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Noor Arifin
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jihrgeneratedp@gmail.com
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JOURNAL OF IDEALISTIC HUMAN RESORUCES
Published by Generate Digital Publishing
ISSN : -     EISSN : 31098134     DOI : http://doi.org/10.70764/gdpu-jihr
Core Subject : Economy, Science, Education, Social,
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Environmental Science Other
JIHR: Journal of Idealistic Human Resources provides a venue for high-quality manuscripts related to economics, management, and all aspects of human resource management. The editorial board encourages manuscripts that are international in scope and articles that are conceptual, evidence-based, and have policy impact. However, readers can also find papers that investigate issues with global relevance. JIHR is published by the publishing company "Generate Digital Publishing". JIHR starts publication in 2025. JIHR is an open-access journal which means that all content is freely available at no cost to the user or the institution. The scope includes empirical and theoretical articles related to issues in the field of human resource management around the world, e.g. organizational behavior, occupational psychology, or labor economics as long as they are related to the HRM literature. We pride ourselves on being globally inclusive and publishing work from parts of the world that are often overlooked in HRM research. We encourage authors to contextualize their research.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Perilaku Organisasi dan Menejemen Sumber Daya Manusia
Articles 6 Documents
 1 
DIGITAL FATIGUE AND EMPLOYEE PERFORMANCE IN THE ERA OF HYPERCONNECTIVITY : A CRITICAL REVIEW OF LEADERSHIP INTERVENTIONS Naviatus Sholikhah
Journal of Idealistic Human Resources Vol. 1 No. 1 (2025)
Publisher : Generate Digital Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70764/gdpu-jihr.2025.1(1)-03

Abstract

Objective: This research aims to critically examine the phenomenon of digital fatigue and its impact on employee performance in the era of hyperconnectivity. The main focus is directed at how the role of leadership - specifically transformational leadership and digital leadership can be an organizational strategic intervention in reducing the increasing digital fatigue. Research Design & Methods: Using a qualitative systematic literature review approach, this study synthesized 58 reputable scientific articles from the fields of Human Resource Management (HRM), organizational psychology, and digital leadership published between 2014 and 2024. Literature selection was conducted through the PRISMA protocol and analyzed using thematic coding and conceptual mapping techniques. Findings: The results of the study show that digital fatigue is not solely caused by the intensity of technology use, but due to the imbalance between high digital job demands and the lack of available digital resources. Job Demands-Resources (JD-R) and Conservation of Resources (COR) theories provide the basis for understanding how leadership can function as a resource caravan passageway, a channel that helps employees recover psychological energy and maintain performance. Transformational leaders play a role in providing emotional support and role clarity, while digital leaders shape flexible, inclusive, and ethical work structures in a digitised manner. Implications & Recommendations: Organizations need to view digital fatigue as a structural risk, not just an individual problem. It is recommended that leaders implement policies such as the right to disconnect, encourage mindful use of technology, and build work environments that support recovery. Leadership development programs should also include digital empathy and sustainable work design. Contribution & Value Added: This research extends the literature on digital well-being by linking leadership theory and employee resilience in the digital age. The main added value of this study lies in providing a conceptual framework that integrates hyperconnectivity, leadership, and resource-based interventions to maintain sustainable employee performance.
UNDERSTANDING HOW AI-DRIVEN INNOVATIONS RESHAPE HUMAN RESOURCE MANAGEMENT AND INFLUENCE ORGANIZATIONAL EFFECTIVENESS Calvin Nuril Musthofa
Journal of Idealistic Human Resources Vol. 1 No. 1 (2025)
Publisher : Generate Digital Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70764/gdpu-jihr.2025.1(1)-02

