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Organizations in the digital era face rapid and unpredictable changes characterized by volatility, uncertainty, complexity, and ambiguity, requiring strategic adaptation and effective change management. This study aims to synthesize empirical findings on the role of change management strategies, adaptive leadership, innovative organizational culture, and employees’ psychological readiness in supporting digital transformation and improving employee performance. The research employs a Systematic Literature Review (SLR) approach based on PRISMA 2020 guidelines, analyzing 23 selected peer-reviewed articles published between 2021 and 2026. The findings indicate that successful digital transformation is not solely determined by technological advancement but largely influenced by human-centered factors. Adaptive and transformational leadership plays a critical role in fostering trust, reducing resistance, and maintaining employees’ emotional stability during organizational change. Furthermore, an innovative organizational culture, transparent communication, and continuous training significantly enhance employee engagement, adaptability, and performance. Psychological factors such as stress and resistance can either hinder or support change outcomes depending on how they are managed. The study highlights the importance of integrating technological, structural, and human aspects to achieve sustainable organizational transformation. The implications suggest that organizations should prioritize human-centered change strategies, strengthen digital literacy, and promote adaptive leadership to remain competitive in the Society 5.0 era.

Employee engagement is critical to organizational performance, employee well-being, and long-term sustainability. In hybrid work contexts, generational differences have become increasingly evident, particularly between Generation Y and Generation Z employees. Generation Y tends to emphasize work–life balance, career development, and meaningful collaboration, while Generation Z prioritizes flexibility, job security, digital integration, and the use of technology in the workplace. This study adopts a systematic literature review (SLR) approach by synthesizing findings from various peer-reviewed studies related to employee engagement and hybrid work practices across generations. The review focuses on identifying key factors that influence employee engagement in modern work environments. The results indicate that hybrid work can significantly enhance employee engagement when organizations provide flexibility, autonomy, adequate technological support, professional development opportunities, and fair reward systems. In addition, supportive organizational culture and effective leadership are important in maintaining employee motivation and commitment. However, differences in generational expectations require organizations to implement adaptive managerial strategies, including flexible work policies, personalized communication approaches, and inclusive leadership practices to strengthen employee engagement across different generations in hybrid work settings.

Digital transformation has driven organizations to adopt the metaverse as a 3D virtual workspace that enables employee interaction through avatars, thereby introducing new challenges in managing organizational identity, work culture, and employee loyalty. This study aims to analyze the role of human resource leadership in establishing organizational identity, transforming work culture, and sustaining employee loyalty within a metaverse-based work environment. The study employs an integrative literature review approach by systematically collecting and synthesizing relevant scholarly sources from reputable publications within the last five years. The findings indicate that organizational identity in the metaverse is constructed through avatar representation and virtual environment design, while work culture undergoes a transformation toward flexible digital interaction patterns that still require reinforcement of organizational values. Furthermore, employee loyalty is influenced by the quality of virtual experiences and the effectiveness of leadership communication. In this context, digital-based HR leadership emerges as a critical factor in fostering employee engagement and trust in a non-physical interaction setting. This study contributes conceptually by integrating leadership, identity, culture, and loyalty within the metaverse framework, and provides practical implications for organizations in designing adaptive human resource management strategies in response to the advancement of immersive technologies.

This study seeks to investigate the direct impact of digital transformational leadership on employee engagement and to analyze the mediating function of work-life balance within higher education institutions in Medan. A quantitative methodology was utilized, employing a survey technique with a structured questionnaire disseminated to professors at higher education institutions in North Sumatra Province. The study's population and sample consisted of 120 permanent academics in North Sumatra Province. We utilized a questionnaire to collect data and Structural Equation Modeling (SEM) to analyze it. The findings indicated that digital transformative leadership exerted a favorable and significant impact on lecturer engagement. Nonetheless, work-life balance was not demonstrated to be a significant mediator or moderator in this relationship. This study demonstrates that within the framework of digital transformation, professor engagement is more significantly affected by leadership practices than by perceptions of work-life balance. Digital leadership that works can give teachers more power and make them more interested, but problems that come with the digital invasion need to be handled carefully. This study suggests that companies, particularly higher education institutions, should prioritize the enhancement of digital leadership capacity to sustain and elevate employee engagement in the digital age.

