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Perdana Wahyu Santosa
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Human Capital and Organizations
Published by Santoso Academy Network
ISSN : -     EISSN : 30263115     DOI : 10.58777/hco
Core Subject : Economy,
Economics, Econometrics & Finance
The Human Capital and Organizations HCO journal publishes peer-reviewed, open-access, theoretical, and empirical research articles on major human resources management HRM, leadership, talent, and organizational topics. The Journal of HCO mission is to offer a forum for the growing amount of scholarly research on human capital and development and behavior organizations in which they operate. The journal emphasizes theoretical advancements and their application and empirical, practical, and policy-oriented research in small and medium enterprises, corporations, government, and other local and international institutions and labor markets. The HCO journal examines various decisions, processes, and activities in the future of human capital management, organizational culture, and interaction with people and technology. The HCO journal examines various decisions, processes, and activities in the future of human capital management, organizational culture, and interaction with people and technology. The journal, published for researchers, scholars, and executives alike, aids the application of empirical research to practical situations and theoretical findings to the reality of the real world. The journal aims to promote communication among academic and other research groups, policymakers, and operational decision-makers at private and public institutions, national and worldwide, and their regulators. This journal is published online semi-annually with a continuous system October and April to keep authors and readers updated with the latest progress. If you have any questions about the journal, please chat on Whatsapp 081188809646 or/and email us info-hco@sanscientific.com. You are invited to keep us up-to-date on the most recent academic research and study areas.
Arjuna Subject : Ilmu Ekonomi, Ekonometrika dan Keuangan (semua kategori) - Ilmu Ekonomi, Ekonometrika dan Keuangan (Lain-Lain)
Articles 35 Documents
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Employee Morale and Its Organizational Determinants: Evidence from a Healthcare Clinic in Indonesia Ayesha Anggi Sulistyani; Efendy Zain
Human Capital and Organizations Vol. 4 No. 1 (2026): OCTOBER 2026
Publisher : SAN Scientific

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58777/hco.v4i1.433

Abstract

Employee morale is essential to workforce engagement and service quality in healthcare, where teamwork and commitment support patient care. Yet communication difficulties, development needs, and varying motivation may reduce enthusiasm for work. This study examines the effects of communication, work environment, employee development, and motivation on morale at Cahaya Amalia Pratama Clinic in North Bekasi, Indonesia. A quantitative causal survey was conducted with all 50 clinic employees. Primary data came from questionnaires, interviews, and observations; secondary data came from clinic records. Multiple linear regression was used, alongside instrument evaluation, classical assumption testing, and partial and simultaneous significance tests. Communication, employee development, and motivation were significant positive predictors of morale. The work environment had no statistically significant individual effect, suggesting that a generally favorable environment may not independently improve morale when other factors are considered. However, the four factors jointly explained employee morale. The study adds contextual evidence about the individual and combined roles of organizational factors in healthcare morale. The findings suggest that clinic management should prioritize clear internal communication, structured employee development, and sustained motivational support while maintaining conducive working conditions.  
Work-Life Balance, Organizational Communication, and Employee Performance: The Mediating Role of Organizational Commitment Prilly Putri Adelia N. Rachman; Lily Deviastri
Human Capital and Organizations Vol. 4 No. 1 (2026): OCTOBER 2026
Publisher : SAN Scientific

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58777/hco.v4i1.436

Abstract

This study examines the relationships of work-life balance and organizational communication with employee performance, focusing on the mediating role of organizational commitment. The research was conducted at CV. Jajanan Premium Nusantara, with 61 employees selected through saturated sampling. The study collected primary data using questionnaires and analyzed them with Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings indicate that work-life balance and organizational communication positively influence employee performance and organizational commitment. Organizational commitment also positively influences employee performance and mediates the relationships between work-life balance and employee performance, and between organizational communication and employee performance. These indirect effects suggest that balancing professional and personal responsibilities and fostering effective workplace communication can strengthen employees' attachment to the organization, which subsequently contributes to better performance. Beyond established direct relationships between workplace factors and employee performance, this study highlights organizational commitment as a complementary explanatory mechanism through which work-life balance and communication translate into performance outcomes. The findings provide practical insights for management to develop flexible work arrangements, improve internal communication, and strengthen employees' identification with organizational goals. These initiatives may help create a supportive work environment that encourages commitment and sustainable performance improvement.
Training, Work Behavior, and Work Ability in Employee Productivity: The Role of Work Environment Alicia Tri Gusmiarni; Joko Bagio Santoso; Maya Mustika
Human Capital and Organizations Vol. 4 No. 1 (2026): OCTOBER 2026
Publisher : SAN Scientific

