Article Details
Vol. 5 No. 3 (2025): September
Exploring How the Recruitment System Enhances Employee Performance at Kusuma Agrotourism
Abstract
Purpose: This study explores the impact of recruitment systems on employee performance at PT Kusuma Agrowisata, focusing on how different aspects of recruitment, such as transparency, objectivity, and alignment with organizational goals, influence employee productivity, work attitude, and professional behavior.
Research Methodology: Data was collected from 62 employees within the Agrotourism Division of PT Kusuma Agrowisata using a questionnaire that measured recruitment practices and employee performance. The study employed validity and reliability tests to ensure the accuracy of the measurement instrument, followed by data analysis through t-tests and simple linear regression.
Results: The study found a significant relationship between recruitment system quality and employee performance, with over 63% of the variation in employee performance explained by recruitment practices. A well-designed recruitment system, which aligns candidate qualifications and organizational needs, significantly improves employee performance.
Conclusions: The findings suggest that improving recruitment processes can lead to significant enhancements in employee performance. The study emphasizes the importance of transparent, objective, and well-aligned recruitment strategies as essential tools for organizational success, particularly in specialized industries like agrotourism.
Limitations: The study is limited by its sample size of 62 respondents and its focus on the recruitment system alone, excluding other factors such as leadership and organizational culture. Future research could explore the role of these additional factors and use a larger sample to increase generalizability.
Contribution: This study provides valuable insights for HR practitioners, especially in the agrotourism sector, on how recruitment practices can be optimized to improve employee performance and reduce turnover. It contributes to the broader literature on human resource management by focusing on niche industries like agrotourism.
Keywords
How to Cite
Download Citation
References
- Ahmad, N., Ullah, Z., AlDhaen, E., Han, H., & Scholz, M. (2022). A CSR perspective to foster employee creativity in the banking sector: The role of work engagement and psychological safety. Journal of Retailing and Consumer Services, 67(11), 102968. doi:https://doi.org/10.1016/j.jretconser.2022.102968
- Alshaikh, M. (2020). Developing cybersecurity culture to influence employee behavior: A practice perspective. Computers & Security, 98(2), 102003. doi:https://doi.org/10.1016/j.cose.2020.102003
- Andrich, D. (1988). Rasch Models For Measurement: Sage Publications. London: Sage Publications.
- Baker, M. A., & Kim, K. (2020). Dealing with customer incivility: The effects of managerial support on employee psychological well-being and quality-of-life. International Journal of Hospitality Management, 87, 102503. doi:https://doi.org/10.1016/j.ijhm.2020.102503
- Borsboom, D., Deserno, M. K., Rhemtulla, M., Epskamp, S., Fried, E. I., McNally, R. J., Costantini, G. (2021). Network analysis of multivariate data in psychological science. Nature Reviews Methods Primers, 1(1), 58.
- Brown, C., Lilford, R., Griffiths, F., Oppong-Darko, P., Ndambo, M., Okoh-Owusu, M., & Wroe, E. (2019). Case study of a method of development of a selection process for community health workers in sub-Saharan Africa. Human Resources for Health, 17(1), 75. doi:https://doi.org/10.1186/s12960-019-0412-2
- Cheng, B., Lin, H., & Kong, Y. (2023). Challenge or hindrance? How and when organizational artificial intelligence adoption influences employee job crafting. Journal of Business Research, 164(1), 113987. doi:https://doi.org/10.1016/j.jbusres.2023.113987
- Chowdhury, S., Budhwar, P., Dey, P. K., Joel-Edgar, S., & Abadie, A. (2022). AI-employee collaboration and business performance: Integrating knowledge-based view, socio-technical systems and organisational socialisation framework. Journal of Business Research, 144(3), 31-49. doi:https://doi.org/10.1016/j.jbusres.2022.01.069
- Cizek, G. J. (2020). Validity: An integrated approach to test score meaning and use (Vol). New York: Routledge.
- Creswell, J. W., & Poth, C. N. (2024). Qualitative Inquiry and Research Design: Choosing Among Five Approaches: SAGE Publications.