Leadership constitutes a critical determinant of organizational efficiency, yet the relationship between leadership styles and administrative effectiveness remains incompletely understood, particularly across different institutional contexts. This comparative study examines how transformational, transactional, and laissez-faire leadership styles influence administrative efficiency in public and private sector institutions in Indonesia. Using a mixed-methods approach, quantitative data were collected from 428 employees across 28 public institutions and 24 private organizations through validated survey instruments; qualitative data were gathered through 36 semi-structured interviews with organizational leaders and managers. Results reveal significant positive relationships between transformational leadership and administrative efficiency in both sectors (β = 0.54, p < 0.001 for public; β = 0.48, p < 0.001 for private), with transactional leadership showing moderate positive effects (β = 0.32 public; β = 0.38 private) and laissez-faire leadership demonstrating negative relationships (β = −0.28 public; β = −0.24 private). Leadership styles collectively explain 52% of efficiency variance. Mediation analysis reveals that organizational culture (28%), employee engagement (35%), and trust in leadership (22%) partially mediate transformational leadership's effects, together accounting for 62% of total indirect effects. Sector differences emerged qualitatively: transformational leadership leverages public service motivation in public institutions, while transactional leadership's performance accountability resonates more strongly in private organizations. The study contributes theoretical understanding of leadership effectiveness across institutional contexts and provides practical guidance for developing contextually appropriate leadership development programs.

The effectiveness of public sector organizations in delivering quality services and achieving their mandates depends critically on how they manage their human resources. This study examines the relationship between strategic human resource management (SHRM) practices and organizational performance in Indonesian public sector organizations. Employing a mixed-methods research design, data were collected from 312 public sector managers and HR professionals across 45 government agencies through surveys and 32 in-depth interviews. The research investigates five key SHRM dimensions: strategic recruitment and selection, performance management systems, employee development and training, compensation and rewards, and employee engagement. Findings reveal significant positive relationships between SHRM practices and multiple performance indicators including service quality, operational efficiency, employee productivity, and organizational innovation. Regression analysis demonstrates that SHRM practices collectively explain 47.3% of variance in organizational performance scores. Qualitative data illuminate implementation challenges including limited HR professional capacity, rigid civil service regulations, political interference, and resistance to performance-based management. The study identifies critical success factors such as top management commitment, alignment between HR strategy and organizational strategy, investment in HR analytics capabilities, and cultural transformation toward merit-based practices. Results indicate that high-performing public organizations distinguish themselves through systematic talent management, data-driven HR decision-making, continuous learning cultures, and stronger linkages between individual performance and organizational outcomes. This research contributes empirical evidence on SHRM effectiveness in public sector contexts and provides actionable recommendations for HR practitioners and policymakers seeking to leverage human capital for improved public service delivery.

This study aims to explore employees’ work experiences related to work-life balance and compensation in shaping employee performance at CV. Sepanjang Masa (Masa Kreatif), a social media agency located in Makassar. A qualitative approach with a descriptive-analytical field design was employed. Data were collected through in-depth interviews, passive participant observation, and documentation involving 11 informants from both management and creative teams. Data analysis followed processes of data reduction, data display, and conclusion drawing, with trustworthiness ensured through triangulation techniques. The findings reveal that employees’ work-life balance experiences are dynamic and heterogeneous. Work flexibility provides opportunities for personal time management; however, rapid response demands and intensive content production blur the boundaries between work and personal life. A supportive, communicative, and collaborative work environment acts as a protective factor that mitigates work pressure and fosters creativity. Compensation is perceived not only as financial remuneration but also as a symbol of recognition, professional development opportunities, and organizational appreciation, although gaps remain between employee expectations and organizational capacity. Integratively, work-life balance, work environment, and compensation constitute interconnected work experiences influencing employee engagement and performance within the digital creative industry.

Employee engagement is a critical factor in enhancing organizational performance, including in public sector organizations such as state-owned enterprises (BUMN). Low leadership inspiration, suboptimal work systems, and insufficient organizational support can reduce employee engagement levels. This study aims to analyze the influence of transformational leadership, high performance work system (HPWS), and perceived organizational support (POS) on employee engagement. A quantitative research method with a survey design was employed. Data were collected through valid and reliable questionnaires from the entire employee population, using proportional random sampling, resulting in a sample of 100 respondents. Multiple regression analysis was conducted to examine the relationships. The results indicate that transformational leadership, HPWS, and POS have a positive and significant effect on employee engagement. These findings underscore the importance of strengthening transformational leadership, implementing high-performance work systems, and providing consistent organizational support to enhance employee engagement. Managerial recommendations include improving leadership quality, competency-based workforce planning, and developing reward systems along with a collaborative and appreciative work culture.

