JOURNAL OF THEORETICAL AND APPLIED MANAGEMENT https://e-journal.unair.ac.

id/jmtt
Jurnal Manajemen Teori dan Terapan p-ISSN: 1979-3650 e-ISSN: 2548-2149

Original Research Volume 17, No. 2, 2024

Human Resource Management Practices and Job Performance

Under Investigation: Mediating Role of Job Satisfaction and
Employee Value Proposition

*Harisnu Kurniawan , Putri Mega Desiana

Department of Management, Faculty of Economics and Business, Universitas Indonesia, Depok, Indonesia
Correspondence*:
Address: Jl. Prof. Dr. Sumitro Djojohadikusumo, UI Depok 16424, Indonesia | e-mail: [email protected]

Abstract

Objective: This study investigates the influence of human resource management practices on job performance by
mediating job satisfaction and employee value proposition among state-owned enterprise company employees.
Design/Methods/Approach: This study was analyzed using an explanatory research approach with quantitative data
collected through structured questionnaires involving 396 employees. Path Analysis was employed to investigate the
research data using the Structural Equation Model and LISREL as statistical data processing tools.
Findings: The results show that human resource management practices do not directly, positively, and significantly
impact job performance in the company. However, the findings indicate a significant favorable influence of Human
Resource Management Practices on Job Performance by mediating Job Satisfaction and Employee Value Proposition.
Originality/Value: The existing literature highlights the unclear relationship between Human Resource Management
Practices and Job Performance, often resembling a 'black box,' emphasizing the necessity to identify mediating variables
operating through unexplained mechanisms. This study contributes to the existing literature by investigating the
mediation role of employee value proposition alongside job satisfaction and explaining the relationship between human
resource management practices and job performance in a state-owned enterprise.
Practical/Policy implication: The state-owned enterprise company is advised to improve job satisfaction and
perceived employee value proposition to increase job performance. Specifically, the state-owned enterprise company
should improve its human resource management practices by providing better job stability and competitive salaries and
incentives.

Keywords: EVP, HRMP, Job Performance, Job Satisfaction

JEL Classification: C31 M12, M54

DOI: https://doi.org/10.20473/jmtt.v17i2.53161
Received: December 25, 2023; Revised: February 23, 2024; March 25, 2024; April 8, 2024; Accepted: April 19, 2024; Available
online: August 27, 2024
Copyright © 2024, The Author(s)
Published by Universitas Airlangga, Department of Management, Faculty of Economics and Business
This article is published under the Creative Commons Attribution 4.0 (CC-BY) International License. The full terms of this license
may be seen at: https://creativecommons.org/licenses/by/4.0/
Kurniawan & Desiana 300

1. Introduction

The current landscape of human resource management is undergoing a significant transformation, primarily
catalyzed by the unprecedented challenges posed by the COVID-19 pandemic and the emergence of advanced artificial
intelligence (AI) and machine learning technologies. The transformation occurring in the labor market has increased the
need for job mechanisms that are faster and more efficient, both within and across companies and sectors (World
Economic Forum, 2023). In response to these challenges, companies are expected to develop their employees to keep
up with the changing times through Human Resource Management Practices (HRMP). HRMP is a set of managerial
responsibilities aimed at enhancing the potential of human resources, enabling employees to achieve improved
organizational effectiveness Manzoor, Nawaz Sadozai, & Jan (2016) . HRMP supports employees by increasing their
confidence, giving them motivation, and reaching job satisfaction through additional activities and enthusiasm; in turn, it
will increase an individual’s job performance to achieve the organization's goals (Alsafadi & Altahat, 2021). Therefore,
by investing in HRMP, companies can ensure they are well-equipped to face the challenges of today's business
environment and maintain a competitive edge, measured by job performance.
Job performance (JP) is essential in organizations and critical to overall efficiency, productivity, and operational
effectiveness. According to Na-Nan et al. (2018), JP serves as an indicator that reflects the level of efficiency and
productivity among employees and operational efficiency within the organization, ultimately contributing to long-term
success. In company management, improving job performance is influenced by various factors within HRMP, including
recruitment, selection, training, performance feedback, compensation, and benefits. Alam et al. (2022) elaborate on
various factors influencing JP within an organization, including job flexibility, time flexibility, reward systems, and effective
communication across different employee levels. However, according to previous literature, the relationship between
HRMP and JP cannot be explained directly. Therefore, mediating variables are needed to understand the mechanism of
the relationship between HRMP and JP. Sobaih et al. (2019) explain that the relationship between HRMP and JP is not
clear and direct, referred to as a "black box."
Previous research has shown that JP plays a crucial role in organizational development and improved
performance, with employee motivation and job satisfaction as critical factors (Alam, Das, Baksi, Pal, & Bhul, 2022).
Additional studies highlight the importance of HRMP in promoting employee satisfaction, which leads to higher
performance. Batta, Bandameeda, and Parayitam (2023) emphasize the significance of HRMP in enhancing employees'
skills, which impacts organizational performance and employee satisfaction. However, there is a gap in our understanding
of the relationship between HRMP and JP, and further research is needed to elucidate this connection. In this study, we
propose exploring the mediating variables that can explain the mechanism between HRMP and JP to understand
employee motivation and satisfaction through the variables of an employee value proposition (EVP) and job satisfaction
(JS).
According to Atteya (2012), JS refers to an individual's positive emotional reactions to a job. In other words, it
is the level of contentment and happiness an individual feels in their work environment. This is because satisfied
individuals are more likely to be motivated, committed, and engaged in their work, ultimately leading to better
performance outcomes. In addition, Sun et al. (2022) demonstrate that high job satisfaction can improve employee work
efficiency, as indicated by the causality direction from JS to JP. Therefore, organizations need to implement HRMP
strategies to enhance JS. By doing so, organizations can ensure that their employees are content and happy, improving
JP, work efficiency, and overall organizational success.
Meanwhile, EVP is an essential strategy for a company to increase individual job performance. Organizations
should view the EVP strategy as an opportunity to improve employee performance and competitive advantage (Arasanmi
& Krishna, 2019). Salau et al. (2018) revealed that EVP significantly and positively impacts JP. Therefore, HRM can develop
an EVP with practices that differentiate it from competitors to establish and maintain a sustained competitive advantage
(App et al.,2012). Thus, the establishment of an EVP in the company will exert an influence on the enhancement of
employee job performance. Based on this relationship, this research will provide a review based on previous research
findings. The use of EVP as additional mediation variables, alongside JS, in explaining the relationship between HRMP and
JP is expected to make a valuable contribution to filling the gap in the literature on this topic.
Based on the preceding discussion, this study aims to investigate factors of HRMP that can improve company
performance from the perspective of individual contributions measured through job performance. The research
question focuses on whether HRMP impacts JP and whether there is a mediating role between EVP and JS in the
relationship between HRMP and JP. The study's significance lies in its potential to provide valuable insights into optimizing
HR strategies to enhance organizational performance, especially in the face of constantly changing external factors. In
addition, this research seeks to boost its scholarly rigor and relevance by acknowledging potential counterarguments or
alternative viewpoints. Through this approach, we aim to improve our research's validity and contribute value to the
ongoing discussion on effective HR strategies.
This study provides several contributions across different aspects. Firstly, this study adds to the existing literature
on HRMP and JP. It enhances the explanatory mechanism of the relationship between HRMP and JP by considering the
role of EVP in addition to JS. According to App et al. (2012), HRM can shape the EVP by implementing distinct practices,
301 Journal of Theoretical and Applied Management | Jurnal Manajemen Teori dan Terapan

