Purpose: The aim of this study is to examine how transformational leadership and employee empowerment can improve employee performance in four-star hotels in Central Java. Research Methodology: The research was conducted in four-star hotels in Central Java, involving a survey of 185 hotel employees selected through proportional random sampling. The data was analyzed using Partial Least Square (PLS) to explore the causal relationships between the study variables. Results: The study found that transformational leadership has a strong positive effect on employee empowerment. Additionally, employee empowerment positively influences employee performance. Transformational leadership also directly impacts employee performance in a positive manner. Furthermore, employee empowerment acts as a mediator between transformational leadership and employee performance, with a significant indirect effect. The proposed model exhibited strong predictive ability for both employee empowerment and employee performance. Overall, the relationships examined in the study were consistently positive and significant. Conclusion: The research concludes that both transformational leadership and employee empowerment are crucial for enhancing employee performance in the hotel industry. The interaction between these factors significantly contributes to better performance outcomes Limitations: A limitation of the study is that it focuses solely on four-star hotels in Central Java, which may not be generalizable to other types of hotels or regions. Contribution: This study contributes to the fields of management and hospitality by providing insights into how leadership styles and employee empowerment can work together to boost employee performance. It is valuable for hotel managers, HR professionals, and researchers interested in improving workplace dynamics and performance in the hospitality industry.

Purpose: This study aims to examine and analyze the direct influence of spiritual motivation, integrity, competence, organizational culture, locus of control, and organizational commitment on the performance of accountants at the Riau Islands Province Public Accounting Firm, and then indirectly test and analyze the influence of spiritual motivation, integrity, competency, organizational culture, and locus of control on accountant performance through organizational commitment. Research Methodology: The population in this study was 102 accountants using the census method, and the entire population was used as a sample. Quantitative data were collected using a questionnaire, and qualitative data were obtained by direct interviews with accountants. Results: From the research results it was found that of the six variables, the one that had the highest influence on performance was organizational commitment (t-value 6.321) and the lowest was spiritual motivation (t-value 2.507). Furthermore, spiritual motivation has the highest influence (t-value 21.893), and integrity has the lowest (t-value 3.467) on organizational commitment. Next, the position of organizational commitment plays the largest role in improving accountant performance and the smallest role is the spiritual motivation variable; the rest is influenced by other variables that were not examined in this study. Conclusions: The influence of dependent variables on independent variables is strong, as is the influence of dependent variables on intervening variables. In this research, all variables have a strong influence on the dependent and intervening variables. Limitations: The dependent variables of this study have not fully provided a definite role for organizational commitment on accountant performance; therefore, it is necessary to add other variables to clarify it.    Contribution: This study serves as a reference for developing an individual behavior model regarding individual characteristics, individual mechanisms, and what individuals produce in public accounting organizations that continue to experience changes in information technology from time to time in the context of reform for progress based on performance as an outcome.

Purpose: During the COVID-19 pandemic, partial homeworking or hybrid working gained popularity among employees and employers across the world. Since then, many organisations continue to implement hybrid working as a high performing work practice (HPWP) to improve employee performance. This study explores the effects of hybrid working on employee work engagement on the scale of the level of energy, work involvement, concentration, and enthusiasm. This study also investigated the factors that influence employee engagement in hybrid work. Research methodology: Using a cross-sectional study design with snowballing sampling technique, interview data of twenty nine IT employees were collected. Interview data were analysed thematically using NVivo software. Results: The qualitative analysis of interview data reveals that despite some factors of homeworking that affect work engagement negatively, hybrid working has potentials to improve work engagement through increasing their work and family life balance and reducing commuting exhaustion. Conclusions: Hybrid working can enhance employee engagement by reducing commuting stress and supporting better work-life balance, particularly in terms of energy and flexibility. However, challenges such as communication barriers and work-family conflicts especially among female employees may hinder its effectiveness. With adequate organizational support and clear structure, hybrid working can serve as a strategic approach to boosting employee engagement. Limitations: Qualitative analysis of only twenty six sample of only one organization is not sufficient for generalizing. A quantitative analysis using data of broader sample may provide a result generalizable to other types of organizations or regions. Contribution: This study contributes to the understanding of factors that influence employee work engagement by emphasizing the benefits of hybrid working to improve employee engagement, an important facilitator of higher performance. Novelty: This research made a comparison between homeworking, onsite working and hybrid working, and explored the factors of different work arrangement that influence employee engagement, an area that has not received enough attention in the existing literature.

Purpose: As climate change continues to pose unprecedented challenges to organizational sustainability, the role of Human Resource Management (HRM) is undergoing a critical transformation. Methodology/approach: This study investigates the integration of sustainable HRM practices particularly green human capital development as a strategic response to environmental uncertainty. Employing a mixed-methods approach, this research combines a systematic literature review with a survey of HR professionals across sectors vulnerable to climate-related disruptions. Results/findings: Findings reveal that organizations adopting green HRM frameworks such as environmentally aligned recruitment, green training, eco-driven performance management, and sustainability-based leadership development are more likely to exhibit adaptive capacities and long-term resilience. Conclusions: Furthermore, the study identifies key enablers and barriers in embedding green human capital practices into existing HR systems. Limitations: The results underscore the need for HRM to evolve beyond administrative functions and actively contribute to ecological stewardship and strategic resilience. Contribution: This research contributes to the growing discourse on sustainable organizational practices by positioning HRM as a pivotal agent in aligning human capital strategies with climate action imperatives.

