The Strategic HR Leader: Driving Organizational Success Through People Management
Keywords:
Strategic HR Leadership, People Management, Employee Performance, Organizational Success
Abstract
This study examines the impact of Strategic HR Leadership and People Management on Organizational Success at PT. Garuda Indonesia (Persero) Tbk, with a focus on the mediating role of Employee Performance. Utilizing a quantitative research design, data was collected from 85 employees using random sampling and analyzed with SmartPLS. The results reveal that Strategic HR Leadership has a significant positive effect on both Employee Performance and Organizational Success, indicating that effective strategic HR leadership enhances organizational success by improving employee performance. Similarly, People Management positively influences Employee Performance, which in turn contributes to Organizational Success. Although the direct effect of People Management on Organizational Success was not significant, its indirect effect through Employee Performance was notable. These findings underscore the importance of strategic HR practices and effective people management in achieving organizational success. The study provides actionable insights for enhancing HR strategies to foster a high-performing workforce and improve overall organizational outcomes.
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[3] W. Hongxin et al., “Unleashing the Role of CSR and Employees’ Pro-Environmental Behavior for Organizational Success: The Role of Connectedness to Nature,” Sustain., vol. 14, no. 6, 2022, doi: 10.3390/su14063191.
[4] A. Errida and B. Lotfi, “The determinants of organizational change management success: Literature review and case study,” Int. J. Eng. Bus. Manag., vol. 13, pp. 1–15, 2021, doi: 10.1177/18479790211016273.
[5] M. Paais and J. R. Pattiruhu, “Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance,” J. Asian Financ. Econ. Bus., vol. 7, no. 8, pp. 577–588, 2020, doi: 10.13106/JAFEB.2020.VOL7.NO8.577.
[6] Y. Rivaldo and S. D. Nabella, “Employee Performance: Education, Training, Experience and Work Discipline,” Qual. - Access to Success, vol. 24, no. 193, pp. 182–188, 2023, doi: 10.47750/QAS/24.193.20.
[7] X. Islami and M. Topuzovska Latkovikj, “There is time to be integrated: The relationship between SCM practices and organizational performance - The moderated role of competitive strategy,” Cogent Bus. Manag., vol. 9, no. 1, 2022, doi: 10.1080/23311975.2021.2010305.
[8] Z. Adiguzel, M. F. Ozcinar, and H. Karadal, “Does servant leadership moderate the link between strategic human resource management on rule breaking and job satisfaction?,” Eur. Res. Manag. Bus. Econ., vol. 26, no. 2, pp. 103–110, 2020, doi: 10.1016/j.iedeen.2020.04.002.
[9] C. J. Collins, “Expanding the resource based view model of strategic human resource management,” Int. J. Hum. Resour. Manag., vol. 32, no. 2, pp. 331–358, 2021, doi: 10.1080/09585192.2019.1711442.
[10] F. L. Cooke, M. Xiao, and Y. Chen, “Still in search of strategic human resource management? A review and suggestions for future research with China as an example,” Hum. Resour. Manage., vol. 60, no. 1, pp. 89–118, 2021, doi: 10.1002/hrm.22029.
[11] S. Al-Qudah, A. M. Obeidat, H. Shrouf, and M. A. Abusweilem, “The impact of strategic human resources planning on the organizational performance of public shareholding companies in Jordan,” Probl. Perspect. Manag., vol. 18, no. 1, pp. 219–230, 2020, doi: 10.21511/ppm.18(1).2020.19.
[12] B. J. Ali and G. Anwar, “Strategic leadership effectiveness and its influence on organizational effectiveness,” Int. J. Electr. Electron. Comput., vol. 6, no. 2, pp. 11–24, 2021, doi: 10.22161/eec.62.2.
[13] L. Schaedler, L. Graf-Vlachy, and A. König, “Strategic leadership in organizational crises: A review and research agenda,” Long Range Plann., vol. 55, no. 2, 2022, doi: 10.1016/j.lrp.2021.102156.
[14] A. Singh, W. M. Lim, S. Jha, S. Kumar, and M. V. Ciasullo, “The state of the art of strategic leadership,” J. Bus. Res., vol. 158, no. November 2021, p. 113676, 2023, doi: 10.1016/j.jbusres.2023.113676.