underscoring the need to identify essential HRM practices for organizational success to attain sustained competitive
advantage. Secondly, this study contributes to managerial practices by offering recommendations for enhancing HRMP
effectiveness, considering EVP and JS, which consequently improve individual JP. These recommendations aim to assist
organizations in optimizing their human resource management strategies to achieve better performance outcomes.
Thirdly, this research offers valuable insights that can improve the practical application of social exchange theory within
the HRMP and JP context. These insights shed light on the dynamics of the relationship between HRMP and JP, providing
a deeper understanding of how organizations can leverage social exchange principles effectively.
The organization of this article consists of the literature review and hypothesis development, followed by the
research method, results, and discussion, and the conclusion and suggestions based on the findings at the end section of
this article. The literature review and hypothesis development will examine the theory, prior research, and hypothesis.
The following section will introduce the empirical analysis methodology, presenting research findings. Finally, this study
will discuss the implications for theory and practice and conclude by addressing the study's limitations and suggesting
future directions.

2. Literature Review and Hypotheses Development

2.1 Theoretical Background

HRMP encompasses all activities related to human resource management within an organization (Boxall & Purcell,
2022). According to Dessler (2017), HRMP is acquiring, training, assessing, evaluating, and compensating employees
while considering labor relations, occupational health and safety, and fairness. HRMP is defined as a set of policies and
practices implemented by organizations to effectively utilize human resources in achieving organizational goals (Hazeen
et al., 2023). HRMP is a system that attracts, develops, motivates, and retains employees to ensure effective
implementation and sustainability of the organization and its members (Schuler & Jackson, 1987). Furthermore, Delery
& Doty (1996) define HRMP as a set of consistent internal policies and practices designed and implemented to ensure
that the company's human capital contributes to achieving its business objectives. According to Huselid (1995), HRMP
encompasses selective recruitment, intensive training, performance management, compensation, benefits, employee
relations, and policies that enhance employee motivation and commitment, thus contributing to the company's
competitive advantage and organizational performance.
JP is defined as the behavior exhibited by individuals toward the organization, measured based on the
contributions made by those individuals (Hung, 2020). Petsri (2014) defines JP as employee behaviors related to job
responsibilities and organizational objectives. Meanwhile, Aung et al. (2023) define JP as the outcome of various activities
that organizational members contribute to various organizational actions. Steers (1991) describes JP as how employees
can fulfill their tasks and achieve the expected organizational goals. JP indicates individual employees' efficiency and
productivity, as well as the organization's operational efficiency and long-term success (Na-Nan et al., 2018). Davidescu
et al. (2020) define JP as the total value of specific employee behavioral segments for the organization within a standard
time period and the contribution of employee behavior to organizational objectives. According to Alam et al. (2022), JP
is an integral part of organizational development and improved performance stemming from employee motivation and
JS. JP is influenced by individual characteristics, outcomes, the work environment, and education, with common
determinants including declarative knowledge, procedural knowledge and skills, and motivation (Davidescu et al., 2020).
Various HRM literature also found that the relationship between HRMP and performance outcomes is unclear
and direct, termed a "black box," necessitating the identification of mediating variables through unexplained mechanisms
(Sobaih et al., 2019). In previous research literature, HRMP is assumed to lead to positive performance outcomes (Edgar
& Geare, 2009). However, other studies indicate that some aspects of HRMP did not impact JP. Batta et al. (2023) did
not discover evidence supporting a positive relationship between performance appraisal and job performance. However,
career planning, employee compensation, and training and development demonstrated positive associations with job
performance. Therefore, the potential limitations of this study also lie in determining suitable mediating variables to
explain the relationship between HRMP and JP. According to Alsafadi & Altahat (2021), alternative factors or variables
in explaining the impact of HRMP on improving JP play a mediating role. In this study, we have incorporated the mediating
role of EVP. The inclusion of EVP as a mediator is supported by the findings of App et al. (2012), who explained that
HRMP can shape EVP within a company and identify the necessary HRMP crucial for establishing and maintaining
sustained competitive advantage. Therefore, this research has developed a research model to investigate further and
clarify the impact of HRMP on job performance with the mediation of job satisfaction and employee value proposition.

2.2 Hypothesis Development

Alsafadi & Altahat (2021) found a positive relationship between HRMP and Employee Performance, JS, and its
components (job stability and job enrichment). Muchhal (2014) confirmed the positive influence of HRMP on JP.
Manzoor, Nawaz Sadozai, and Jan (2016) found that regression analysis depicted that all the HRMP examined had a
Kurniawan & Desiana 302

significant and positive effect on JP. Katua, Mukulu, and Gachunga (2014) discovered that HRMP, such as recognition
and compensation, had a direct relationship with JP. Muchhal (2014) also found that HRMP, such as compensation,
performance evaluation processes, and promotions, correlated with different performance dimensions, such as JP.
Sobaih et al. (2019) indicated that HRMP provided more opportunities for employees to utilize their skills and enhance
their capabilities, motivation, and engagement, which were associated with improved JP. These findings serve as the basis
for formulating the first hypothesis in this research, which posits a positive relationship between HRMP and JP.
H1: HRMP has positive and significant effects on JP.