The mining sector is widely recognized as a high-risk industry characterized by complex social, environmental, and organizational challenges. In response, sustainability governance in mining has predominantly relied on institutional mechanisms such as regulations, voluntary standards, and sustainability reporting frameworks. However, growing evidence indicates that these approaches often fail to generate substantive sustainability outcomes because they insufficiently address human and organizational dimensions. This literature review aims to synthesize existing research on sustainability governance in the mining sector by shifting the analytical focus from institutional sustainability to human behavioral engagement. Using a systematic and thematic literature review approach, this study analyzes peer-reviewed articles indexed in Scopus that examine sustainability governance, human behavior, and organizational dynamics in the mining sector. The findings reveal a persistent gap between formal sustainability commitments and actual practices, frequently manifested in symbolic compliance and greenwashing. The review further demonstrates that human behavior—shaped by employee engagement, trust, perceived justice, and organizational culture—plays a decisive role in determining the effectiveness of sustainability governance. Moreover, the literature highlights the limitations of rigid, top-down governance models in managing the complexity and uncertainty inherent in mining systems, emphasizing the relevance of adaptive governance approaches that promote learning, flexibility, and stakeholder participation. This study contributes to the literature by integrating institutional, behavioral, and adaptive governance perspectives into a human-centered framework. Practically, it underscores the strategic role of human resource management in translating sustainability commitments into meaningful behavioral change and long-term sustainability outcomes in the mining sector.

This study aims to examine the influence of employee engagement and intrinsic motivation on employee performance, and examine employee engagement and intrinsic motivation on organizational learning, as well as examine employee engagement and intrinsic motivation on employee performance through organizational learning. The population used in this study was 84 employees of the Department of Industry, Trade, Cooperatives, and Micro, Small, and Medium Enterprises (MSMEs) of Pekalongan Regency.The data analysis techniques used in this study were descriptive and inferential analysis. Seven hypotheses were tested using Structural Equation Modeling Partial Least Squares (PLS).The results of the study showthere is a positive and significant influenceemployee engagementon employee performance, intrinsic motivation has a positive and significant effect on employee performance, employee engagementpositive and significant influenceon organizational learning, intrinsic motivation has a positive and significant effect on organizational learning, employee engagement has a positive and significant effect on employee performance through organizational learning, intrinsic motivation has a positive and significant effect on employee performance through organizational learning.

This study investigates the effects of transformational leadership and work-life balance on job satisfaction, with employee engagement as a mediating variable, within the context of modern organizational work environments. Increasing job demands and performance pressures have raised concerns regarding employee psychological well-being, yet previous empirical findings on how leadership and work-life balance influence job satisfaction remain inconsistent. Therefore, this research aims to examine whether employee engagement serves as a psychological mechanism that explains the relationship between transformational leadership, work-life balance, and job satisfaction. A quantitative research approach was employed, with data collected through structured questionnaires using a Likert scale. The data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) to test both direct and indirect relationships among variables. The results indicate that transformational leadership has a significant positive effect on employee engagement, which subsequently has a strong positive influence on job satisfaction. However, work-life balance does not demonstrate a significant direct or indirect effect on job satisfaction in this research context. Furthermore, employee engagement is proven to fully mediate the relationship between transformational leadership and job satisfaction. In conclusion, this study highlights employee engagement as a key psychological pathway through which transformational leadership enhances job satisfaction and provides practical implications for organizations to prioritize leadership development aimed at strengthening employee engagement.

This study examines the factors influencing the phenomenon of quiet quitting in the context of contemporary organizations by reviewing empirical evidence published between 2021–2024. Quiet quitting refers to the psychological withdrawal of employees who remain formally employed but consciously limit their work involvement to the minimum required by the contract without any explicit intention to quit. Although this phenomenon has been widely discussed in academic literature, much of the research still examines quiet quitting in a fragmented way, lacking a comprehensive theoretical framework. This study adopts a systematic review approach following PRISMA 2020 guidelines, analyzing eight empirical articles indexed in Scopus and Google Scholar. The findings indicate that quiet quitting is influenced by individual factors such as burnout, emotional exhaustion, reduced job satisfaction, and low work engagement. Organizational factors include psychological contract violations, low perceived organizational support, unsupportive leadership styles, excessive workload, and an exclusive work culture. The findings can be understood within the Job Demands–Resources framework, where the imbalance between work demands and organizational resources triggers disengagement. This study contributes theoretically by integrating empirical findings into a more cohesive conceptual framework and provides practical implications for human resource management aimed at improving engagement and organizational sustainability.

