by its relatively small sample size and focus on urban educational institutions in Yogyakarta, which may limit the generalizability of the findings. Contributions: This study provides contextual evidence of transformational leadership in Indonesian education and offers practical insights for developing adaptive, empathetic, and participatory leadership practices for millennial educators.
Quality of Work Life, Leadership, and Culture in Employee Performance Enhancement Yuni Pratikno; Bambang Nurakhim; Jazuli Juwaini; Fatqul Hajar Aswad; Maulana Arief Rachman Hakim
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p109-129.2026

Abstract

Purpose: This study examines the influence of Quality of Work Life (QWL), Job Satisfaction, and Transformational Leadership on team member performance in private companies, with Organizational Culture as a mediating variable. It also integrates Social Exchange Theory (SET), Organizational Support Theory (OST), Ability Motivation Opportunity (AMO) Theory, and Resource-Based View (RBV) to explain performance mechanisms. Methodology: Using a quantitative Partial Least Squares Structural Equation Modeling (PLS-SEM) approach, data were collected from 105 employees of Indonesian private companies via purposive sampling. The respondents had at least one year of experience. SmartPLS 3.29 was used for validity, reliability, collinearity, and bootstrapping analyses for hypothesis and mediation testing. Results: QWL has a significant positive direct effect on performance, whereas Job Satisfaction and Transformational Leadership do not. Organizational Culture significantly mediates the effects of Job Satisfaction and Transformational Leadership on performance, but not QWL. Organizational Culture also has a significant direct effect on performance. Conclusions: Performance improvement depends on individual factors and organizational culture, QWL directly affects performance, whereas Job Satisfaction and Transformational Leadership influence it indirectly via Organizational Culture. Limitations: The small sample size, cross-sectional design, and self-reported data limit the generalizability of the findings. Contributions: The study integrates SET, OST, AMO, and RBV, clarifies inconsistent findings, and offers managerial implications for strengthening organizational culture and leadership development.
The Adaptive Turn in Public HRM: Managing Generational Diversity for Productivity in Nias Regency Fatolosa Hulu; Yamolala Zega; Odaligoziduhu Halawa
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p199-214.2026

Abstract

Purpose: This study investigates adaptive leadership strategies for managing generational diversity (Generation X, Millennials, and Generation Z) within the context of local public bureaucracy, using a mixed-methods case study of the Department of Population and Civil Registration in Nias Regency. It examines how leadership practices respond to different values, communication styles, and work expectations across generations in public institutions. Research Methodology: A mixed-methods approach with an exploratory sequential design (QUAL, then QUAN) was employed. The qualitative phase used semi-structured interviews with three key informants (the department head and two division heads), while the quantitative phase administered a structured survey to 50 employees across generational cohorts. Qualitative data were analyzed using thematic analysis across ten leadership domains, and quantitative data were analyzed using descriptive, correlation, and regression analyses, with the two strands being integrated through triangulation. Results: The findings revealed that adaptive leadership, manifested through flexible decision-making, empathetic cross-generational communication, and competency-based empowerment, fostered an inclusive environment, enhanced work engagement, and reduced intergenerational conflict. Conclusions: Adaptive leadership transforms generational diversity into social capital, thereby enhancing organizational performance and cohesion in multigenerational public sector environments. Limitations: This study focused on a single case in Nias Regency, which may limit the generalizability of the findings to other local government agencies or regions. Contributions: This study provides insights for public sector management in Indonesia on leveraging flexible leadership models and adaptive skill training to bridge generational gaps and optimize organizational effectiveness.
Employee Performance: The Role of Organizational Culture, Satisfaction and Motivation Gilbert Nainggolan; I Ketut Sirna; Ayi Muhiban; I Made Dwi Adnyana
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p1-16.2026