JS is a psychological sense of assurance and contentment derived from fulfilling personal needs, desires, and
expectations within the work environment, encompassing a sense of loyalty to one's job (Spector, 1997). The concept
of JS has its roots in the Hawthorne experiments (Sonnenfeld, 1985), which encompass employees' subjective reactions
to their work environments. According to Herzberg's dual-factor theory (Herzberg et al., 1959), JS factors consist of
motivators (e.g., challenging tasks, recognition, responsibility) and hygiene factors (status, job security, salary, fringe
benefits, etc.), which can be understood as intrinsic and extrinsic factors, respectively (Goetz et al., 2012). JS describes
the satisfaction level of employees, assessing the extent to which their organizational experiences fulfill their
requirements, their perception of their job, and the emotional aspects linked to it while considering factors such as job
characteristics, remuneration, working environment, career advancement, and acknowledgment (Sun et al., 2022).
HRMP plays a central role in increasing employee satisfaction. It creates an environment that supports employees
by stimulating increased self-confidence, motivation, JS, and enthusiasm in executing various tasks and responsibilities
(Alsafadi & Altahat, 2021). According to Atteya (2012), HRMP can also enhance JS and potentially support organizational
success by reducing employees' intention to quit and decreasing negative communication among employees. Therefore,
this underscores the crucial role of HRMP in fostering employee satisfaction and contributing to overall organizational
effectiveness.
Previous research found a similar direction between the explanation above and the relationship between HRMP
and JS. Atteya (2012) proves a positive relationship between HRMP and JS. Moreover, Rodjam et al. (2020) indicated a
positive and significant impact of HRMP on employee performance and JS. Sobaih et al. (2019) also confirmed a positive
and significant relationship between HRMP and JS and organizational citizenship behavior. Furthermore, the research
results of Dorta-Afonso et al. (2021) validated these findings by showing a positive relationship between HRMP and
employee JS.
H2: HRMP has positive and significant effects on JS.

Employer branding, a relatively new concept or innovation in the marketing world, is currently considered one
of the highly beneficial strategies organizations employ to retain, attract, and develop unique talents. EVP integrates this
branding approach into HRMP (Almehalawy et al., 2023). In its connection with HRMP, Employer branding can influence
intellectual capital, innovation, and corporate reputation, thus making a solid contribution to the strategic Human
Resource Management (SHRM) approach (Martin et al., 2011). Thus, by creating a positive employer brand, organizations
can enhance their competitiveness in the labor market and establish a reputation as an employer of choice.
EVP is defined as a set of attributes and values within an organization that provide reasons for individuals to
decide whether to take on a new job or remain in their current position(Ober, 2016). EVP represents a collection of
values/benefits the organization offers in return for employees' services (Binu Raj, 2021). EVP is a reciprocal arrangement
prospective employees will receive for their performance, encompassing specific skills and experiences they bring to the
company (Backhaus, 2016). EVP refers to the values or benefits acquired or perceived by employees to be gained or
experienced through being part of the organization (Herger, 2007). Pawar & Charak (2016)states that the EVP describes
the understanding of the brand from an employer's perspective. Okello et al. (2021) conclude that the benefits
employees derive from EVP, in non-financial advantages or reciprocity, can influence an individual's JS and overall
satisfaction with a company.
According to App et al. (2012), HRMP can create value EVP for employees, enhancing the company's
attractiveness and retaining highly competent employees. Kucherov et al. (2023) confirm a positive relationship between
Employee Branding Orientation (EBO), part of HRMP, and employer branding strategy and EVP. Furthermore, Bagienska
(2018) underlines the critical role of EVP in deriving employer branding, encompassing various factors such as rewards,
opportunities, and organizational culture, all of which are elements contained within HRMP.
H3: HRMP has a positive and significant effect on EVP.

JS refers to an individual's reaction to their job, which occurs when they compare the actual outcomes of their
work with the expectations, anticipations, or perceptions they consider appropriate (Madamba & De Jong, 1997). In a
business context, many managers believe that satisfied employees are generally more productive and have higher levels
of JS, which, in turn, contribute to improved performance (Atteya, 2012). According to Whitman et al. (2010), the
relationship between JS and JP has been extensively studied in HRMP and organizational behavior literature. Moreover,
Mira et al. (2019) found a positive relationship between employee JS and JP. These results align with those of Sobaih et
al. (2019), who found a positive and significant relationship between JS and JP. Through direct measurement, Rodjam et
303 Journal of Theoretical and Applied Management | Jurnal Manajemen Teori dan Terapan

al. (2020) showed JS's positive and significant impact on JP. Furthermore, enhancing JS can benefit organizations by
increasing employee engagement, lowering turnover rates, and improving overall organizational performance.
H4: JS has a positive and significant effect on EVP.

Organizations should view EVP strategy as an opportunity to improve employee performance and
organizational competitive advantage (Arasanmi & Krishna, 2019). When managers successfully fulfill the EVP, it
encourages employees to reciprocate with dedication, engagement, and greater commitment to the organization
(Rhoades & Eisenberger, 2002). Additionally, Salau et al. (2018) identified career growth and reward flexibility as
predictive factors of EVP that enhance the performance of sample companies. Their research revealed that EVP has a
significant and positive impact on JP. Similarly, Saputro et al. (2022) demonstrated that EVP positively and significantly
influences employee performance. These findings underscore the importance of EVP in driving JP and organizational
success, highlighting the need for organizations to prioritize developing and implementing effective EVP strategies.
H5: EVP has a positive and significant effect on JP.

JS is a crucial component within an organization because it shapes employees' attitudes and beliefs, influencing
their behavior and interactions with the organization (Alsafadi & Altahat, 2021). Satisfied employees exhibit positive
behavior and high work motivation, reflected in their performance. In this study, JS serves as a mediator to explain the
relationship between HRMP and JP. Rodjam et al. (2020) suggest that employees will perform well when they feel that
the company has a strong HRMP and a high level of satisfaction. The research conducted by Wani & Ganie (2023)
indicates that JS can mediate the relationship between HRMP and JP, especially regarding training and job performance
among professional librarians in academic libraries. Furthermore, Rodjam et al. (2020) found that JS significantly mediates
the relationship between HRMP and JP, specifically between performance appraisal and job performance, as well as
reward and compensation and job performance. Additionally, the study conducted by Alsafadi & Altahat (2021) found a
mediating role of JS (job enrichment and job stability). These findings underscore the importance of job satisfaction as a
mediator in the relationship between HRMP and JP, emphasizing its significant role in organizational effectiveness and
employee performance.
H6: JS mediates the relationship between HRMP and JP.

Implementing HRMP strategies within the organization determines the process of creating value in EVP.
According to App et al. (2012), HRMP can create the EVP by developing effective practices that distinguish the
organization from its competitors. As a result, more companies are leveraging EVP strategically to attract, develop, and
retain top talent, thus improving employees' competitive advantages and JP (Salau et al., 2018). In line with that, several
studies also indicate the mediating role of EVP in explaining the relationship between the implementation of HRMP and
JP. Kucherov et al. (2023) show the mediating role of EVP in explaining the relationship between Employer Branding
Orientation (EBO) and Recruitment Performance (Rperf), as demonstrated by the positive and significant influence
between EBO and EVP, as well as EVP and Rperf.
H7: EVP mediates the relationship between HRMP and JP.