Internal governance and psychological safety are key factors influencing employee performance in private universities in Indonesia. Internal governance ensures efficient and transparent operations aligned with institutional goals, whereas psychological safety allows employees to express ideas and take risks without fear of negative consequences. Organizational communication mediates the relationship between these factors and employee performance. This study aimed to assess the impact of internal governance and psychological safety on employee performance in private universities in Banten, with organizational communication as an intervening variable. This study explores how these elements contribute to performance through effective communication. A quantitative approach was employed with a sample of 50 respondents from private universities in Banten. Data were collected via structured surveys, and SmartPLS 4.0 software was used to analyze the relationships between internal governance, psychological safety, organizational communication, and employee performance. This study found that internal governance positively influenced organizational communication, which significantly enhanced employee performance. Psychological safety also contributes to organizational communication but has a minimal direct impact on performance. Organizational communication plays a crucial mediating role in linking governance, safety, and performance. These findings emphasize the importance of strengthening internal governance, fostering psychological safety, and improving organizational communication to optimize employee performance in private universities. By focusing on these factors, universities can create a more supportive environment that enhances employee engagement and effectiveness of the faculty.

This study aims to analyze the integration of Human Resource (HR) Analytics as a strategic approach to enhancing employee experience in organizational settings. The growing complexity of the business environment and the increasing demand for data-driven decision-making have encouraged organizations to utilize HR Analytics in managing human resources more effectively. This research employs an integrative literature review method to synthesize findings from previous empirical and conceptual studies published between 2014 and 2024. The review process was conducted systematically through article identification, selection, thematic analysis, and synthesis of findings. The results indicate that HR Analytics contributes positively to employee experience by improving employee engagement, performance management, and retention strategies. Furthermore, organizational culture, leadership commitment, and technological readiness are identified as key moderating factors influencing the successful implementation of HR Analytics. This study provides theoretical contributions by strengthening the conceptual relationship between HR Analytics and employee experience, as well as practical implications for organizations seeking to design data-driven human resource management strategies.

This study aims to analyze the relationship between leadership style and effective communication in the decision-making process within an organizational environment. The leadership style applied by a leader is highly instrumental in determining the quality of communication established between the leader and employees. Effective communication characterized by the clear transmission of information, openness to input, and the ability to listen actively can enhance the accuracy of information, speed, and quality of decisions made. Using a qualitative descriptive approach, this research illustrates how leaders employ specific communication styles to foster employee engagement, strengthen coordination, and minimize misunderstandings during the decision-making process. The findings indicate that the more effective the leader's communication style, the better the quality of the resulting decisions, as the process involves a transparent, participatory, and responsive exchange of information. Thus, effective communication is a key element connecting leadership style with successful decision-making within an organization.

The purpose of this study is to analyze the strategic role of the Green Human Resource Information System (Green HRIS) in bridging the transformation of human resource management with the demands of Environmental, Social, and Governance (ESG) principles, specifically examining how Green HRIS contributes to sustainable HR practices, organizational performance, and digital HR transformation. Using a Systematic Literature Review (SLR) approach, this study identifies, evaluates, and synthesizes prior research by conducting a structured search across major academic databases—Scopus, Web of Science, Springer, Elsevier, and Wiley—for publications from 2020 to 2025 that address green HRM, HR digitalization, sustainable HR practices, and ESG integration. The review process includes screening titles, abstracts, and full texts, extracting key data, and categorizing findings into environmental, social, and governance dimensions. The results demonstrate that Green HRIS strengthens ESG implementation by reducing paper usage, lowering carbon emissions, and promoting sustainable HR practices such as digital recruitment and e-learning, while also improving governance through enhanced transparency, accountability, regulatory compliance, and real-time reporting. Empirical evidence indicates that Green HRIS fosters employee engagement, organizational innovation, and the development of green competitive advantages. Practically, the study highlights how organizations, policymakers, and HR managers can utilize Green HRIS to optimize digital transformation and meet ESG requirements, thereby reinforcing legitimacy and long-term competitiveness within the green economy. This research offers originality as one of the first systematic reviews addressing Green HRIS in the ESG era, integrating theories such as the Resource-Based View, Technology Acceptance Model, and organizational sustainability theory, while also mapping trends, best practices, and gaps for future research.