- Crooks, V. A., Labonté, R., Ceron, A., Johnston, R., Snyder, J., & Snyder, M. (2019). “Medical tourism will… obligate physicians to elevate their level so that they can compete”: a qualitative exploration of the anticipated impacts of inbound medical tourism on health human resources in Guatemala. Human Resources for Health, 17(1), 53. doi:https://doi.org/10.1186/s12960-019-0395-z
- Davidescu, A. A., Apostu, S.-A., Paul, A., & Casuneanu, I. (2020). Work flexibility, job satisfaction, and job performance among Romanian employees—Implications for sustainable human resource management. Sustainability, 12(15), 6086. doi:https://doi.org/10.3390/su12156086
- Garcia-Mila, M., Miralda-Banda, A., Luna, J., Remesal, A., Castells, N., & Gilabert, S. (2021). Change in classroom dialogicity to promote cultural literacy across educational levels. Sustainability, 13(11), 6410. doi:https://doi.org/10.3390/su13116410
- Ghassemieh, G., Thach, L., & Gilinsky, A. (2005). Does my business need a human resources function? a decision–making model for small and medium-sized firms. New England Journal of Entrepreneurship, 8(2), 25-36. doi:https://doi.org/10.1108/NEJE-08-01-2005-B003
- He, J., Morrison, A. M., & Zhang, H. (2021). Being sustainable: The three?way interactive effects of CSR, green human resource management, and responsible leadership on employee green behavior and task performance. Corporate Social Responsibility and Environmental Management, 28(3), 1043-1054. doi:https://doi.org/10.1002/csr.2104
- Heale, R., & Twycross, A. (2015). Validity and reliability in quantitative studies. Evidence-based nursing, 18(3), 66-67. doi:https://doi.org/10.1136/eb-2015-102129
- Jung, H. S., Jung, Y. S., & Yoon, H. H. (2021). COVID-19: The effects of job insecurity on the job engagement and turnover intent of deluxe hotel employees and the moderating role of generational characteristics. International Journal of Hospitality Management, 92(3), 102703. doi:https://doi.org/10.1016/j.ijhm.2020.102703
- Kwon, K., & Kim, T. (2020). An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model. Human Resource Management Review, 30(2), 100704. doi:https://doi.org/10.1016/j.hrmr.2019.100704
- Li, Y., Zhang, G., & Liu, L. (2021). Platform corporate social responsibility and employee innovation performance: a cross-layer study mediated by employee intrapreneurship. SAGE Open, 11(2), 1-13. doi:https://doi.org/10.1177/21582440211021406
- Lombardo, M. M., & Eichinger, R. W. (2000). High potentials as high learners. Human Resource Management, 39(4), 321-329. doi:https://doi.org/10.1002/1099-050X(200024)39:4%3C321::AID-HRM4%3E3.0.CO;2-1
- López-Cabarcos, M. Á., Vázquez-Rodríguez, P., & Quiñoá-Piñeiro, L. M. (2022). An approach to employees’ job performance through work environmental variables and leadership behaviours. Journal of Business Research, 140(3), 361-369. doi:https://doi.org/10.1016/j.jbusres.2021.11.006
- Milutinovi, O., & Kerkez, M. (2017). Mathematical model for the risk assessment in human resources function. Megatrend revija, 14(3), 135-147. doi:https://doi.org/10.5937/megrev1703135m
- Mokgolo, M. M., Mokgolo, P., & Modiba, M. (2012). Transformational leadership in the South African public service after the April 2009 national elections. SA Journal of Human Resource Management, 10(1), 1-9. doi:https://doi.org/10.4102/sajhrm.v10i1.334
- Monika, N. M. R., Suardhika, I. N., & Rihayana, I. G. (2026). Driving performance in adventure tourism: The impact of transformational leadership, organizational climate, and individual characteristics in a leading bali enterprise. EMAS, 7(3), 392-402. doi:https://doi.org/10.36733/emas.v7i3.13804
- Nayal, P., Pandey, N., & Paul, J. (2022). Covid?19 pandemic and consumer?employee?organization wellbeing: A dynamic capability theory approach. Journal of Consumer Affairs, 56(1), 359-390. doi:https://doi.org/10.1111/joca.12399
- Onkila, T., & Sarna, B. (2022). A systematic literature review on employee relations with CSR: State of art and future research agenda. Corporate Social Responsibility and Environmental Management, 29(2), 435-447. doi:https://doi.org/10.1002/csr.2210
- Pillai, R., Ghanghorkar, Y., Sivathanu, B., Algharabat, R., & Rana, N. P. (2024). Adoption of artificial intelligence (AI) based employee experience (EEX) chatbots. Information Technology & People, 37(1), 449-478. doi:https://doi.org/10.1108/ITP-04-2022-0287