3. Method
3.1 Research Design and Sample

Several researchers have studied the relationship between HRMP, JP, and JS in Indonesia. Martono and Putri
(2018) examined the impact of HRMP on JP, with job embeddedness and perceived organizational support as mediating
factors, in several state universities in Central Java, demonstrating a positive effect of HRMP on JP. Tunnufus & Noor
(2022) showed that HRMP and work motivation predict a positive relationship with work commitment in commercial
private banks in Indonesia. Among various previous studies, no research has used EVP as a mediator in explaining the
relationship between human resource management practices and job satisfaction in Indonesia. Therefore, this research
contributes to adding literature on the mediation of the EVP based on social exchange theory. According to Blau (1964),
social exchange theory is an action an individual will take depending on the responses evoked by others. In this case,
the job performance generated by an employee will be determined by JS and EVP received from HRMP.
Specifically, this study will address the limitations highlighted in the study conducted by Sobaih et al. (2019), in
which the study results may have been influenced by demographic variables, as most respondents (95%) were male and
represented the hotel industry in Egypt. However, these findings can be confirmed and generalized to other developing
countries. In this context, the research endeavors to overcome these limitations by studying in an SOE company in
Indonesia. Focusing on a different industry and country also allows for a broader understanding of the relationship
between HRMP, JS, and JP. Based on the literature review and hypothesis presented above, the research model in this
study explains the relationship between HRMP and JP with the mediation role of JS and EVP, as illustrated in Figure 1.
Kurniawan & Desiana 304

Figure 1. Research Model

This research uses a quantitative approach to explore causal research design. The sample in this study comprises
active employees at functional levels or staff from various operational regions at one of the state-owned enterprises
across the main islands in Indonesia. Indonesia is the world's 15th largest economy and is a prominent member of the
G20, a coalition of the largest advanced and emerging economies globally. Furthermore, Indonesia is known for its vast
territory and large population. Indonesia is the fourth most populous country globally, with over 238 million people,
featuring around 17,508 islands and divided into 35 provinces (Shaturaev, 2021). Ahriansyah & Martdianty (2024)
highlighted that Indonesia's labor productivity per worker ranks lowest among five Southeast Asian countries, trailing
only behind the Philippines, suggesting a more profound analysis to understand the underlying factors affecting
Indonesia's productivity levels and inform strategies for fostering economic growth. This highlights the need for a
thorough study to discover what affects and formulate strategies to increase productivity in Indonesia. Meanwhile, SOE
in Indonesia also makes critical contributions to the nation.
SOEs play a critical role in providing essential goods and services, fostering job creation, supporting small
businesses, and bolstering government revenue, and they contributed approximately 1.9%-2.5% of government revenue
in 2015-2017 (Jahja et al., 2020). SOEs also provide the potential to serve as catalysts for inclusive economic growth
and development in increasingly emerging markets. According to Ginting & Naqvi (2020), SOEs contribute around 25%
of India's GDP, 30% of the People’s Republic of China's, 25% of Thailand's, and 38% of Vietnam's. In contrast, their
contribution ranges from 6% to 8% in Indonesia. Furthermore, SOEs also have an essential role in the national economy,
particularly in effectively managing and utilizing critical production sectors to fulfill the population's needs and ultimately
enhance the overall welfare and prosperity of the people (Rusli et al., 2020).
The subjects of this study are employees of state-owned enterprises (SOE) in an electricity company operating
in Indonesia. The company is currently implementing a transformation across different business processes, including HR
management, through the Human Experience Management System (HXMS) by aligning with the 2022 HC roadmap,
emphasizing the importance of enhancing employee experience for organizational success (Ferdiaz, 2023). The HXMS
policy represents the company's initiative to improve employee productivity within the SOE. According to Ahriansyah
& Martdianty (2024), the productivity of the SOE, measured by sales (MWh)/employees, is notably lower than that of
other neighboring countries. The HXMS policy reflects the company's commitment to enhancing employee productivity
within the SOE. Ahriansyah & Martdianty (2024) also found that the SOE's productivity in Indonesia, measured by sales
(MWh)/employees, is significantly lower than that of neighboring countries. Therefore, our study aims to further explore
the role of HXMS as an HRMP implemented in the SOE in Indonesia to enhance employee productivity.
Respondents were selected using the purposive sampling method. Respondents in this research are active
employees at functional levels or staff from various operational regions and offices at the SOE across the main islands
in Indonesia. The data for this research was obtained from primary sources and collected through an online
questionnaire distributed to a selected group of respondents. This research collected 396 respondents, which is assumed
adequate for the minimum number of representative samples. Path Analysis was employed to examine the research data
using the Structural Equation Model and LISREL as statistical data processing tools.

3.2 Measurements

The questionnaire consists of statements based on relevant theories, reflecting the operational variables under
investigation. It provides response options for respondents through a Likert scale, specifically a 6-point Likert scale
ranging from (1) strongly disagree to (6) strongly agree. The JP variable in this study refers to the IWPQ dimensions
(Ramos-Villagrasa et al., 2019), consisting of three dimensions: Task Performance, Contextual Performance, and
Counterproductive Behavior, with 18 indicator items. The HRMP variable in this study refers to (Sobaih et al., 2019)
305 Journal of Theoretical and Applied Management | Jurnal Manajemen Teori dan Terapan

and consists of three dimensions: ability-enhancing practices, motivation-enhancing practices, and opportunity-enhancing
practices, with 22 indicator items. Meanwhile, the JS variable in this study refers toAlsafadi & Altahat (2021), which
consists of two dimensions, job enrichment and job stability, with 10 indicator items. Lastly, the EVP variable in this
study refers to Alsafadi & Altahat (2021) and consists of four dimensions: company strength, career growth, reward
flexibility, and ethical culture, with 13 indicator items. The overall indicators and dimensions in this study are presented
in Table 1.

Table 1. Research Instrument

Variable Dimension Code Items Source
I managed to plan my work so that I finished it on
TP1
time.
Task TP2 I kept in mind the work result I needed to achieve.
Performance TP3 I was able to set priorities.
TP4 I was able to carry out my work efficiently.
TP5 I managed my time well.
On my own initiative, I started new tasks when my
CP1
old tasks were completed.
I took on challenging tasks when they were
CP2
available.
I worked on keeping my job-related knowledge up
CP3
to date.
Contextual CP4 I worked on keeping my work skills up to date.
Job Performance Ramos-Villagrasa
I came up with creative solutions for new
performance CP5 et al (2019)
problems.
CP6 I took on extra responsibilities.
CP7 I continually sought new challenges in my work.
I actively participated in meetings and/or
CP8
consultations.
I complained about minor work-related issues at
CB1
work.
CB2 I made problems at work bigger than they were.
Contra I focused on the negative aspects of situation at
CB3
Productive work instead of the positive aspects.
Behavior I talked to colleagues about the negative aspects of
CB4
my work.
I talked to people outside the organization about
CB5
the negative aspects of my work.
Applicants undergo structured interviews (job-
AEP1 related questions, same questions asked of all
Sobaih et al.
applicants, and rating scales) before being hired.
(2019)
Applicants for this job take formal tests (paper and
AEP2
pencil or work sample) before being hired.
Ability-
Sufficient on-the-job training programs are
Enhancing AEP3
provided for employees.
Practices
Sufficient off-the-job training programs are
AEP4
provided for employees.
Equal employment opportunity is promoted within
AEP5
this company.
Employees have clear career paths within the
MEP1
company.
When new positions come up in management,
Human
Motivation- this company normally tries to fill them with
Resource MEP2 Sobaih et al.
Enhancing people from inside the company rather than
Management (2019)
Practices recruit them from outside.
Practices
Employees in this job regularly (at least once a
MEP3 year) receive a formal evaluation of their
performance.
Kurniawan & Desiana 306