This research seeks to examine the influence of digital competency on employee performance, with employee engagement serving as a mediating variable at the Jakarta Mampang Prapatan Tax Office (KPP Pratama). The research employed a quantitative methodology utilizing Structural Equation Modeling (SEM) with Smart PLS, derived from data collected from 106 employees. The findings indicate that digital competency significantly influences employee engagement, which in turn positively affects employee performance. Digital competency also has an indirect effect on how well employees do their jobs by making them more engaged. These results validate that enhancing employee digital competency must be succeeded by bolstering employee engagement to achieve optimal performance improvement. This research makes an empirical contribution to the literature regarding digital competency and work engagement within the public sector and presents practical implications for enhancing human resource capacity to facilitate the modernization of tax services.

This study examines the influence of internal communication and leadership style on employee work motivation at Public Relation Agency XYZ. The research focuses on understanding how these two organizational factors shape the motivation levels of employees, particularly freelance experts who contribute significantly to the agency’s performance and service quality. Using a quantitative approach, data were collected through a structured survey designed to capture employees’ perceptions of communication effectiveness, leadership characteristics, and motivational conditions within the agency. The collected data were then analyzed using SmartPLS to test the proposed relationships. The findings indicate that both internal communication and leadership style exert a significant and positive influence on work motivation, highlighting the crucial role of clear information flow and supportive leadership behavior. Moreover, the results suggest that enhancing communication practices and applying a more transformational leadership style can substantially improve employee motivation. This study offers practical recommendations for strengthening internal communication systems and leadership development initiatives to foster higher engagement, productivity, and overall motivation among employees at Public Relation Agency XYZ.

Objectives: This study aims to analyze the direct and indirect effects of Servant Leadership on lecturers’ Job Performance through the mediating variables of Job Satisfaction, Employee Engagement, and Organizational Citizenship Behavior (Organizational Citizenship Behavior). The study also seeks to identify which mediating variable has the strongest influence in explaining the relationship between leadership and performance among lecturers in private universities. Methodology: This study applies a causal quantitative approach using a survey method with a sample of 155 lecturers from Information Technology study programs at private universities in West Java. Data were collected through questionnaires and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) to test ten research hypotheses and evaluate the mediating effects among variables. Findings: The results show that Servant Leadership has a positive influence on Job Satisfaction, Employee Engagement, and Organizational Citizenship Behavior, but does not directly affect Job Performance. Among the mediators, only Organizational Citizenship Behavior significantly mediates the relationship between Servant Leadership and Job Performance, indicating that lecturers’ voluntary behavior plays a key role in improving performance. In contrast, Job Satisfaction and Employee Engagement do not act as significant mediators. Conclusion: The findings highlight that leadership effectiveness in higher education depends on fostering Organizational Citizenship Behavior rather than relying solely on satisfaction or engagement. The study introduces the concept of Emphatic Leadership, which emphasizes empathy, accountability, and humility as essential values for leaders in academic environments. This approach offers practical insights for developing participative and humanistic leadership models to enhance lecturers’ academic performance.

This study aims to analyze the influence of employer branding and digital capability on turnover intention, with employee engagement serving as a mediating variable, in Small and Medium Enterprises (SMEs) in Central Java Province. The research design uses a quantitative approach with an explanatory research method. The research sample consists of 205 SMEs employees selected using purposive sampling techniques with criteria of a minimum of six months of service and active use of digital technology in their work. Data were collected through a Likert-scale questionnaire and analyzed using Structural Equation Modeling based on Partial Least Squares (SEM-PLS). The results indicate that employer branding has a positive effect on employee engagement and a negative effect on turnover intention. Digital capability has a positive effect on employee engagement, but its direct effect on turnover intention is not significant. Employee engagement was found to mediate the relationship between employer branding and turnover intention, as well as between digital capability and turnover intention. These findings reinforce the relevance of Social Exchange Theory and the Resource-Based View in the context of human resource management in the SME sector, while also providing practical implications that strengthening employer branding and enhancing employees' digital competencies can reduce turnover intention.