Abstract

Objective: This research aims to understand the use of Artificial Intelligence (AI) in the context of human resource management (HRM), identify the challenges of its integration, and explore its impact on operational efficiency, decision-making, and employee work experience. Research Design & Methods: This study used a qualitative approach through in-depth interviews and analysis of relevant literature. The data was thematically analyzed to explore employees' perceptions, hopes, and fears as well as the organization's strategy in adopting AI in HR. Findings: Findings show that AI has great potential in improving the effectiveness of HR management, especially in terms of process efficiency, decision-making accuracy, and personalization of employee experience. However, barriers such as lack of digital competency, reliance on conventional HR practices, and concerns about losing the human dimension remain crucial. Employees show mixed responses, ranging from enthusiasm for efficiency to anxiety about job security and dehumanization of work processes. Implications & Recommendations: This research recommends strengthening digital literacy and adaptive training for HR practitioners, developing ethical and human-centered AI integration policies, and the need for organizations to maintain a balance between technological efficiency and human touch in managerial practices. Contribution & Value Added: This research contributes to the conceptual and practical understanding of AI integration in HR management. The added value of this study is the presentation of a multidimensional perspective-both from the organization and employee side-in addressing digital transformation in the HR domain.
CRITICAL ELEMENTS OF SCHOOL LEADERSHIP AND HUMAN RESOURCE MANAGEMENT : A SYSTEMATIC REVIEW OF INFLUENCING FACTORS AND DEVELOPMENT STRATEGIES Afrizal Malna Isre
Journal of Idealistic Human Resources Vol. 1 No. 1 (2025)
Publisher : Generate Digital Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70764/gdpu-jihr.2025.1(1)-01

Abstract

Objective: This article aims to identify and synthesize critical elements of school leadership and human resource management (HRM) through a systematic literature review approach. The main focus is on the role of professional development as a capacity-building mechanism in improving leadership effectiveness and strategic HRM practices. Research Design & Methods: This study applied a Systematic Literature Review (SLR) approach by analyzing scientific literature from the past decade through the stages of identification, screening, eligibility, and inclusion, and analyzed using thematic and narrative synthesis. Findings: The review results indicate that continuous professional development—through models such as lesson study, peer coaching, and professional learning communities (PLCs)—has a significant impact on improving teacher capacity, strengthening instructional leadership, and forming distributive leadership. In addition, professional development contributes to teacher retention, talent identification, and learning-based performance evaluation systems. Internal factors such as organizational culture, leadership capacity, and team cohesion, as well as external factors such as national policies and global pressures (e.g., the pandemic and digitalization), also influence the effectiveness of implementation. Implications & Recommendations: These findings have implications for policymakers and school leaders to integrate professional development as a long-term institutional strategy. Key recommendations include the importance of systemic investment in technology-based training, the formation of professional learning communities, and support for instructional leadership at the school level. Contribution & Value Added: This article contributes theoretically to strengthening the relationship between educational leadership and human resource management practices in school settings. The added value of this study lies in the development of a conceptual framework that can serve as a foundation for educational policy development, leadership training planning, and future human resource strengthening strategies.
A SYSTEMATIC LITERATURE REVIEW ON CAREER DEVELOPMENT AND MILLENNIAL RETENTION: EXPLORING THE ROLES OF JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, AND EMPLOYEE EMPOWERMENT Ni'matul Jannah
Journal of Idealistic Human Resources Vol. 1 No. 1 (2025)
Publisher : Generate Digital Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70764/gdpu-jihr.2025.1(1)-04

Abstract

Objective: This study aims to systematically examine four key factors that influence millennial retention in organizations—career development, job satisfaction, organizational commitment, and employee empowerment—and to develop a conceptual framework as a reference for human resource management practitioners. Research Design & Methods: The results of the study indicate that career development is the factor most frequently associated with millennial retention. Job satisfaction acts as a mediator between working conditions and retention intentions. Organizational commitment, particularly affective commitment, is strengthened by an inclusive work culture and aligned organizational values. Employee empowerment plays a mediating and moderating role in the relationship between leadership, work engagement, and innovative behavior. Studies indicate that the combination of these four factors has a significant impact on the loyalty and performance of young employees. These findings emphasize that retention cannot be achieved through a single approach. Findings: This study suggests that HR policies should be redesigned with a focus on the work experience of millennials. Organizations need to develop personalized career programs, make job satisfaction a strategic indicator, build commitment through participatory leadership, and integrate empowerment into the work culture. Retention strategies should be based on values, the meaning of work, and recognition of individual contributions. Implications & Recommendations: This study provides conceptual contributions in the form of systematic mapping of the relationships between key variables in millennial retention. The added value of this study is the integration of psychological and structural approaches in retention strategies. This study also reinforces the importance of literature synthesis as the basis for evidence-based HR policy formation. The results can be used as a basis for developing more generationally relevant retention intervention models. Contribution & Value Added: This research contributes by systematically mapping key variables for millennial retention, integrating psychological and structural approaches as a basis for developing human resource policies and generational intervention models.
CONCEPTUALIZING THE CONTRIBUTION OF GREEN HUMAN RESOURCE MANAGEMENT IN STRENGTHENING INSTITUTIONAL NETWORKING FOR SUSTAINABLE AGRIBUSINESS IN INDONESIA Putri Dam'un Nabila
Journal of Idealistic Human Resources Vol. 1 No. 1 (2025)
Publisher : Generate Digital Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70764/gdpu-jihr.2025.1(1)-05