Variable Dimension Code Items Source

The pay is related to the personal performance in
MEP4 any way through some sort of performance or
merit-related pay.
MEP5 Employees get sufficient benefits–other than pay.
Job security is almost guaranteed to employees in
MEP6
the company.
MEP7 My working conditions here are good.
This company spends enough money on health and
MEP8 safety-related matters, and I always feel safe
working here in these conditions.
Employees in this job regularly receive formal
OEP1 communication regarding company goals and
objectives.
Employees complete an employee attitude survey
OEP2
on a regular basis (e.g., annually).
Employees in this job are involved in formal
participation processes, such as quality
OEP3
improvement groups, problem-solving groups,
roundtable discussions, or suggestion systems.
Employees in this job get sufficient opportunities to
OEP4
express views on issues and concerns at work.
Opportunity-
Employees are given influence in company
Enhancing OEP5
decisions that affect their job or work.
Practices
The company helps employees to achieve a balance
OEP6
between home life and work.
My employer asks my opinions about how I can
OEP7 improve my job and about making the company
successful.
Deliberate design of jobs to make full use of
OEP8 workers skills and abilities and work organized
around team working for majority of staff
My department gives me considerable opportunity
OEP9 for independence and freedom in how I do the
work.
I can do many things at work, using a variety of my
JE1
skills and talents.
JE2 I can make autonomous decisions at work.
Job
JE3 I organize my work as I see fit.
Enrichment
JE4 The company gives me job enrichment.
The company gives me additional responsibilities
Job JE5 Alshafadi dan
other than your business.
Satisfaction JST1 The company provides us with job stability. Altahat (2021)
JST2 I enjoy stability with the company I work for.
The company provides us with long-term job
JST3
Job Stability stability.
JST4 Job stability is important to me.
Job stability helps you understand the current and
JST5
future goals of the company.
CS1 Enduring Customers' Relationship.
Company
CS2 Strong Growth Acceleration.
Strength
CS3 Core Differentiators.
Employee
CG1 Internal Mobility. Salau et al.
value Career
CG2 Skill Development Focus. (2018)
proposition Growth
CG3 Multiple Career Paths.
Reward RF1 Incentives.
Flexibility RF2 Result-Oriented Recognition.
307 Journal of Theoretical and Applied Management | Jurnal Manajemen Teori dan Terapan

Variable Dimension Code Items Source

RF3 Competitive Salary.
RF4 Flexible work environment.
EC1 Commitment to our values.
Ethical
EC2 Mission Orientation.
Culture
EC3 Pride in our performance.

4. Result and Discussion

4.1. Characteristics of Respondents
This research utilized respondents who are employees of a state-owned enterprise (SOE) in Indonesia, holding
functional levels, having worked in the company for a minimum of 1 year, and being actively employed during the research
period conducted in October-November 2023. This research's total number of respondents amounted to 396
individuals, sourced from various units across all operational regions of A state-owned enterprise (SOE) in Indonesia.
The demographic distribution of respondents in this study indicated a proportional variation that mirrors the employee
population of A state-owned enterprise (SOE) in Indonesia, as shown in Table 2. This research member is dominated
by male respondents (69%), while in terms of age composition, respondents were predominantly within the 27-42 age
group (71%). Based on the educational levels, it is noted that the majority hold a bachelor's degree (S1) (54%). The work
period of respondents in this study mostly ranged between 6 to 15 years (65%).

Table 2. Characteristic of respondents

Characteristic Classification Frequency Percentage (%)
Gender Male 276 70%
Female 120 30%
Age 21-26 64 16%
27-42 267 67%
42-56 65 17%
Education Graduate/ Postgraduate (S2/S3) 22 5%
Undergraduate (S1) 212 54%
Diploma (D1-D4) 106 27%
Senior High School 56 14%
Experience 1-5 years 58 15%
6-10 years 128 32%
11-15 years 129 33%
16-20 years 29 7%
More than 20 years 52 13%

4.2. SEM Analysis

Based on the proposed research model, the data were analyzed using the Structural Equation Model (SEM)
method to test the research hypotheses using Lisrel 8.8 software. Hair et al. (2019) stated that SEM is suitable for
analyzing theoretical models with formative factors, provided statistical identification is feasible. The analysis conducted
through SEM consists of measurement model analysis and structural model analysis.

4.2.1 Measurement Model Analysis

The measurement model analysis used research data to determine the theoretical correspondence between
measured and latent variables (constructs). Hair et al. (2019) explain that the measurement model in SEM is employed
to establish theoretical relationships between the measured variables and latent variables, where the researcher utilizes
theory, prior experience, and research objectives to identify independent variables that can explain dependent variables.
To determine these relationships, the measurement model analysis in SEM involves testing the validity and reliability of
the measurement model. The variables tested encompass all research variables, including HRMP, JS, EVP, and JP.
Overall, the findings from Table 3 affirm the validity of the measurement model. Hair et al. (2019) state that
loadings are considered significant if they meet 0,50 or greater. The standardized factor loading (SFL) values exceeding
the threshold of 0.5 across all variables—HRMP, JS, EVP, and JP—indicate the robustness of the relationships between
the measured indicators and their respective constructs. This suggests a strong alignment between the model's
theoretical constructs and observed variables. The reliability test of the research model was conducted to measure the
Kurniawan & Desiana 308

reliability and consistency of the measurement model in consistently measuring latent constructs. This study utilized
Construct Reliability (CR), Average Variance Extracted (AVE), and Cronbach Alpha as measures of reliability and internal
consistency for the observed variables representing latent constructs. A CR value greater than 0.7 is required to meet
construct reliability standards. Meanwhile, AVE represents the average percentage of variation explained by the items
within a construct, requiring more than 0.5 (Hair, Black, Babin, & Anderson, 2019). In addition, to assess the consistency
of the entire scale, the generally agreed-upon lower limit for Cronbach's alpha is 0.70 (Hair, Black, Babin, & Anderson,
2019). Based on the calculations presented in Table 3, the CR, AVE, and Cronbach Alpha values for each research
variable meet the requirements, indicating consistent and reliable measures of the latent construct variables.

