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Focus of Human Resource Management Journal
Published by Universitas Dehasen Bengkulu
ISSN : -     EISSN : 31241506     DOI : 10.70963/FOHRM
Core Subject : Economy,
Economics, Econometrics & Finance
Focus of Human Resource Management Journal is a peer-reviewed, open-access outlet dedicated to advancing theory and practice in Human Resource Management (HRM) and adjacent organizational domains. We welcome rigorous empirical, conceptual, and methodological contributions with clear scientific and practical implications for organizations across private, public, and non-profit sectors.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 6 Documents
 1 
Comparison of Employee Workloads Partners of Pt. Telkom Bengkulu Region Pratama , Arif Rahman Danu; Soleh, Ahmad; Febliansa, M. Rahman
Focus of Human Resource Management Journal Vol. 1 No. 1 (2026): February
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

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Abstract

This study discusses the comparison of workload between partner employees of PT. Telkom Bengkulu, namely Trans Dana Profitri (Squad DEFA) and Mitratel (Squad BRAVO). Workload is understood as both physical and mental demands that must be balanced with employee capacity to maintain optimal performance. The differences in responsibilities between the two partners result in variations in workload levels, where supervisors and administrative staff often experience workloads above the standard, while technicians remain relatively within the standard. The research method used was descriptive quantitative, with data collected through observation, interviews, documentation, and questionnaires. The sample consisted of 36 respondents, comprising 24 employees from Mitratel and 12 employees from Trans Dana Profitri. The data were analyzed using data adequacy test, data uniformity test, Independent Sample t-Test, F-test, coefficient of determination (R²), and effective workload calculations based on standard working hours according to the Regulation of the Minister of Finance No. 175/PMK.01/2016. The results showed that the workload for supervisory and administrative positions reached 180%, which ideally should be handled by two employees but in practice is only performed by one person. Meanwhile, the workload of technicians was 110%, which is still within the acceptable standard. Overall, Trans Dana Profitri employees bear a heavier workload compared to Mitratel employees, as they are directly responsible for managing digital energy devices and network maintenance, which could cause widespread service disruptions (GAMAS) if not addressed. These findings emphasize the importance of redistributing workload and adding employees in overloaded positions to ensure efficiency and service quality at PT. Telkom Bengkulu.
The Influence Of Job Satisfaction And Leadership On Employee Loyalty At PT. Elap, Empat Lawang Regency Yodista, Yodista; Susanti, Neri; Kurniawan, Kimas
Focus of Human Resource Management Journal Vol. 1 No. 1 (2026): February
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

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Abstract

This study aims to analyze the influence of job satisfaction and leadership on employee loyalty, both partially and simultaneously. The method used is a quantitative approach with PT ELAP employees as the research object. The results of the study are expected to provide theoretical contributions in the development of human resource management science and practical benefits for companies in designing strategies to increase employee loyalty. This study is limited to the variables of job satisfaction, leadership, and employee loyalty based on the theories of Sallas-Valilla (2021), Northouse (2021), and Ariani (2023), with a focus on the context of local private companies in Empat Lawang Regency. The research sample includes all 47 PT ELAP employees, who were sampled using a census method to obtain comprehensive results. Data were analyzed through validity tests, reliability tests, multiple linear regression, t-tests (partial), F-tests (simultaneous), and coefficients of determination (R²) to determine the effect of independent variables on the dependent variable, both partially and simultaneously. The results of this study prove that high job satisfaction and effective leadership can increase employee loyalty at PT ELAP, Empat Lawang Regency. Practically, companies are advised to improve employee well-being, strengthen leadership qualities, and create a positive work environment to foster employee commitment and retention. Academically, this research contributes to the development of human resource management, particularly regarding the role of job satisfaction and leadership in building long-term employee loyalty.
The Influence Of Work-Life Balance, Work Ethic, And Human Relations On Employee Productivity At The Seluma Regency Education And Culture Office Marwanto, Marwanto; Anggriani, Ida; Gayatri, Ida Ayu Made E.
Focus of Human Resource Management Journal Vol. 1 No. 1 (2026): February
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

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Abstract

To achieve optimal productivity, employees must possess knowledge, skills, abilities, and positive behaviors in carrying out their duties. Increasing employee productivity is influenced by several factors, such as work-life balance, work ethic, and human relations. The purpose of this study was to determine the effect of work-life balance, work ethic, and human relations on employee productivity at the Seluma Regency Education and Culture Office. The sample in this study was 81 employees at the Seluma Regency Education and Culture Office who had become civil servants. Data collection used a questionnaire, and the analysis methods used were multiple linear regression, determination tests, and hypothesis testing. The results of the multiple regression test showed a positive trend with the regression equation Y = 5.715 + 0.184X1 + 0.398X2 + 0.306X3 + 3.592. Variable X1 (Work-Life Balance) has a significant effect on Y (Work Productivity), as evidenced by the significance value of 0.036 <0.05. Therefore, it can be concluded that Hypothesis 1 is accepted. Variable X2 (Work Ethic) has a significant effect on Y (work productivity) this can be seen from the significance value of 0.000 <0.05. then it can be concluded that hypothesis 2 is accepted. Variable X3 (human relations) has a significant effect on Y (work productivity) this can be seen from the significance value of 0.001 <0.05, then it can be concluded that hypothesis 3 is accepted. The results of the simultaneous test then H0 is rejected and Ha is accepted, between the independent variables namely X1 (work life balance), X2 (work ethic), X3 (human relations), have a significant effect together on work productivity (Y) because the significance value of 0.000 is small from 0.05.
The Influence Of Employee Branding And Organisational Citizenship Behaviour (OCB) On Employee Job Satisfaction At The Education And Culture Office Of Seluma Regency Ayu, Hesi Putri; Anggriani , Ida; Zoniarti, Zoniarti
Focus of Human Resource Management Journal Vol. 1 No. 1 (2026): February
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

