https://goodwoodpub.com/index.php/ahrmr <p align="justify">Annals of Human Resource Management Research (AHRMR) is an international, peer-reviewed, and scholarly journal which publishes high-quality research to answer important and interesting questions, develop or test theory, replicate prior studies, explore interesting phenomena, review and synthesize existing research and provide new perspective aimed at stimulating future theory development and empirical research across the human resource management discipline.</p> Goodwood Publishing en-US Annals of Human Resource Management Research 2774-8561 <p>Authors who publish with this journal agree to the following terms:</p> <ol> <li class="show">Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a&nbsp;<a href="http://creativecommons.org/licenses/by-sa/4.0/" target="_blank" rel="noopener">Creative Commons Attribution License (CC BY-SA 4.0)</a>&nbsp;that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.</li> <li class="show">Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.</li> <li class="show">Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.</li> </ol> https://goodwoodpub.com/index.php/ahrmr/article/view/2838 <p><strong>Purpose: </strong>This study aims to examine how digitalization influences and is influenced by organizational structures and human resource management in the Indonesian education industry.</p> <p><strong>Research Methodology:</strong> This study employs a qualitative approach using semi-structured interviews and focused group discussions to explore how digital technology is implemented in human resource management within the Indonesian education sector. Participants include education leaders, HR officials, policymakers, and edutech developers, selected through purposive and snowball sampling methods to ensure relevant and in-depth insights. Data were collected through individual interviews and thematic workshops, allowing researchers to capture both personal experiences and group dynamics related to digital transformation challenges and strategies.</p> <p><strong>Results</strong>: The results show that the success of digital transformation in HR management in Indonesia's education sector depends on the balance between human, technological and organizational aspects. Key challenges include a lack of training, uneven infrastructure, and an organizational culture that is not adaptive to change. Therefore, a holistic strategy is needed that includes digital competency development, visionary leadership, and policies that support technological innovation and transparency.</p> <p><strong>Conclusions:</strong> Digital transformation in HRM within Indonesia's education sector is hindered by gaps in human skills, technology access, and rigid organizational structures. Weak digital leadership and ethical concerns around AI further slow progress. A holistic approach developing digital competencies, promoting innovation, and ensuring transparent AI is essential for effective and sustainable transformation.</p> <p><strong>Limitations:</strong> The study’s qualitative scope limits generalizability. It also reflects a specific time frame and may include selection bias from purposive sampling.</p> <p><strong>Contribution: </strong>This study offers insights into aligning HR and digital strategies using the HTO framework and promotes ethical, inclusive digital transformation in education.</p> Rasona Sunara Akbar Ayi Abdurahman Gunawan Ari Nursanto Besse Hartati Copyright (c) 2025 Rasona Sunara Akbar, Ayi Abdurahman, Gunawan Ari Nursanto, Besse Hartati https://creativecommons.org/licenses/by-sa/4.0 2025-09-01 2025-09-01 5 3 511 522 10.35912/ahrmr.v5i3.2838 https://goodwoodpub.com/index.php/ahrmr/article/view/2826 <p><strong>Purpose: </strong>This study aimed to analyze the influence of work environment, compensation, career development, leadership, and workload (as independent variables) on employee job satisfaction (as the dependent variable) in the healthcare sector, particularly in hospitals. Additionally, this study aimed to test the significant influence of work motivation (as an intervening variable) on the relationship between these variables.</p> <p><strong>Research Methodology:</strong> The research method used was a quantitative method with an explanatory research approach, utilizing Structural Equation Modeling (SEM) and SMART-PLS.</p> <p><strong>Results</strong>: The results of this study indicate that all independent variables show a significant positive relationship with the dependent variable, except for the workload variable, which shows a significant negative relationship. The influence of the relationships between variables is expressed in terms of Effect Size. The variables most directly influencing Work Motivation are Compensation with an Effect Size of 0.787, and Career Advancement with an Effect Size of 0.769. Work Motivation, as an intervening variable, was also found to significantly influence the relationship between the independent variables (Work Environment, Compensation, Career Advancement, Leadership, Workload) and the dependent variable (Job Satisfaction).