Table 3. Validity and reliability test result

Variable Dimension Item SLF CR AVE Conclusion
AEP1 0,63 0,68 0,86 Valid & Reliable
Ability- AEP2 0,73
Enhancing AEP3 0,78
Practices AEP4 0,66
AEP5 0,50
MEP1 0,65
MEP2 0,52
MEP3 0,67
Motivation- MEP4 0,68
Enhancing
Practices MEP5 0,71
Human Resource MEP6 0,71
Management Practice MEP7 0,69
MEP8 0,70
OEP1 0,70
OEP2 0,61
OEP3 0,70
Opportunity- OEP4 0,71
Enhancing OEP5 0,65
Practices OEP6 0,61
OEP7 0,72
OEP8 0,83
OEP9 0,78
JE1 0,73 0,70 0,90 Valid & Reliable
JE2 0,75
Job Enrichment JE3 0,77
JE4 0,77
JE5 0,68
Job Satisfaction
JST1 0,79
JST2 0,73
Job Stability JST3 0,84
JST4 0,62
JST5 0,80
CS1 0,79 0,79 0,88 Valid & Reliable
Company
CS2 0,84
Strength
CS3 0,59
Employee Value CG1 0,83
Proposition Career Growth CG2 0,82
CG3 0,89
Reward RF1 0,78
Flexibility RF2 0,77
309 Journal of Theoretical and Applied Management | Jurnal Manajemen Teori dan Terapan

Variable Dimension Item SLF CR AVE Conclusion

RF3 0,78
RF4 0,56
EC1 0,88
Ethical Culture EC2 0,89
EC3 0,79
TP1 0,83 0,85 0,92 Valid & Reliable
TP2 0,84
Task
TP3 0,84
Performance
TP4 0,87
TP5 0,83
CP1 0,75
CP2 0,77
CP3 0,82
Contextual CP4 0,81
Job Performance
Performance CP5 0,81
CP6 0,64
CP7 0,76
CP8 0,62
CB1 0,65
Contra CB2 0,87
Productive CB3 0,94
Behavior CB4 0,83
CB5 0,82

4.2.2 Structural Model Analysis

Structural model testing is an overall evaluation in SEM to assess the appropriateness of the structural model
used in the study, and it can be employed to test research hypotheses. The structural model expresses the dependency
relationships between independent and dependent variables, even when a dependent variable becomes independent in
another relationship (Hair et al., 2019). The analyses conducted on this measurement model include testing the fit of
the measurement model and analyzing the causality relationship between latent variables based on the research’s
hypothesis.

Table 4. The Goodness of Fit result

Model Interpretation
Model Fit Indices Recommended Values
Result
Standardized Root Mean Square Residual
0,049 < 0,05 Excellent
(SRMR)
Normed Fit Index (NFI) 0,97 > 0,9 Excellent
Comparative Fit Index (CFI) 0,97 > 0,9 Excellent

Thus, overall, this research's goodness of fit results shows results in the good fit category. The evaluation of
the goodness of fit considered three crucial measures: Root Mean Square Residual (RMR), Normed Fit Index (NFI), and
Comparative Fit Index (CFI), as shown in Table 4. The SRMR value in the structural model stands at 0.049, which falls
within the acceptable range of <0.05 (Hair et al., 2019). Hence, it remains acceptable to be considered a good fit.
Similarly, the NFI and CFI values of 0.97, respectively, surpass the threshold of 0.90 (Hair et al., 2019), signifying a good
fit.
Kurniawan & Desiana 310

Figure 2. Structural Model Results

Based on these findings, it is evident that each variable in this study has varied t-test values and directions of
relationships. The relationships among variables in Figure 2 indicate direct and indirect effects in this research model.
Therefore, the next step is to conduct tests for direct and indirect effects to determine the relationships among each
variable. Direct and indirect effects tests are conducted by comparing the one-tailed t-test values with the critical t-
value of 1.645 based on the hypotheses used in this study.

Table 5. Hypothesis test result

Hypothesized Estimate β
Hypothesis t-values Result
relationships coefficient
H1 HRMP➔ JP -0,23 -0,76 Not Supported
H2 HRMP➔JS 0,90 14,03 Supported
H3 HRMP➔EVP 0,92 17,30 Supported
H4 JS➔JP 0,58 3,55 Supported
H5 EVP➔JP 0,42 2,07 Supported

Overall results of the hypothesis testing for direct effects, as shown in Table 5, indicate the presence of
significant direct relationships among variables in hypotheses 2, 3, 4, and 5. The t-values for these inter-variable
relationships exceed the critical t-value of 1.645, signifying their significance. However, for hypothesis 1, there is no
observed direct relationship between HRMP and JP, as the t-values are below the threshold of 1.645, rendering it
statistically non-significant. This finding suggests that while HRMP significantly influences other variables as per
hypotheses 2, 3, 4, and 5, they do not have a direct, statistically significant impact on JP. This implies the use of mediating
in this research to explain the relationship between HRMP and JP.

Table 6. Mediation test result

Hypothes Hypothesized
Direct Effect Indirect Effect Result
is relationships
HRMP➔JP HRMP➔JS JS➔JP
H6 HRMP➔JS➔JP t-value: -0,76 t-value: 14,03 t-value: 3,55 Supported
(not significant) (significant) (significant)
HRMP➔JP HRMP➔EVP EVP➔JP
H7 HRMP➔EVP➔JP t-value: -0,76 t-value: 17,30 t-value: 2,07 Supported
(not significant) (significant) (significant)

The results of hypothesis testing for indirect effects, as shown in Table 6, confirm the mediating role of JS and
EVP in the relationship between HRMP and JP. This is indicated by hypothesis 6, where the direct effect value from
HRMP to JP is insignificant. In contrast, the indirect effect values from HRMP to JS and JS to JP are significant.
Furthermore, in hypothesis 7, the direct effect value from HRMP to JP is also insignificant, and the indirect effect values
from HRMP to EVP and EVP to JP are significant. Referring to Zhao et al. (2010), the findings in Table 6 indicate the
presence of mediation in the category of indirect-only mediation, where there is a significant influence solely in the
indirect relationships, specifically through the mediation of job satisfaction and employee value proposition. This
311 Journal of Theoretical and Applied Management | Jurnal Manajemen Teori dan Terapan

outcome suggests that the impact of HRMP on JP is mediated through the effects on JS and EVP. Such mediation implies
that the influence of HRMP on JP is not direct but operates through the intermediate mechanisms of enhancing JS and
EVP. This aligns with existing literature emphasizing the importance of employee satisfaction and perceived value
proposition in mediating the relationship between HR practices and overall job performance.