Purpose The aim of this study is to examine how ambidexterity capabilities (exploration and exploitation) and entrepreneurial orientation contribute to competitive advantage in East Java's tourism industry. Methodology/approach: The research was conducted in East Java's tourism sector, involving a survey of 230 tourism managers selected through purposive sampling. The data was analyzed using path analysis with mediation tests and t-tests through SmartPLS to examine the relationships between the study variables. Results/findings: This study found that Entrepreneurial Orientation (EO) enhances both exploratory and exploitative ambidexterity, which promotes innovation and efficiency. Although EO directly enhances competitive advantage, its impact varies across the dimensions of ambidexterity. Exploratory ambidexterity weakens the relationship between EO and competitive advantage, while exploitative ambidexterity strengthens it. This suggests that balancing innovation with execution is key to sustaining success in the market. Conclusions: The research concludes that tourism organizations in East Java should focus on developing ambidexterity exploitation capabilities to maximize the benefits of their entrepreneurial orientation for achieving competitive advantage. The balanced management of external challenges proves more crucial than internal resource management in this context. Limitations: A limitation of the study is its focus on East Java's tourism industry and its use of purposive sampling, which may affect the generalizability of findings to other regions or sectors. Contribution: This study contributes to tourism management literature by empirically testing the ambidexterity-competitive advantage relationship in an underexplored context. The findings provide practical insights for tourism managers on strategically allocating resources between exploration and exploitation activities to enhance their competitive position.

Purpose: This study aims to explore the gap between work expectations and actual workplace realities from the perspective of young Indonesian workers in the offshore oil and gas industry, focusing on how such discrepancies affect job satisfaction, psychological well-being, and organizational loyalty. Research Methodology: An exploratory qualitative approach was employed, involving semi-structured in-depth interviews with 15 offshore workers aged 22–35, located in Natuna and the Java Sea. The data were analyzed using thematic analysis framework, which enabled systematic identification of recurring themes related to expectations, psychological stress, and retention. Results: Findings reveal that young workers’ expectations are shaped by media portrayals and institutional narratives that glamorize offshore work. However, the realities long shifts, isolation, and psychological strain often lead to disillusionment. Many participants experienced cognitive dissonance, reduced job satisfaction, and a strong intention to resign. The study also uncovered a psychological entrapment phenomenon, where workers remained not out of satisfaction but due to a lack of viable alternatives. Conclusions: The Expectation-Disconfirmation Theory and Psychological Contract Theory effectively explain the disconnect between expectations and job experiences. In offshore contexts, misalignment can significantly impact worker loyalty and mental health. Limitations: The study is limited in sample size (15 participants) and geographic scope (Natuna and Java Sea). It also lacks managerial or HR perspectives, restricting organizational-level analysis. Contribution: This study offers practical implications for HR management in high-risk industries, emphasizing realistic recruitment, mental preparedness, and integrated psychological support. It also contributes novel insights into the concept of psychological entrapment in early-career professionals.

Purpose: The purpose of this study is to investigate empirically the factors that influence university team member performance, such as pay and performance management systems, and also to compete. Methodology/approach: As part of this study's quantitative methodology, a questionnaire was given to staff members of Private Higher Education Institutions (PHEIs) in Surabaya, East Java. Results/findings: One of the essential tools to help universities navigate organizational procedures successfully is a performance management system. Since higher remuneration is perceived to result in better work outcomes, compensation plays a significant role in improving team member performance. Similarly, improving personnel competency has a positive impact on work outcomes. Performance management, compensation, and competency significantly impact team member performance in universities, including Indonesia. Research shows that adequate compensation and high competency can improve team performance. In addition, effective performance management also plays a role in enhancing team member motivation and Performance. Conclusions: Both theoretically and practically, this study contributes to the implementation of performance measurement systems, compensation structures, and competence development to improve university performance. Limitations: Performance is a current and expanding topic, debated by both practitioners and academic researchers, being a complex concept that can be defined from several perspectives. The development of a nation is greatly aided by Higher Education Institutions (HEIs), which raise the caliber of human resources. Contribution: The fundamental components of effective management strategies include team member satisfaction, goal achievement support, and clear communication.

Purpose: This study aims to investigate the strategic role of Human Resource Management (HRM) practices—particularly training and development, performance management, and organizational innovation in improving transportation performance and safety in Indonesia. It also explores the moderating effect of employee welfare on these relationships, responding to the growing demands of digital transformation and safety standards in the transportation sector. Methodology: A quantitative approach was employed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Data were collected from 360 respondents working in the land transportation sector across Indonesia through structured questionnaires. Results: The findings confirm that training and development, as well as performance management, significantly influence both organizational innovation and transportation safety. Organizational innovation also positively affects transportation performance, which in turn enhances safety. However, the moderating effect of employee welfare on the innovation–performance relationship was found to be statistically insignifican. Conclusions: High-quality HRM practices, especially in training and performance management, are crucial for enhancing both operational performance and safety in Indonesia’s transportation sector. While innovation contributes to performance, its full benefits may not materialize without stronger welfare systems. Companies should integrate safety-focused training, real-time performance tracking, and inclusive innovation mechanisms into their HR strategy to build a more resilient transportation workforce. Limitations: This study finds that employee welfare has not yet played a significant moderating role in boosting transportation performance through innovation. Most welfare initiatives remain basic, lacking integration with strategic innovation agendas. This limitation highlights a disconnect between employee well-being and organizational goals, which may affect long-term innovation sustainability. Contribution: The study contributes to HRM theory by validating the impact of training and performance management on transportation innovation and safety within a developing-country context. Practically, it provides a framework for transportation firms to align HR strategies with digitalization and operational safety goals. It also underscores the need for welfare policies that go beyond minimum standards to actively support innovation and performance excellence.