Human Centered HR Strategies and Adaptive Performance in Service Based Organizations

Cahyo Adi Nugroho; Zakhi Bailatul Nur Avian

doi:10.69725/ami.v1i1.232

Authors

Cahyo Adi Nugroho Doctorate in Management Studies, Kazian School of Management, Mumbai, India
Zakhi Bailatul Nur Avian Management Studies at the Kazian School of Management, Mumbai, India.

DOI:

https://doi.org/10.69725/ami.v1i1.232

Keywords:

Digital HR, Work Meaningfulness, Psychological Capital, Ethical Leadership, Adaptive Performance

Abstract

Purpose: This study aims to examine how strategic HR practices influence adaptive service performance. The practices include Digital HR Development (DHRD), Inclusive Talent Management (ITM), Employee Empowerment Culture (EEC), and Ethical HR Leadership (EHRL). Work Meaningfulness (WM) is a mediator. Psychological Capital (PsyCap) is a moderator.
Method: A cross-sectional survey design and quantitative approach were used. A total of 412 employees from a number of service sector companies in Indonesia participated in the survey. The analyses were performed in PROCESS Macro 5,000 samples were applied to bias corrected bootstrap the mediation and moderated mediation effects, Models 1, 4, 14.
Findings: All HR subscales have highly significant positive influences on ASP; directly and/or indirectly mediated via Work Meaningfulness. Furthermore, PsyCap moderates the association between WM and ASP, and enhances the mediating effects of DHRD, ITM, and EEC on ASP via WM. The mediations are also partial and statistically robust.
Novelty: This research contributes to a two-stage process in the HR-performance linkage by incorporating Work Meaningfulness as a mediator and Psychological Capital as a moderator. It contributes to the theoretical window by broadening the JD-R model and selfdetermination theory in the context of Southeast Asia and particularly in Indonesia service sector.
Implications: The practical implications are that organizations should not only invest in digital and ethical HR practices and work environment but also create jobs of meaning and psychological resources for their employees in order to develop adaptive service behavior. This is critical for maintaining workforce agility in evolving, post-pandemic service environments.

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Author Biographies

Cahyo Adi Nugroho, Doctorate in Management Studies, Kazian School of Management, Mumbai, India

Cahyo Adi Nugroho, S.TI, MBA., MSc. is currently pursuing his Doctorate in Management Studies at the Kazian School of Management, Mumbai, India. With a multidisciplinary background in information systems and business management, he holds an MBA and an MSc, enabling him to integrate technology-driven insights into strategic management and organizational performance. His research interests include digital innovation, organizational agility, and the intersection of management science and information technology.
Zakhi Bailatul Nur Avian, Management Studies at the Kazian School of Management, Mumbai, India.

Zakhi Bailatul Nur Avian, S.A.P., MBA., MPM. is a doctoral candidate in Management Studies at the Kazian School of Management, Mumbai, India. He holds dual postgraduate degrees in Public Management and Business Administration, equipping him with strong analytical competencies in strategic governance, stakeholder engagement, and performance evaluation. His research focuses on public-private sector integration, sustainable development, and innovation in organizational systems.

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