4.3. Discussion

This research suggests that in state-owned companies in Indonesia, employees' job performance can be
significantly enhanced through the improvement of job satisfaction and perceived employee value proposition.
Therefore, it can be inferred that higher work motivation levels among employees are associated with increased job
satisfaction, ultimately resulting in a positive and significant impact on employees' performance in state-owned banks in
Indonesia (Dewi et al., 2019). Performance can also be influenced by the misalignment between the company's
implemented Employee Value Proposition and employee expectations, resulting in employees not being optimal at work
(Saputro & Putranti, 2022). Thus, based on the findings of this research, managers can develop strategies to enhance job
performance by considering various crucial aspects in improving job satisfaction and perceived employee value
proposition among employees.
This research found that HRMP can impact job performance by mediating job satisfaction and employee value
proposition. The results of this study found that the most crucial aspect in implementing human resource management
practices is job designs that offer opportunities for employees to utilize their skills and abilities and collaborate in teams
fully. To impact job performance, these selected HRMPs need to pay attention to employee job satisfaction and the
employee value proposition within the company. This research found that improving employee job satisfaction can be
achieved by creating job stability by improving job security guarantees. Meanwhile, in creating an employee value
proposition, providing competitive salaries as work incentives serves as recognition of employees' objective work
results, making it a crucial aspect. Therefore, to increase job performance in the company, it is suggested that managers
should consider implementing HRMP strategies by enhancing job design to provide opportunities for employees to
utilize their skills and abilities and collaborate in teams, as well as providing job security guarantees and competitive
salaries for employees.
This research significantly contributes to the existing literature by confirming the mediating roles of job
satisfaction and employee value proposition in the relationship between human resource management practices and job
performance. The findings align with previous studies conducted by Rodjam et al. (2020), Alsafadi & Altahat (2021), as
well as Wani & Ganie (2023), which also identified job satisfaction as a crucial mediator in the relationship between
human resource management practices and job performance. Moreover, the results of this study corroborate the
findings from research conducted by Alam et al. (2022) and Kucherov et al. (2023), indicating that employee value
proposition significantly mediates the relationship between human resource management practices and job performance.

5. Conclusion

In conclusion, the identified mediating roles of job satisfaction and employee value proposition highlight the
intricate relationship between human resource management practices and job performance. It emphasizes the
significance for organizations to prioritize strategies aimed at enhancing job satisfaction and aligning employee value
propositions with HR practices to improve job performance. Furthermore, this research contributes theoretically by
shedding light on the crucial mediating factors in the relationship between HRMP and JP. It underscores the importance
of implementing HRMP strategies that emphasize enhancing job design to provide employees with opportunities for skill
utilization, team collaboration, job security assurances, and competitive salary, optimizing human resource management
practices, and fostering a conducive work environment.
Based on the research findings, we find an indirect effect between human resource management practices and
job performance, mediated by job satisfaction and employee value proposition, while no direct influence was observed
between human resource management practices and job performance. Therefore, the practical implications of this
research suggest that managers in state-owned companies in Indonesia can enhance JP by improving JS and aligning the
perceived EVP with organizational goals. The study suggests that higher levels of work motivation are linked to increased
job satisfaction, leading to improved employee performance. However, addressing any misalignment between the
implemented EVP and JS is crucial, as this can hinder optimal JP. This study also found that reward flexibility is the most
reflective of EVP, with employee competitive salary incentives being the most crucial aspect. Additionally, the research
indicates that job stability is perceived as the most reflective of JS, with long-term job security provided by the company
to employees being the most critical aspect in fostering employee JS. Based on these findings, managers should prioritize
strategies that improve JS and perceived EVP, emphasizing enhancing job design to provide opportunities for skill
utilization and team collaboration. Additionally, ensuring job stability and offering competitive salaries are essential for
enhancing employee satisfaction and perceived value proposition. Therefore, managers should consider implementing
HRMP strategies that prioritize these aspects to effectively enhance employee performance and organizational success.
Kurniawan & Desiana 312

This study has its limitations that could potentially impact the research outcomes. These limitations affected
the goodness of fit results, where the absolute fit measure in this research is represented solely by the RMR value of
0.049. However, the research achieved goodness of fit based on incremental-fit measures. According to (Ramos-
Villagrasa et al., 2019), measuring JP is a complex phenomenon that requires different approaches depending on the
objective, and current research has demonstrated that brief scales like the IWPQ can be utilized effectively. The
limitation of the study lies in the limited diversity of respondents' backgrounds, as they only come from one SOE
company. Future researchers should consider broadening the sample by including other SOE companies or private
companies in Indonesia to provide more comprehensive research findings.

Acknowledgment
The authors thank the Faculty of Economics and Business, Universitas Indonesia, for their technical support and all
contributors who assisted in this study. The authors also would like to express gratitude for the participation and
assistance from various parties, especially the respondents involved in this study.

Author Contribution
Author 1: Conceptualization, writing of original draft, data curation, formal analysis, investigation, methodology.
Author 2: Review, supervision, validation, and editing.

Financial Disclosure
This research received no specific grant from any funding agency in the public, commercial, or not-for-profit sectors.

Conflict of Interest
The authors declare that the research was conducted without any commercial or financial relationships that could be
construed as a potential conflict of interest.

References

Alam, M. N., Das, S., Baksi, A. K., Pal, S., & Bhul, M. (2022). Role of Soft-HRM and Green HRM practices in between
job from home and job performance during the COVID-19 lockdown crisis: Moderating role of servant
leadership and employee value proposition. International Journal of Research Culture Society, 6(11), 63–77.

Almehalawy, B. A. E., Abdelhamid, T. A., Yahia Hussein Ebied, A., & Khashan, M. (2023). Employer branding and
employee performance for Telecommunication Companies in Egypt. Scientific Journal for Financial and Commercial
Studies and Research, 4(2), 333–357. https://doi.org/10.21608/cfdj.2023.289008

Alsafadi, Y., & Altahat, S. (2021). Human resource management practices and employee performance: The role of job
satisfaction. Journal of Asian Finance, Economics and Business, 8(1), 519–529.
https://doi.org/10.13106/jafeb.2021.vol8.no1.519

App, S., Merk, J., & Büttgen, M. (2012). Employer branding: Sustainable HRM as a competitive advantage in the market
for high-quality employees. Management Revue, 23(3), 262–278.

Arasanmi, C. N., & Krishna, A. (2019). Linking the employee value proposition (EVP) to employee behavioural
outcomes. Industrial and Commercial Training, 51(7/8), 387–395. https://doi.org/10.1108/ICT-05-2019-0043

Atteya, N. M. (2012). Testing the impact of the human resource management practices on job performance: An
empirical study in the Egyptian joint venture petroleum companies. International Journal of Business and Social
Science, 3(9), 105–119.

Aung, Z. M., Santoso, D. S., & Dodanwala, T. C. (2023). Effects of demotivational managerial practices on job
satisfaction and job performance: Empirical evidence from Myanmar’s construction industry. Journal of Engineering
and Technology Management, 67, 1–10. https://doi.org/10.1016/j.jengtecman.2022.101730

Backhaus, K. (2016). Employer Branding Revisited. Organization Management Journal, 13(4), 193–201.
https://doi.org/10.1080/15416518.2016.1245128

Bagienska, A. (2018). Employee value proposition as a tool of employer branding.

