Articles

Modeling the Drivers of Innovative Work Behavior: The Influence of Talent Management and Psychological Empowerment through Structural Equation Modeling

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In the context of rapidly evolving public health challenges, the capacity for innovative work behavior (IWB) among health sector employees is increasingly vital to ensure adaptive and responsive healthcare delivery. This study examines the influence of talent management and psychological empowerment on IWB among employees of the Garut City Health Service in Indonesia. Drawing upon resource-based theory and self-determination theory, the study conceptualizes talent management as a strategic approach encompassing talent acquisition, development, retention, and succession planning. Psychological empowerment, defined through meaning, competence, self-determination, and impact, is explored as a cognitive-motivational state that may mediate the relationship between talent management and innovative behavior. Data were collected from 221 civil servants using a structured questionnaire and analyzed using Structural Equation Modeling (SEM). The findings reveal that talent management significantly positively affects both psychological empowerment and IWB. Moreover, psychological empowerment partially mediates, indicating that employees’ perceptions of autonomy and competence are essential to translate talent initiatives into innovative outcomes. This study contributes to the theoretical understanding of innovation in the public health sector by integrating HRM and organizational behavior perspectives. Practically, it highlights the importance of cultivating psychologically empowered environments to stimulate innovation within bureaucratic health institutions. The results provide evidence-based guidance for public sector leaders aiming to foster innovation through strategic investment in human capital. Implications for theory, policy, and future research are discussed, particularly in the context of decentralization and healthcare reform in developing countries.

Digital Transformation in Human Resource Management: A Case Study of Haier Group and Its Strategic Implications for Businesses

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This study explores the strategic implications of digital transformation for corporate growth and sustainability by examining its function in human resource management (HRM), particularly within Haier Group. HRM must adjust by utilizing technology to improve organizational performance as the global economy continues to change due to digitalization. The study discusses the ethical ramifications of the “soft” and “hard” models of human resource management as well as the growing significance of digital HRM in the increasingly interconnected world. The study examines how Haier Group has improved its HR procedures, such as hiring, training, performance management, and employee engagement, by implementing digital tools and platforms. Haier has a competitive edge in the worldwide market thanks to its strategic approach, which combines innovation, technology, and human resources. The study also explores the drawbacks and advantages of digital HRM, including enhanced employee satisfaction, cost savings, and data-driven decision-making. Finally, the study sheds light on HRM’s future by highlighting how crucial it is to constantly adjust to new technology in order to be competitive.

Sustainability Leadership and Employee Engagement: A Key Driver of Productivity in Indonesian Companies

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The background of this research is the challenge faced by Indonesia’s economic development in achieving sustainable growth without increasing carbon emissions. This study aims to analyze the influence of leadership and the implementation of sustainability principles on productivity, with employee engagement as a mediator in public and private companies in Indonesia.

The research adopts a quantitative approach, utilizing data analysis through the Structural Equation Modelling Partial Least Square (SEM PLS) method. The study sample comprises 110 respondents from public and 110 respondents from private companies, with data collected through questionnaire surveys with G*Power 88%. Research variables include sustainability leadership, implementation of sustainability principles, employee engagement, and productivity.

The findings reveal that employee engagement significantly influences employee productivity and mediates the effect of sustainability leadership on employee productivity. These findings highlight the critical role of sustainability-based leadership in fostering employee engagement and enhancing productivity.

The study concludes that Indonesian companies, particularly those oriented toward sustainability, need to prioritize the development of sustainability-based leadership and policies to enhance employee engagement, thereby supporting long-term productivity.

Applications of Fuzzy Decision Support Systems in Human Resource Management by using TOPSIS approach

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Objectives: To address the relevance of human resource management as well as the impact that the administration of this component of a company on the operation of that firm. In addition, to describe how to facilitate this process by making use of decision support systems, which are tools that can be applied to improve the results section.

Method: The theory that underpins the decision support systems is referred to as the TOPSIS (Technique for order of preference by similarity to ideal solution) approach, and it is a well-known method. In his paper, we discussed how the fuzzy and TOPSIS techniques will  be used to provide interesting results.

Findings: Applicability of fuzzy TOPSIS approach in effective HR Decision making process in the areas of planning and administrative management.

Novelty: The numerous beneficial properties of the fuzzy technique can be utilized in the field of human resource management. The use of the fuzzy- TOPSIS approach increases the selection performance of employers and makes managerial decision-making easier.

Human Resource Management Development in the Face of Covid-19 Pandemic

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The novel coronavirus, COVID-19 pandemic, has caused numerous unprecedented changes recorded globally in all spheres of life especially in the work place. This has implications and influences on the companies and human resource management (HRM). Organizations have had to respond speedily by reviewing many operational matters and strategies so as to be able to manage the effects of the pandemic. Human resource management (HRM) plays the essential role of helping organisations navigate through both the iffy present and unpredictable future caused by the pandemic lockdown by managing people to cope with stress and to continue working, even remotely, when applicable, so that businesses can go on with their operations. This paper embraced analytical discussion of secondary data and using self-determination theory as its theoretical framework, it assessed the implication of HRM; having knowledge of the effects of autonomy, competence, and interrelatedness in their dealings with employees on sustained HRM development in the pandemic era. The aim of this research is to look into notable human resource management practices developed in the quest to accommodate and tackle the magnitude of HRM challenges faced by organizations during the COVID-19 pandemic and the challenges encountered by employers and employees in imbibing them. The research recommended that HRM should help employees in their quest to develop their competences through trainings, consulting, and coaching as this will help in accomplishing the organizations’ goals and vision in the post COVID-19 pandemic era. An empirical research in this area is advocated to aid long-term HR policy.