Abstract

Purpose: This study aimed to examine the effects of organizational culture, job satisfaction, and work motivation on employee performance in the hotel service sector. Given the inconsistent findings of previous studies, this study clarifies the relative contributions of these variables within the hospitality industry context. Methodology: This study adopted a quantitative survey approach. Data were collected from 112 hotel employees across various departments using a structured questionnaire measured on a five-point Likert scale. The data were analyzed using multiple regression analysis with SPSS version 27. Results: The findings show that organizational culture, job satisfaction, and work motivation positively and significantly affect employee performance. The regression model explained 62.1% of the variance in employee performance. Organizational culture had the strongest influence, followed by job satisfaction and work motivation. Conclusions: Employee performance in the hospitality industry is influenced by organizational values, job satisfaction, and employee motivation. Hotel management should strengthen a service-oriented organizational culture, improve employee satisfaction, and maintain motivation to enhance service performance. Limitations: This study is limited to the hotel service sector and uses a modest sample size, which may restrict its generalizability. Future studies should involve broader hospitality settings, larger sample sizes, and additional variables. Contributions: This study provides empirical insights into the organizational and psychological factors that shape employee performance in the hospitality industry. It also offers practical directions for hotel managers through service-oriented culture, fair rewards, career development, and employee engagement programs.
The Effect of Workplace Spirituality on Generation Z Employees' Holistic Well-Being in Kupang Creative Economy Ni Putu Nursiani; Aldarine Molidya; Rolland E Fanggidae
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p173-183.2026

Abstract

Purpose: This study analyzes the effect of workplace spirituality on the holistic well-being of Generation Z employees in the creative economy sector in Kupang. Methodology: This study employed a quantitative explanatory approach with a cross-sectional survey design conducted in Kupang City, NTT. The measurement instruments included the Workplace Spirituality Scale, Work and Meaning Inventory (WAMI), Utrecht Work Engagement Scale (UWES), WHO-5 Well-Being Index, and Spiritual Well-Being Scale. Data from 76 Generation Z creative economy actors were analyzed using the SEM-PLS. Results: Workplace spirituality exerted a positive and significant direct effect on holistic well-being (β = 0.351, p < 0.001). It also significantly predicted meaningful work (β = 0.439) and work engagement (β = 0.626). Both mediators positively influenced holistic well-being, with work engagement emerging as the dominant mediator (indirect β = 0.212). Conclusions: Workplace spirituality serves as a critical psychological resource that enhances the holistic well-being of Generation Z creative workers. The integration of spiritual values, meaningful work, and engagement supported by local cultural values such as gotong royong is essential for sustainable and humane work environments in Eastern Indonesia. Limitations: The relatively small sample size (n = 76) and cross-sectional design limit causal inferences and generalizability to other regions or sectors. Contributions: This study extends the JD-R framework by integrating workplace spirituality and Indonesian local cultural values into a holistic well-being model applicable to Generation Z in emerging creative economy contexts.
Service Quality on Madura Roadside Stall Based on Servqual Model Arif Julianto Sri Nugroho; Abdul Haris; Ummu Hany Almasitoh; Agus Santoso; Tasari Tasari; Anna Febrianty Setianingtyas; Dandang Setyawanti; Hersulastuti Hersulastuti; Nor Zunaini Abd Kadir
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p235-247.2026

Abstract

Purpose: This research aims to measure customer service satisfaction at Madura roadside stall on Klaten Indonesia and Kuala Lumpur Malaysia by testing the gap between service quality expectations and customer perceptions of the quality of service Research Methodology: The model test includes quantitative testing of a sample of 100 Madura roadside stall customers in Klaten, Indonesia, and Kuala Lumpur, Malaysia. The sampling technique was carried out using purposive sampling during the 2 months of  activities. Quantitative tests carried out in the research include testing the validity and reliability of the questionnaire and quantitative tests confirming the SERVQUAL model. Results: The research show that all dimensions in the Servqual test including physical evidence, responsiveness, reliability, assurance and empathy all still have a negative gap value with an average value of - 57.27 points Conclusions: This study’s results on the five dimensions have not satisfied customers. The physical evidence of the quantitative test had the largest gap value of – 75.50 points. Limitations: This research has limitations as the object of observation is only two Madura roadside stalls at Klaten and Kuala Lumpur through customer perceptions and satisfaction, so the model cannot be generalized more widely. Contributions: This study provides context-specific evidence of SERVQUAL gaps in micro-retail settings and identifies priority areas for service improvement. The Madura roadside stall in Klaten and Kuala Lumpur must prioritize improvements to improve service quality in the largest negative value dimension, followed by improvements in the next negative order to increase consumer satisfaction.
Strengthening Maritime Domain Awareness Through Human Capital and Organizational Capability in Indonesia Avando Bastari; Okol Sri Suharyo
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p57-75.2026

