Purpose: This study aims to examine how digitalization influences and is influenced by organizational structures and human resource management in the Indonesian education industry. Research Methodology: 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. Results: 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. Conclusions: 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. Limitations: The study’s qualitative scope limits generalizability. It also reflects a specific time frame and may include selection bias from purposive sampling. Contribution: This study offers insights into aligning HR and digital strategies using the HTO framework and promotes ethical, inclusive digital transformation in education.

Purpose: 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. Research Methodology: 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. Results: 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. Conclusions: 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. Limitations: 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. Contribution: 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.

Purpose: 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. Methodology: 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. Results: 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. Conclusions: 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. Limitations: Non-probability sampling and focus on Bekasi City's food and beverage sector limit the generalizability of results. Contribution: Provides useful insights for HR managers and contributes to human resource management and organizational behavior literature on compensation and job satisfaction.

Purpose: This study aims to analyze the mechanisms through which high performance work systems and psychosocial safety climate affect employee work engagement with the consideration of job satisfaction as mediator in TIC sectors. Methodology: A sample of 334 employees working across several provinces in Indonesia was surveyed, and Partial Least Squares Structural Equation Modelling was applied to analyze the data using Smart-PLS. Results: The results confirmed both HPWS and PSC did not have a positive direct effect on work engagement. However, they had a positive indirect effect, respectively, on work engagement by increasing job satisfaction. Conclusions: Thus, confirming the role of full mediation of job satisfaction. This study provides the first evidence of the comprehensive integration of two independent variables of HPWSs and PSC with mediation job satisfaction in one model, which has never been done in any previous studies, to employee outcomes in the context of service sectors, and it contributes to the field with important theoretical contributions, as well as managerial recommendations. Limitations: This study is limited in the use of cross sectional, self report. Contribution: The contribution: there has never been a previous study that integrates these 4 variables in one whole theoretical model. Literacy contribution, for the TIC (testing inspection certification business services sector, especially in the HR department.

Purpose: The objective of this study is to investigate the impact of job uncertainty and job stress on turnover intentions, with a focus on employees of Islamic Banking Institutions. The aim is to provide insights into how to reduce turnover through Islamic organizational principles, as this aligns with the research theme. Methodology: A quantitative descriptive approach was used, involving 31 employees from various divisions in Islamic Banking Institutions. Data collection was conducted through questionnaires and documentation. Smart PLS (Partial Least Squares) was employed for structural equation modeling, and regression analysis was used for hypothesis testing. Results: The results indicate that job insecurity does not significantly influence turnover intention, while job stress has a substantial impact. Combined, these factors significantly affect turnover intention. Islamic economic principles, such as fairness and employee welfare, play a critical role in addressing these issues. Conclusions: Turnover intention in Islamic banks is more strongly driven by stress factors than by insecurity. Aligning HR practices with Islamic economic principles such as equitable treatment, workload balance, and employee well-being can reduce stress, increase loyalty, and enhance workforce stability. Limitations: The study is limited to one organization, restricting generalizability. Future research could include other Islamic banks or financial institutions for broader insights. Contribution: This research contributes theoretically by integrating Behavioral Accounting Theory with Islamic economic principles to explain turnover intention. Practically, it provides actionable insights for HR managers in Islamic banks to design stress-reduction policies and employee support systems that foster retention and align with Sharia-based organizational values.

Purpose: This study investigates the effect of organizational injustice including distributive, procedural, and interactional injustice on workplace deviance, with employee jealousy as a mediating variable. The research aims to compare these relationships across two industrial sectors: manufacturing and services in Indonesia. Methodology: A quantitative survey design was employed involving 421 full-time employees from medium to large-sized companies located in East Java, Central Java, and Jakarta. A structured questionnaire using validated scales was distributed using stratified random sampling to ensure balanced sectoral representation. The analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS 4.0 software (SmartPLS GmbH, Germany), and data preparation was performed using IBM SPSS 26.0. Results: The findings indicate that all three types of injustice significantly increase employee jealousy. Furthermore, jealousy is a strong predictor of workplace deviance. Mediation analysis shows that jealousy significantly mediates the relationships between each dimension of injustice and workplace deviance, with interactional injustice having the strongest overall effect. Conclusions: This study concludes that employee jealousy is a key emotional pathway through which organizational injustice leads to deviant behavior. The results emphasize the importance of fair interpersonal treatment within organizations. Limitations: The study is limited by its cross-sectional design and reliance on self-reported data, which may introduce bias. Contribution: To organizational behavior literature and offers practical insights for human resource management, particularly in emerging economies.

Purpose: This study examined the influence of despotic leadership style on the various dimensions of employee well-being (psychological, physical, interpersonal, environmental, and total well-being) in an XT Telecommunication Company in the Greater Accra Region of Ghana. Methodology/approach: Quantitative research approach was adopted for this study. The study employed the use of census sampling technique. The population for this study was the entire workforce of 150 employees of XT Telecommunication Company in Ghana. Data was collected through standardized structured questionnaire. Data received was analysed through structural equation modelling using Smart PLS 3.0 statistical program. Results/findings: The findings revealed that despotic leadership style positively influenced employees’ psychological and physical well-being. Additionally, findings reveal a positive association between despotic leadership and interpersonal, environmental, and overall well-being. Conclusion: These findings highlight the context-specific nature of leadership outcomes and challenge the universal assumption that despotic leadership is detrimental to employee welfare. Limitations: This includes the specificity to Ghanaian society, which may reduce the generalizability of findings across different cultural settings. Future research should explore cross-cultural comparisons and longitudinal impacts to deepen understanding of despotic leadership’s diverse effects on employee well-being. Contribution: The study contributes to leadership and organizational behavior literature by highlighting the nuanced role of cultural context in shaping leadership outcomes, thereby broadening theoretical and practical understandings of leadership effectiveness.