Abstract

Objective: This study aims to explore the strategic convergence between Green Human Resource Management (GHRM), Institutional Networks, and Green Dynamic Capabilities (GDC) in enhancing the sustainability and competitiveness of agribusiness organizations in developing countries. The main objective of this study is to develop an integrative framework that aligns internal processes, external collaboration, and adaptive capabilities to respond to environmental and market uncertainties in a sustainable manner. Research Design & Methods: This study employs a Systematic Literature Review (SLR) of 65 articles (2015–2024) to explore the links between GHRM, institutional networks, and Green Dynamic Capabilities (GDC) in agribusiness using thematic analysis, following PRISMA guidelines for rigor and transparency. Findings: The results of the study show that GHRM functions as an internal catalyst in shaping a pro-environmental organizational culture, while institutional networks provide an external platform for social legitimacy, policy synchronization, and knowledge exchange. GDC acts as a connector that enables organizations to effectively sense, seize, and reconfigure opportunities and resources. The synergistic interaction of these three elements strengthens organizational resilience, promotes sustainable value creation, and enhances the competitiveness of agribusiness in a dynamic environment. Implications & Recommendations: This study emphasizes the importance of institutionalizing Green Human Resource Management (GHRM) practices in agribusiness to encourage ecological innovation. GHRM needs to be strengthened through cross-stakeholder collaboration and dynamic capability development. Public policy should support the strengthening of the role of green human resources in building sustainable agribusiness in various geographical contexts. Contribution & Value Added: This study enriches the literature on sustainability management by proposing an integrative framework that links green HRM practices (micro), institutional engagement (meso), and strategic adaptation (macro), and combines the RBV, Institutional Theory, and Dynamic Capabilities approaches to support sustainable agribusiness transformation.
HUMAN-CENTERED ADAPTIVE LEADERSHIP AND ORGANIZATIONAL RESILIENCE IN THE ERA OF DIGITAL TRANSFORMATION: A DECADE OF INTEGRATIVE REVIEW AND FUTURE RESEARCH AGENDA Julian Eka Saputra
Journal of Idealistic Human Resources Vol. 1 No. 2 (2025)
Publisher : Generate Digital Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70764/gdpu-jihr.2025.1(2)-01

Abstract

Objective: Despite the growing literature on adaptive leadership in digitally transforming organizations, research remains fragmented and largely technology-focused, providing limited understanding of its role in supporting human-centered organizational resilience. This study synthesizes two decades of adaptive leadership research and reframes adaptive leadership as a key human-centered HR capability that enables organizational resilience, learning, and employee agency in the digital era. Research Design & Methods: Using a bibliometric review of 65 Scopus-indexed articles, this study analyzes publication trends, disciplinary convergence, keyword co-occurrence, collaboration networks, and thematic evolution. Network mapping and frequency-based visualization are employed to uncover dominant conceptual trajectories and underexplored human-centered dimensions within the adaptive leadership literature. Findings: The findings show a rapid growth of adaptive leadership research since 2020, alongside intensified digital transformation. Although adaptive leadership is increasingly linked to organizational resilience and strategic agility, human and HR-related aspects—such as sensemaking, collective learning, employee adaptability, and psychosocial resources—remain underdeveloped and insufficiently integrated into existing theories. The analysis also suggests a growing recognition of adaptive leadership as a systemic and relational capability, yet its implications for human-centered HR design are still not clearly articulated. Implications & Recommendations: This study encourages future research to move beyond techno-centric approaches by integrating adaptive leadership with human-centered HR perspectives, particularly in relation to employee agency, ethical decision-making, and sustainable people management in digital contexts. Contribution & Value Added: This study contributes theoretically by reframing adaptive leadership as a human-centered HR capability rather than a purely strategic or technological response. By synthesizing fragmented literature and outlining a human-centered research agenda, it advances adaptive leadership theory and supports the development of idealistic HR practice in the digital era.

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