[15] E. Knies, P. Leisink, and R. van de Schoot, “People management: developing and testing a measurement scale,” Int. J. Hum. Resour. Manag., vol. 31, no. 6, pp. 705–737, 2020, doi: 10.1080/09585192.2017.1375963.
[16] M. R. Tuckey et al., “Workplace Bullying as an Organizational Problem: Spotlight on People Management Practices,” J. Occup. Health Psychol., vol. 27, no. 6, pp. 544–565, 2022, doi: 10.1037/ocp0000335.
[17] A. Wæraas and D. Y. Dahle, “When reputation management is people management: Implications for employee voice,” Eur. Manag. J., vol. 38, no. 2, pp. 277–287, 2020, doi: 10.1016/j.emj.2019.08.010.
[18] A. R. Feast, N. White, B. Candy, N. Kupeli, and E. L. Sampson, “The effectiveness of interventions to improve the care and management of people with dementia in general hospitals: A systematic review,” Int. J. Geriatr. Psychiatry, vol. 35, no. 5, pp. 463–488, 2020, doi: 10.1002/gps.5280.
[19] S. Riyanto, E. Endri, and N. Herlisha, “Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement,” Probl. Perspect. Manag., vol. 19, no. 3, pp. 162–174, 2021, doi: 10.21511/ppm.19(3).2021.14.
[20] T. Köllen and N. Rumens, “Challenging cisnormativity, gender binarism and sex binarism in management research: foregrounding the workplace experiences of trans* and intersex people,” Gend. Manag., vol. 37, no. 6, pp. 701–715, 2022, doi: 10.1108/GM-01-2022-0022.
[21] J. Littlejohn et al., “International Practice Recommendations for the Recognition and Management of Hearing and Vision Impairment in People with Dementia,” Gerontology, vol. 68, no. 2, pp. 121–135, 2022, doi: 10.1159/000515892.
[22] J. J. Pilcher and D. M. Morris, “Sleep and Organizational Behavior: Implications for Workplace Productivity and Safety,” Front. Psychol., vol. 11, no. January, pp. 1–21, 2020, doi: 10.3389/fpsyg.2020.00045.
[23] S. S. Gadzali, J. Gazalin, S. Sutrisno, Y. B. Prasetya, and A. M. Almaududi Ausat, “Human Resource Management Strategy in Organisational Digital Transformation,” J. Minfo Polgan, vol. 12, no. 1, pp. 760–770, 2023, doi: 10.33395/jmp.v12i1.12508.
[24] A. Werdhiastutie, F. Suhariadi, and S. G. Partiwi, “Achievement Motivation as Antecedents of Quality Improvement of Organizational Human Resources,” Budapest Int. Res. Critics Inst. Humanit. Soc. Sci., vol. 3, no. 2, pp. 747–752, 2020, doi: 10.33258/birci.v3i2.886.
[25] G. Anwar and N. N. Abdullah, “The impact of Human resource management practice on Organizational performance,” Int. J. Eng. Bus. Manag., vol. 5, no. 1, pp. 35–47, 2021, doi: 10.22161/ijebm.5.1.4.
[26] M. Rahmadila, “The Influence Of Leadership On Employee Performance,” J. Law, Soc. Sci. Humanit., vol. 316, no. 2001, pp. 4–24, 2024.
[27] Y. Kuswati, “The Effect of Motivation on Employee Performance,” Budapest Int. Res. Critics Institute-Journal, pp. 995–1002, 2020.
[28] C. Values, A. S. A. Strategic, S. To, and I. Employee, “Earning Cultural Values As A Strategic Step TO,” Sci. J. Reflect. Econ. Accounting, Manag. Bus., vol. 4, no. 1, pp. 221–230, 2021.
[29] S. Kalogiannidis, “Impact of Effective Business Communication on Employee Performance,” Eur. J. Bus. Manag. Res., vol. 5, no. 6, pp. 1–6, 2020, doi: 10.24018/ejbmr.2020.5.6.631.
Published
2024-08-12
Section
Articles
Copyright (c) 2024 Y. Ony Djogo
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