</p> <p><strong>Conclusions:</strong> The study found that all independent variables significantly affected job satisfaction both directly and indirectly through work motivation, with compensation and career advancement having the strongest effects, while excessive workload negatively impacted motivation and satisfaction.</p> <p><strong>Limitations:</strong> This study was limited to a single private hospital in Jakarta, which may affect the generalizability of the findings to other healthcare institutions or regions.</p> <p><strong>Contribution: </strong>This study provides useful recommendations for hospital management to enhance employee motivation and job satisfaction.</p> Sukmo Hadi Nugroho Meldasari Said Laila Refiana Said Copyright (c) 2025 Sukmo Hadi Nugroho, Meldasari Said, Laila Refiana Said https://creativecommons.org/licenses/by-sa/4.0 2025-09-01 2025-09-01 5 3 523 545 10.35912/ahrmr.v5i3.2826 https://goodwoodpub.com/index.php/ahrmr/article/view/2834 <p><strong>Purpose: </strong>This study aims to assess the quality competitiveness of Human Resource Management (HRM) departments at four universities in the Soloraya region of Indonesia through a positioning strategy based on student perceptions of service quality.</p> <p><strong>Research Methodology:</strong> Using a quantitative survey method, data were collected from 400 purposively selected students. Multidimensional Scaling (MDS) analysis was applied to ten dimensions of service quality, including trust, quality of education, academic integration, social integration, and various forms of commitment. Validity and reliability tests confirmed the suitability of the instrument, and the data were processed using SPSS software.</p> <p><strong>Results</strong>: The analysis revealed three competitive quadrants: Sebelas Maret University in the relatively excellent quadrant, Muhammadiyah University of Surakarta and Batik Islamic University in the challenger quadrant, and Widya Dharma University in the economic cluster quadrant. The results demonstrate clear differentiation in the competitive positioning of HRM programs, influenced by both qualitative and quantitative service quality attributes.</p> <p><strong>Conclusions:</strong> Findings highlight the importance of mapping perceptions to identify institutional strengths and weaknesses. Universities with lower positioning need to improve campus facilities, academic environments, and service quality to compete with leading institutions.</p> <p><strong>Limitations:</strong> The research scope was limited to four universities in the Soloraya area, and the findings rely solely on student perceptions, which may limit generalizability across other regions or disciplines.</p> <p><strong>Contribution: </strong>This study contributes to higher education competitiveness research by applying MDS to HRM programs, offering a novel model for positioning analysis. The results provide strategic insights for university administrators to develop targeted marketing, resource allocation, and quality improvement strategies.</p> Arif Julianto Sri Nugroho Anis Marjukah Dandang Setyawanti Agung Nugroho Jati Anna Febrianty Setianingtyas Ummu Hany Almasitoh Copyright (c) 2025 Arif Julianto Sri Nugroho, Anis Marjukah, Dandang Setyawanti, Agung Nugroho Jati, Anna Febrianty Setianingtyas, Ummu Hany Almasitoh https://creativecommons.org/licenses/by-sa/4.0 2025-09-02 2025-09-02 5 3 547 559 10.35912/ahrmr.v5i3.2834 https://goodwoodpub.com/index.php/ahrmr/article/view/2895 <p><strong>Purpose: </strong>This study aims to examine the influence of entrepreneurship education on students’ career readiness as job creators, with self-efficacy serving as a mediating variable. The research is driven by the growing emphasis on preparing vocational graduates not only to become job seekers but also to develop as future entrepreneurs.</p> <p><strong>Methodology: </strong>The study was conducted at Batam Tourism Polytechnic and involved 142 active students who had completed entrepreneurship courses. A quantitative approach was applied using a questionnaire consisting of 18 items representing three key constructs. Data were analyzed using SmartPLS 4.0 with the SEM-PLS method to assess both the measurement and structural models.</p> <p><strong>Results: </strong>The results indicate that entrepreneurship education has a significant impact on career readiness, both directly (? = 0.42, p &lt; 0.001) and indirectly through self-efficacy (indirect ? = 0.19, p &lt; 0.001). Self-efficacy plays a significant mediating role in the relationship between entrepreneurship education and career readiness. The R² value of 0.51 suggests that the model explains more than half of the variance in the career readiness variable, and the model fit is considered good (SRMR = 0.071).