Jurnal Manajemen Universitas Bung Hatta

The Moderating Role of Meaning of Work in The Relationship Between GHRM and Organizational Commitment

Ika Wahyu Kurniawati, Dorojatun Prihandono, Taufiq Hidayat — Thu, 09 Jul 2026 00:00:00 +0000

This study aims to examine the influence of Green Human Resources Management (GHRM) and Meaning of Work (MoW) on Organisational Commitment (OC), while also testing the moderating role of MoW in the relationship between GHRM and OC. The research was conducted on employees from various organizational sectors in Semarang, Indonesia, involving 111 respondents selected through purposive sampling. Data were collected via an online questionnaire and analyzed using multiple regression and moderation analysis techniques. The findings reveal that GHRM does not have a direct significant effect on organisational commitment. In contrast, MoW has a significant positive effect on OC and serves as a moderator that strengthens the relationship between GHRM and OC. This indicates that the effectiveness of green HR practices in enhancing employee commitment largely depends on the employees’ perception of meaningful work. The study provides practical insights for HR practitioners to align environmental strategies with employees’ personal values and sense of purpose. By doing so, organizations can build stronger affective commitment among employees, especially in urban-industrial contexts like Semarang. The study contributes to the development of sustainable HR strategies by emphasizing the psychological factors that influence employees' responses to environmental policies.

Strategic Defense HRM 4.0: An Integrative Framework for Future-Ready Defense Organizations

Hengky T. P. Aritonang, Guntur Eko Saputro, Imam Tri Wahyudi — Fri, 10 Jul 2026 00:00:00 +0000

The Fourth Industrial Revolution—artificial intelligence, autonomous systems, and hybrid threats—is fundamentally reshaping defense organizations. Traditional hierarchical personnel systems are increasingly inadequate for preparing military forces to operate across physical, digital, and cognitive domains. Despite this challenge, defense Human Resource Management (HRM) scholarship lacks a comprehensive framework integrating technological transformation, human-machine collaboration, and strategic workforce planning. This systematic review followed PRISMA 2020 guidelines, searching Scopus, Web of Science, and IEEE Xplore (2020–2025). From 512 publications, 52 peer-reviewed studies were thematically synthesized with independent double-coding (κ=0.82). Three key insights emerged: (1) predictive analytics in defense contexts improve personnel retention and enable proactive forecasting of critical skill gaps; (2) immersive VR/AR training enhances skill retention and reduces training duration; (3) ethical human-machine teaming requires explainable AI, calibrated trust, and ethical reasoning-focused leadership. These findings are integrated into the Strategic Defense HRM 4.0 Framework, comprising four pillars: data-driven talent management, digital workforce readiness, ethical human-machine teaming, and strategic HRM for organizational readiness. This framework enables defense organizations to transition from reactive personnel administration to proactive strategic workforce management.

Intercultural Dialogue as a Tool for Leadership Development: A Qualitative Single-Case Study of a Multilingual Marketing Team

Sun, 12 Jul 2026 00:00:00 +0000

This study explores intercultural dialogue as a strategic approach to leadership development within a bilingual marketing team at PT Danone, West Sumatra, Indonesia. Adopting a qualitative single-case study design, the research investigates how intercultural dialogue is constructed, how cultural identity is negotiated, and how patterns of self-awareness emerge among reflective leaders within a multilingual multinational organization. Data were gathered through in-depth interviews, participatory observations, and document analyses involving ten participants from diverse cultural and linguistic backgrounds. The analysis generated three overarching themes: (1) Dialogue as a Bridge of Meaning, demonstrating how cross-cultural communication expands mutual understanding beyond linguistic boundaries; (2) Negotiation of Cultural Identity, revealing how recruitment leaders and team members redefine their roles through empathy and reflective engagement; and (3) Leadership Through Dialogical Growth, illustrating that effective leadership evolves through collective interaction rather than hierarchical structure. The study contributes theoretically by positioning intercultural dialogue as a mechanism of leadership learning, and practically by offering insights for multinational corporations to develop reflective leadership models that are inclusive and adaptive to cultural diversity.