Abstract

Purpose: Indonesia’s position as the world’s largest archipelagic state makes Maritime Domain Awareness (MDA) a critical element of national resilience. This study aims to evaluate Indonesia’s MDA readiness through a multi-layered analytical framework that integrates strategic, operational, and technological dimensions, with particular emphasis on human capital and organizational capability. Methodology: A mixed-method approach was employed, combining policy analysis, literature synthesis, and quantitative SWOT-based Internal–External Factor Analysis (IFAS–EFAS). Results: Indonesia’s MDA system demonstrates a moderately strong internal capability (IFAS = 2.95) and a favorable external environment (EFAS = 3.10), positioning the country in a progressive growth quadrant. However, significant gaps remain in interagency coordination, technological distribution, and human capital competencies, particularly in data analytics and in cross-sectoral integration. Conclusions: This study concludes that strengthening MDA requires an integrated strategy that combines institutional consolidation, technological modernization, and human capital development. In particular, this integration should be operationalized through the establishment of a unified interagency command structure, expansion of real-time maritime data fusion systems supported by AI-based analytics, and implementation of a standardized national competency framework to enhance cross-agency coordination and analytical capability. Limitations: This study is limited by its reliance on simulated IFAS–EFAS scoring and secondary data sources, which may not fully capture real-time institutional dynamics. Future research should incorporate primary data and longitudinal analyses to validate the model Contributions: The findings contribute theoretically by extending MDA analysis through a multi-layered resilience framework and practically by providing a policy-oriented roadmap for Indonesia’s maritime governance.
Hubungan Budaya Organisasi dengan Tingkat Penggunaan Aplikasi Artificial Intelligence pada Karyawan: Studi Empiris Widiastuti Widiastuti; Yessy Harun; Febi Nur Biduri; Eka Yuniar Ernawati
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p145-160.2026

Abstract

Purpose: This study examines the relationship between organizational culture and employees' actual use of Artificial Intelligence (AI) applications in the workplace. Methodology: A quantitative survey was conducted with 126 employees in Indonesia, selected through random sampling. Organizational culture was measured using innovation orientation, collaboration, adaptability, and openness to technology, whereas AI usage was assessed based on frequency, intensity, and practical application at work. Data were collected using a Likert-scale questionnaire and analyzed using validity and reliability tests, Pearson correlation, and simple linear regression. Results: The findings revealed a positive and significant relationship between organizational culture and AI usage (r = 0.626, p < 0.001). Regression analysis indicated that organizational culture accounted for 39.2% of the variance in AI usage (R² = 0.392). Conclusions: Organizational cultures characterized by innovation, collaboration, and openness to technological change promote higher AI adoption among employees. Effective AI implementation depends not only on technological readiness but also on supportive organizational environments. Limitations: The study is limited by its relatively small sample size and the use of a single independent variable, which may not fully explain the factors influencing AI usage. Contributions: This study contributes to the organizational behavior and information systems literature by providing empirical evidence of employee-level AI usage in Indonesia and offering practical insights for fostering a digital-ready culture that supports AI adoption and digital transformation.
Beyond Stated Values: How Leadership and Systems Shape Real Organizational Culture Michael Mncedisi Willie
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p161-172.2026

Abstract

Purpose: This study aims to explore how organizational culture is shaped and experienced in everyday workplace interactions, focusing on how leadership behavior influences the gap between stated values and actual practices. Methodology: A qualitative research approach within the interpretivist paradigm was used. Data were collected from publicly available professional commentary. The study applied thematic analysis with inductive coding to allow themes to emerge naturally. Trustworthiness was ensured through an iterative review and maintenance of an audit trail. Results: Five key themes were identified: culture under pressure, say–do alignment and trust, systems as cultural enablers, leadership as weather-making, and culture as shared construction. The results show that culture becomes most visible during challenging situations and is strongly influenced by leadership behavior. Organizational systems can either support or weaken cultural intentions, and daily interactions continuously shape culture. Conclusions: Organizational culture is not fixed but develops through ongoing interactions among leadership, systems, and employees. Small leadership actions play a critical role in aligning the stated values with actual behavior. Limitations: This study relied on secondary, publicly available data, which may limit the depth and contextual detail. Contributions: This study contributes to organizational behavior and leadership research by highlighting the importance of everyday leadership actions in shaping culture. It proposes the Micro-Moment Cultural Emergence Framework (MMCEF), which integrates leadership micro-moments, organizational systems, and employee sense-making into a single account of how culture is enacted and reshaped over time. This is useful for managers, organizations, and researchers seeking to better align values with practice.

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