</p> <p><strong>Conclusions:</strong> Entrepreneurship education meaningfully enhances students’ confidence and their perceived readiness to become entrepreneurs, especially when supported by high levels of self-efficacy.</p> <p><strong>Limitations: </strong>This study focuses only on cognitive and psychological aspects of readiness and does not account for practical challenges such as access to capital or other external barriers.</p> <p><strong>Contribution: </strong>This study contributes to the fields of vocational entrepreneurship education, human resource management, and career development by providing insights into how educational programs can nurture entrepreneurial potential and promote proactive career planning among future graduates.</p> Arina Luthfini Lubis Syafruddin Rais Rosie Oktavia Puspita Rini John Friadi Copyright (c) 2025 Arina Luthfini Lubis, Syafruddin Rais, Rosie Oktavia Puspita Rini, John Friadi https://creativecommons.org/licenses/by-sa/4.0 2025-09-08 2025-09-08 5 3 561 577 10.35912/ahrmr.v5i3.2895 https://goodwoodpub.com/index.php/ahrmr/article/view/2888 <p><strong>Purpose: </strong>To explore the effect of compensation on job satisfaction by mediating the relationship between work experience and education among manufacturing workers in Bekasi City's food and beverage industry.</p> <p><strong>Methodology:</strong> A quantitative approach with non-probability sampling. Data from 180 participants were analyzed using Structural Equation Modeling – Partial Least Squares (SEM-PLS) through SmartPLS to assess variable relationships.</p> <p><strong>Results:</strong> Work experience is positively associated with higher income and greater job satisfaction. Education likewise shows a significant positive relationship with salary and satisfaction. In addition, work-life balance enhances satisfaction. Furthermore, compensation operates as a mediating mechanism linking work experience and education to job satisfaction, indicating that gains from experience and education translate into satisfaction through pay.</p> <p><strong>Conclusions: </strong>Compensation plays a pivotal mediating role in translating work experience and educational background into job satisfaction. Implementing competitive and equitable compensation strategies can effectively enhance job satisfaction among workers in the food and beverage manufacturing sector.</p> <p><strong>Limitations: </strong>Non-probability sampling and focus on Bekasi City's food and beverage sector limit the generalizability of results.</p> <p><strong>Contribution</strong>: Provides useful insights for HR managers and contributes to human resource management and organizational behavior literature on compensation and job satisfaction.</p> Anita Novialumi Siti Dewi Winata Copyright (c) 2025 Anita Novialumi, Siti Dewi Winata https://creativecommons.org/licenses/by-sa/4.0 2025-09-10 2025-09-10 5 3 579 591 10.35912/ahrmr.v5i3.2888 https://goodwoodpub.com/index.php/ahrmr/article/view/2990 <p><strong>Purpose:</strong> Startups in Indonesia have experienced rapid growth over the past decade but face significant challenges in retaining talent due to organizational dynamics and evolving employee expectations. This study explores employee retention strategies implemented by Indonesian startups by examining current human resource management practices.</p> <p><strong>Methodology:</strong> A qualitative approach was employed, using semi-structured interviews with HR leaders and decision-makers from ten high-growth startups in Jakarta, Bandung, and Surabaya.</p> <p><strong>Results:</strong> The study identified key retention strategies including meaning-driven work culture, flexible work arrangements, equity-based compensation, and individualized career pathways. Startups that aligned HR initiatives with intrinsic motivation and employee well-being reported higher retention rates. Founder-led engagement, agile feedback loops, and cross-functional mobility were also notable as innovative HR practices in the startup context.</p> <p><strong>Conclusions:</strong> Retention in Indonesian startups is significantly enhanced through HR strategies that prioritize intrinsic motivators and employee well-being, particularly in competitive talent environments.</p> <p><strong>Limitations:</strong> The study’s qualitative nature and geographic focus on three cities may limit broader generalization across Indonesia's diverse startup ecosystem.</p> <p><strong>Contribution:</strong> This study offers practical insights into effective HR strategies for talent retention in emerging market startups, emphasizing founder involvement and adaptive HR innovations.</p> Mulyadi Mulyadi Sumardin Sumardin Dewi Permata Sari Sabri Sabri Sudianto Sudianto Copyright (c) 2025 Mulyadi Mulyadi, Sumardin Sumardin, Dewi Permata Sari, Sabri Sabri, Sudianto Sudianto https://creativecommons.org/licenses/by-sa/4.0 2025-09-10 2025-09-10 5 3 593 603 10.35912/ahrmr.v5i3.2990