- Rakhmawati, Y., Retnawati, H., Maulyda, M. A., Zhapbasbayev, U. K., & Kassymova, G. K. (2024). Elucidate the role of gender and age on computational thinking skills in university. The New Educational Review, 78(4), 81-95. doi:https://doi.org/10.15804/tner.2024.78.4.06
- Raza, A., Farrukh, M., Iqbal, M. K., Farhan, M., & Wu, Y. (2021). Corporate social responsibility and employees' voluntary pro?environmental behavior: The role of organizational pride and employee engagement. Corporate Social Responsibility and Environmental Management, 28(3), 1104-1116. doi:https://doi.org/10.1002/csr.2109
- Robert, L. P., Pierce, C., Marquis, L., Kim, S., & Alahmad, R. (2020). Designing fair AI for managing employees in organizations: a review, critique, and design agenda. Human–Computer Interaction, 35(5-6), 545-575. doi:https://doi.org/10.1080/07370024.2020.1735391
- Roberts, J. A., & David, M. E. (2020). Boss phubbing, trust, job satisfaction and employee performance. Personality and Individual Differences, 155(4), 109702. doi:https://doi.org/10.1016/j.paid.2019.109702
- Rosolen, T., & Maclennan, M. L. F. (2016). Strategic human resource management and corporate social responsibility: Evidence from Emerging Markets. Revista Eletrônica de Negócios Internacionais (Internext), 11(2), 66-80. doi:https://doi.org/10.18568/1980-4865.11266-80
- Saks, A. M. (2022). Caring human resources management and employee engagement. Human resource management review, 32(3), 100835. doi:https://doi.org/10.1016/j.hrmr.2021.100835
- Sharma, S., Prakash, G., Kumar, A., Mussada, E. K., Antony, J., & Luthra, S. (2021). Analysing the relationship of adaption of green culture, innovation, green performance for achieving sustainability: Mediating role of employee commitment. Journal of Cleaner Production, 303(4), 127039. doi:https://doi.org/10.1016/j.jclepro.2021.127039
- Song, Y., Zhang, M., Hu, J., & Cao, X. (2022). Dancing with service robots: the impacts of employee-robot collaboration on hotel employees’ job crafting. International Journal of Hospitality Management, 103(4), 103220. doi:https://doi.org/10.1016/j.ijhm.2022.103220
- Sundstrup, E., Seeberg, K. G. V., Bengtsen, E., & Andersen, L. L. (2020). A systematic review of workplace interventions to rehabilitate musculoskeletal disorders among employees with physical demanding work. Journal of Occupational Rehabilitation, 30(4), 588-612. doi:https://doi.org/10.1007/s10926-020-09879-x
- Tison, E. B., Bateman, T., & Culver, S. M. (2011). Examination of the gender–student engagement relationship at one university. Assessment & Evaluation in Higher Education, 36(1), 27-49. doi:https://doi.org/10.1080/02602930903197875
- Tumasjan, A., Kunze, F., Bruch, H., & Welpe, I. M. (2020). Linking employer branding orientation and firm performance: Testing a dual mediation route of recruitment efficiency and positive affective climate. Human Resource Management, 59(1), 83-99. doi:https://doi.org/10.1002/hrm.21980
- Van der Horst, C. A., & Albertyn, R. M. (2018). The importance of metacognition and the experiential learning process within a cultural intelligence–based approach to cross-cultural coaching. SA Journal of Human Resource Management, 16(1), 1-11. doi:https://hdl.handle.net/10520/EJC-ef4ef9f73
- Vettori, G., Vezzani, C., Bigozzi, L., & Pinto, G. (2020). Cluster profiles of university students’ conceptions of learning according to gender, educational level, and academic disciplines. Learning and Motivation, 70, 101628. doi:https://doi.org/10.1016/j.lmot.2020.101628
- Wushe, T., & Shenje, J. (2019). The antecedents of employee engagement and their effect on public sector service delivery: The case study of government departments in Harare. SA Journal of Human Resource Management, 17(1), 1-11. doi:https://doi.org/10.4102/sajhrm.v17i0.1082
- Yeo, R. K., & Marquardt, M. J. (2015). (Re) interpreting action, learning, and experience: Integrating action learning and experiential learning for HRD. Human Resource Development Quarterly, 26(1), 81-107. doi:https://doi.org/10.1002/hrdq.21199
- Yin, M., Jiang, S., & Niu, X. (2024). Can AI really help? The double-edged sword effect of AI assistant on employees’ innovation behavior. Computers in Human Behavior, 150(1), 107987. doi:https://doi.org/10.1016/j.chb.2023.107987
- Zellou, G., Cohn, M., & Ferenc Segedin, B. (2021). Age-and gender-related differences in speech alignment toward humans and voice-AI. Frontiers in Communication, 5, 600361. doi:https://doi.org/10.3389/fcomm.2020.600361
License

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.