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58777/hco.v4i1.596

Abstract

This study examines the relationships among training, work behavior, work ability, and employee productivity, with the work environment serving as a mediator at PT. Titian Bahtera Indonesia. Using a quantitative explanatory design, primary data were collected through an online questionnaire distributed via Google Forms. Respondents were selected using purposive sampling based on their work experience and involvement in operational activities. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. The findings indicate that training, work behavior, and work ability positively influence employee productivity. These factors also positively influence the work environment, which contributes to employee productivity. Regarding indirect relationships, the work environment significantly mediates the relationships between training and productivity and between work behavior and productivity. However, the work environment does not significantly mediate the relationship between work ability and productivity. This study contributes to the human resource management literature by integrating individual-related factors and workplace conditions into a single explanatory framework and showing that the work environment's indirect contribution varies across productivity determinants. Managerially, organizations should strengthen relevant training programs, encourage constructive work behavior, develop employee competencies, and maintain a supportive work environment to improve productivity.
When Satisfaction Drives Departure: Unpacking Turnover Intentions in Manufacturing Anugrah Pratama; Perdana Wahyu Santosa
Human Capital and Organizations Vol. 4 No. 1 (2026): OCTOBER 2026
Publisher : SAN Scientific

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58777/hco.v4i1.684

Abstract

This study was conducted to analyze the influence of perceived organizational support, work-life balance, work engagement, and job satisfaction on turnover intention. The study was designed as explanatory research. All respondents were employees of PT Indofood Sukses Makmur, Bogasari Division, with a sample of 90 employees. Data were collected using a questionnaire instrument. Data were analyzed using Partial Least Squares Structural Equation Modeling. The results showed a high fit (GoF = 0.556). The R² obtained (Perceived organizational support (POS), work-life balance, job satisfaction, and work engagement affect turnover intention) was 0.447. The relationship between variables (predictive relevance) is shown by the value (Q² = 0.446). From this study, it was found: (1) perceived organizational support has a negative and significant effect on turnover intention; (2) work-life balance does not affect turnover intention; (3) work engagement does not affect turnover intention; and (4) job satisfaction has a positive and significant effect on turnover intention.
Beyond Pay: How Compensation and Work Motivation Shape Employee Performance in an Indonesian Distribution Center Yuaniko Paramitra; Amanda Deswita Safitri
Human Capital and Organizations Vol. 4 No. 1 (2026): OCTOBER 2026
Publisher : SAN Scientific

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58777/hco.v4i1.689

Abstract

This study examines the relationship between compensation, work motivation, and employee performance at PT Tirta Investama Distribution Center Jatiasih. It addresses concerns about declining employee performance classifications and growing development needs. Drawing on Equity Theory and Self-Determination Theory, the study considers organizational rewards and employee motivation in a distribution-center setting. A quantitative cross-sectional survey was conducted with 64 purposively selected employees from a population of 104. Data were collected through structured questionnaires and analyzed using multiple linear regression. Compensation and work motivation were each positively associated with performance and jointly helped explain differences in performance within the sample. These findings support considering financial and non-financial rewards alongside motivational conditions in human resource management. The results do not establish causality, and questionnaire findings should be distinguished from historical company performance assessments. Declining performance classifications suggest that compensation and motivation may not fully explain operational outcomes, which may also reflect competencies, training, workload, supervision, and working conditions. The study recommends reviewing compensation fairness and transparency while strengthening employee development, recognition, and supervisory support. Its single-site, purposive, cross-sectional design limits generalizability; future research could use longitudinal methods and objective performance data.

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