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Abstract

There is involvement of various factors that influence employee job satisfaction, namely both factors originating from within themselves or factors related to the organizational or government environment. Both contribute to employees in positioning themselves to contribute to the organization where they work. The purpose of this study is to determine the effect of employee branding and Organizational Citizenship Behavior (OCB) together on employee job satisfaction at the Seluma Regency Education and Culture Office. The sample in this study was 81 ASN at the Seluma Regency Education and Culture Office. Data collection used a questionnaire and the analysis methods used were multiple linear regression, determination test and hypothesis test. The results of multiple regression show a positive regression direction with Y = 10.581 + 0.300X1 + 0.467 X2 +3.789. Employee branding has a significant influence on employee job satisfaction at the Seluma Regency Education and Culture Office because the significance value of 0.000 is smaller than 0.05. This illustrates that the increasing employee branding will also increase employee job satisfaction. Organizational Citizenship Behavior (OCB) has a significant influence on employee job satisfaction at the Seluma Regency Education and Culture Office because the significance value of 0.000 is smaller than 0.05. This illustrates that the higher the Organizational Citizenship Behavior (OCB), the higher the employee job satisfaction. Employee branding and Organizational Citizenship Behavior (OCB) have a significant simultaneous influence on employee job satisfaction at the Seluma Regency Education and Culture Office because the significance value of 0.000 is smaller than 0.05. 
Pengaruh Etos Kerja, Gaya Kepemimpinan, Dan Reward Terhadap Kinerja Pegawai Dinas Perpustakaan Dan Kearsipan Kabupaten Seluma Paramita, Sita; Anggriani, Ida; Effendi , Bahman
Focus of Human Resource Management Journal Vol. 1 No. 2 (2026): August
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

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Abstract

This research is motivated by the importance of improving employee performance at the Seluma Regency Library and Archives Service in providing optimal public services, one of which is influenced by internal and external factors such as work ethic, leadership style, and the reward system implemented. This study aims to examine the influence of work ethic, leadership style, and rewards on employee performance at the Library and Archives Office of Seluma Regency. This research is quantitative in nature, using questionnaires and analysis methods. The population in this study consists of all employees of the Library and Archives Office of Seluma Regency, totaling 35 people, with the sampling technique using a census sampling method. Data were collected through questionnaires and then analyzed using validity and reliability tests, multiple linear regression, coefficient of determination, and hypothesis testing with the assistance of SPSS 24 software. The results of the multiple regression testing all showed an increase from a value of 0, meaning there is a positive and direct relationship from the coefficients of work ethic (X1), leadership style (X2), and reward (X3). The t-test results showed that Work Ethic (X1) had a t-count of 2.472 > t-table 1.692 and a significance of 0.019 < 0.05, the Leadership Style (X2) test showed t-count 2.064 > t-table 1.692 and significance 0.047 < 0.05, and the Reward (X3) test showed t-count 2.054 > t-table 1.692 and significance 0.048 < 0.05. Based on the comparison of the F-count value with the F-table value, the F-count is greater than the F-table value, namely 4.452 > 2.660; therefore, it is concluded that the hypothesis is accepted, meaning there is a simultaneous effect of Work Ethic (X1), Leadership Style, and Reward (X3) on the performance (Y) of employees at the Seluma Regency Library and Archives Office. This is evident from the significance level of 0.010 < 0.05. Thus, work ethic, leadership style, and rewards have a positive and significant effect on employee performance, both partially and simultaneously.
The Role Of Digital HR In Improving Indonesian Human Resource Competence In The Era Of Industry 4.0 Transformation Azuwandri, Azuwandri
Focus of Human Resource Management Journal Vol. 1 No. 1 (2026): February
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

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Abstract

The transformation of Industry 4.0 has fundamentally changed the way organizations manage human resources, requiring employees to possess higher levels of digital and adaptive competencies. In Indonesia, many organizations still face challenges in preparing a workforce that is able to respond to rapid technological disruption. This study aims to analyze the role of Digital Human Resources (Digital HR) in improving Indonesian human resource competence in the era of Industry 4.0 transformation.This research applies a quantitative approach with an explanatory design. Data were collected through questionnaires distributed to employees and HR practitioners in organizations that have implemented Digital HR practices. The variables examined include digital recruitment, digital learning and development, digital performance management, and HR analytics as dimensions of Digital HR, while human resource competence is measured through technical, digital, and behavioral competencies. The data were analyzed using multiple regression/SEM to examine the influence of Digital HR on HR competence.The results indicate that Digital HR has a positive and significant effect on the improvement of human resource competence. Among the dimensions, digital learning shows the strongest contribution, followed by HR analytics and digital recruitment. The findings highlight that technology-based HR management plays a strategic role in developing competitive Indonesian human resources. This study provides practical implications for organizations to strengthen Digital HR implementation in order to support sustainable competency development in the Industry 4.0 era.

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