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Noor Arifin
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jihrgeneratedp@gmail.com
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INDONESIA
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 5 Documents
 1 
Search results for , issue "vol. 1 no. 2 (2025)" : 5 Documents clear
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.
Reclaiming Workers’ Voice in Algorithmic Workplaces: Human-Centered HRM Beyond Efficiency Logic Indy Axelina Primantari
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)-02

Abstract

Objective: This study aims to synthesize and integrate literature on workers' voice in the context of algorithmic workplaces by placing it in the perspective of human-centered Human Resource Management (HRM), as well as explaining how and under what conditions voice can be maintained or reclaimed beyond the logic of algorithmic efficiency. Research Design & Methods: This study uses a Systematic Literature Review (SLR) approach following the PRISMA protocol. Articles were selected from reputable Q1 journals indexed in Scopus and Web of Science, covering the themes of algorithmic management, workers' voice, and digital HRM. The synthesis process was conducted through thematic and conceptual analysis to identify patterns, mechanisms, and institutional configurations that influence voice in algorithm-mediated work. Findings: The SLR results show that workers' voice in algorithmic workplaces is not inherently reduced by technology, but rather shaped by algorithmic system design and HRM practice configurations. This study identifies variations in voice—ranging from reduced, distorted, to human-centered mediated voice—and highlights the role of HRM in determining the legitimacy, access, and effectiveness of voice. Implications & Recommendations: Theoretically, these findings expand the HRM literature by positioning voice as an institutional construct. Practically, organizations are advised to integrate human-centered HRM principles into algorithmic governance to balance efficiency, fairness, and work well-being. Contribution & Value Added: This article offers an integrative conceptual framework explaining how HRM can play a strategic role in reclaiming workers' voice in the era of algorithm-based work.  
Quiet Cutting as Covert Workforce Restructuring: Implications for Human-Centered HRM Alfian Dwi Prasetyanto
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)-03

Abstract

Objective: This study aims to examine the phenomenon of quiet cutting as a form of covert workforce restructuring and analyze its implications for employment relationships from a human-centered HRM perspective. Research Design & Methods: This study uses a Systematic Literature Review (SLR) approach based on the PRISMA 2020 protocol by analyzing 124 articles indexed in Scopus, Web of Science, and ScienceDirect for the period 2020–2025. Data were analyzed using thematic analysis to identify conceptual patterns, relational mechanisms, and psychological and ethical implications of covert restructuring practices. Findings: The results of the study show that quiet cutting has not been discussed explicitly, but is manifested through practices such as job downgrading, redeployment, and role ambiguity. The main findings identify four themes: (1) implicit restructuring as an organizational strategy, (2) psychological contract breach as a key mechanism, (3) erosion of trust and employee behavior impact, and (4) ethical dilemmas in the human-centered HRM framework. These practices have been shown to trigger cumulative psychological consequences and have a systemic impact on organizations. Implications & Recommendations: Organizations need to prioritize transparency, procedural fairness, and open communication in the restructuring process. HRM practices must be directed towards a human-centered approach to maintain trust and the sustainability of working relationships. Contribution & Value Added: This research contributes by integrating the phenomenon of quiet cutting into the theoretical framework of HRM and offers new insights into workforce restructuring as a relational and ethical process.
Humanizing Strategic HRM: A Systematic Literature Review of Employee-Centric Value Creation In High-Performance Work Systems Hikmatul Khasanah
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)-04

Abstract

Objective: This study aims to conduct a systematic literature review on the integration of humanization principles into High-Performance Work Systems (HPWS), with a specific focus on employee-centered value creation mechanisms to bridge the “black box” gap in Strategic Human Resource Management. Research Design & Methods: Using the PRISMA framework, a Systematic Literature Review (SLR) was conducted on 45 high-quality articles (2014–2026) sourced from Scopus, Web of Science, and Google Scholar. The analysis combined qualitative thematic synthesis with bibliometric mapping using VOSviewer to identify conceptual evolution and research clusters. Findings: This study identified five main clusters: performance-based practices, psychological mechanisms, humanization perspectives, organizational outcomes, and human capital. The findings indicate a paradigm shift from a performance-centric model (2014–2017) toward a contemporary focus on humanization (2021–2024), where HPWS acts as a “double-edged sword” influencing both work engagement and work intensification. Implications & Recommendations: Organizations must balance job demands and resources (JD-R) to mitigate the dark side of HPWS. HR practitioners are recommended to prioritize “human-centered HRM” by integrating authentic leadership and flexible work policies to translate HPWS practices into positive experiences for employees. Contribution & Value Added: This study contributes to the literature on Strategic Human Resource Management by integrating Social Exchange Theory and the AMO model to explain how psychological empowerment and well-being mediate the relationship between HPWS and performance, and offers a comprehensive framework for employee-centered sustainable value creation.
Bridging Informal and Formal HRM Systems in Coastal Economies: A Systematic Literature Review of Workforce Transformation in Marine Sectors Wulandari Dyah Pitaloka; Muhammad Abdul Latif
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)-05

Abstract

Objective: This study aims to examine the transformation of Human Resource Management (HRM) in the maritime sector by identifying how Digital Human Resource Management (D-HRM), Sustainable HRM, and Eco-friendly HRM function as bridging mechanisms in the transition from an informal labor system toward a formal, sustainable, and technology-driven maritime labor governance system within the context of the blue economy. Research Design & Methods: This study employs a Systematic Literature Review (SLR) following the PRISMA 2020 guidelines. Data were collected from the Scopus, Web of Science, and ScienceDirect databases, covering publications from 2018 to 2025. A total of 37 Q1-indexed journal articles were analyzed using qualitative synthesis and VOSviewer bibliometric mapping. Findings: The results show an upward trend in maritime HRM research after 2020, particularly regarding issues of digitalization and sustainability. Human resource management has emerged as a central theme related to sustainability, fisheries, and decision-making. This study also found that Digital HRM supports workforce formalization, while Sustainable and Green HRM strengthens workforce resilience and organizational sustainability in the maritime sector. Implications & Recommendations: Maritime organizations and policymakers need to develop inclusive digital HR systems, strengthen workforce upskilling, and integrate sustainability principles into maritime labor governance. Contribution & Value Added: This study positions Human Resource Management (HRM) as a strategic bridging mechanism connecting workforce transformation, sustainability, and institutional adaptation in the maritime sector.

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