313 Journal of Theoretical and Applied Management | Jurnal Manajemen Teori dan Terapan

Batta, A., Bandameeda, G., & Parayitam, S. (2023). Human Resource Management Practices, Job Satisfaction and
Performance: Evidence from Transportation Sector in India. Asia-Pacific Journal of Management Research and
Innovation, 19(1), 47–62. https://doi.org/10.1177/2319510x231166800

Binu Raj, A. (2021). Impact of employee value proposition on employees’ intention to stay: moderating role of
psychological contract and social identity. South Asian Journal of Business Studies, 10(2), 203–226.
https://doi.org/10.1108/SAJBS-10-2019-0183

Boxall, P., & Purcell, J. (2022). Strategy and Human Resource Management (5th ed.). Bloomsbury Publishing.

Davidescu, A. A., Apostu, S.-A., Paul, A., & Casuneanu, I. (2020). Work flexibility, job satisfaction, and job performance
among Romanian employees—Implications for sustainable human resource management. Sustainability, 12(15), 1–
53. https://doi.org/10.3390/su12156086

Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of
universalistic, contingency, and configurations performance predictions. Academy of Management Journal, 39(4),
802–835. https://doi.org/10.2307/256713

Dessler, G. (2017). Human resource management (15th ed.). Harlow: Pearson Education.

Edgar, F., & Geare, A. (2009). Inside the “black box” and “HRM.” International Journal of Manpower, 30(3), 220–236.
https://doi.org/10.1108/01437720910956736

Ferdiaz, M. R. (2023). Implementation of right skill targets on the human experience management system case study at
PT PLN (Persero). Journal of Economics and Business UBS, 12(02), 883–902.

Ginting, E., & Naqvi, K. (2020). Reforms, Opportunities, and Challenges for State-Owned Enterprises (eds. 2020). Manila:
ADB.

Goetz, K., Campbell, S. M., Broge, B., Dörfer, C. E., Brodowski, M., & Szecsenyi, J. (2012). The impact of intrinsic and
extrinsic factors on the job satisfaction of dentists. Community Dentistry and Oral Epidemiology, 40(5), 474–480.
https://doi.org/10.1111/j.1600-0528.2012.00693.x

Hair, J. F. , J., Black, W. C., Babin, B. J., & Anderson, R. E. (2019). Multivariate Data Analysis (Eight Edition). England:
Cengage Learning.

Hazeen Fathima, M., & Umarani, C. (2023). Fairness in human resource management practices and engineers’ intention
to stay in Indian construction firms. Employee Relations: The International Journal, 45(1), 156–171.
https://doi.org/10.1108/ER-07-2021-0308

Herger, B. K. (2007). Linking the employment value proposition (EVP) to employee engagement and business
outcomes: Preliminary findings from a linkage research pilot study. Organisation Development Journal, 121–132.

Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. New York: Wiley.

Hung, W.-T. (2020). Revisiting relationships between personality and job performance: working hard and working
smart. Total Quality Management & Business Excellence, 31(7–8), 907–927.
https://doi.org/10.1080/14783363.2018.1458608

Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate
financial performance. Academy of Management Journal, 38(3), 635–672. https://doi.org/10.2307/256741

Jahja, J., Mohammed, N. F., Lokman, N., & Mohamed, N. (2020). Corporate Governance, Managerial Diversion, and
Indonesian State-Owned Enterprises: A Literature Review. International Journal of Financial Research, 11(5), 510.
https://doi.org/10.5430/ijfr.v11n5p510

Katua, T., Mukulu, E., & Gachunga, H. (2014). Effect of employee resourcing strategies on the performance of
commercial banks in Kenya. International Journal of Educational Research, 2(1), 1–20.

Kucherov, D. G., Alkanova, O. N., Lisovskaia, A. Y., & Tsybova, V. S. (2023). Employer branding orientation: effects on
recruitment performance under COVID-19. International Journal of Human Resource Management, 34(10), 2107–
2135. https://doi.org/10.1080/09585192.2022.2063065
Kurniawan & Desiana 314

Madamba, A. B., & De Jong, G. F. (1997). Job mismatch among Asians in the United States: Ethnic group comparisons.
Social Science Quarterly, 78(2), 524–542.

Manzoor, F., Nawaz Sadozai, K., & Jan, D. (2016). Evaluating the role of human resource management (HRM) practices
on job performance: An application of employee empowerment as moderator. City University Research Journal,
6(2), 354–363.

Martin, G., Gollan, P. J., & Grigg, K. (2011). Is there a bigger and better future for employer branding? Facing up to
innovation, corporate reputations and wicked problems in SHRM. The International Journal of Human Resource
Management, 22(17), 3618–3637. https://doi.org/10.1080/09585192.2011.560880

Martono, S., & Putri, V. W. (2018). HRM Practices in Indonesia: the Contributing Power of Embeddedness and
Support. Jurnal Dinamika Manajemen, 9(2), 206–217. https://doi.org/10.15294/jdm.v9i2.16379

Mira, M. S., Choong, Y. V., & Thim, C. K. (2019). The effect of HRM practices and employees’ job satisfaction on
employee performance. Management Science Letters, 771–786. https://doi.org/10.5267/j.msl.2019.3.011

Muchhal, D. S. (2014). HR practices and job performance. IOSR Journal of Humanities and Social Science, 19(4), 55–61.
https://doi.org/10.9790/0837-19415561

Na-Nan, K., Chaiprasit, K., & Pukkeeree, P. (2018). Factor analysis-validated comprehensive employee job
performance scale. International Journal of Quality & Reliability Management, 35(10), 2436–2449.
https://doi.org/10.1108/IJQRM-06-2017-0117

Ober, J. (2016). Employer branding – strategia sukcesu organizacji w nowoczesnej gospodarce. Wydawnictwo
Politechniki Śląskiej, 346–356.

Okello Ochwo, B., & Mwesigwa, D. (2021). Reward strategies and job satisfaction in private companies: a case of
Uganda Breweries-Luzira. Annals of Human Resource Management Research, 1(1), 69–83.
https://doi.org/10.35912/ahrmr.v1i1.406

Pawar, A., & Charak, K. S. (2016). Employee Value Proposition Revisited. Research Revolution International Journal of
Social Science and Management, IV(6), 140–143.

Petsri, C. (2014). The follower characteristics and organizational climate influencing operational efficiency of
employees: a case study of the information and communications technology business group. Suthiparitha, 28(85),
145–160.

Ramos-Villagrasa, P. J., Barrada, J. R., Fernández-Del-Río, E., & Koopmans, L. (2019). Assessing job performance using
brief self-report scales: The case of the individual work performance questionnaire. Revista de Psicologia Del
Trabajo y de Las Organizaciones, 35(3), 195–205. https://doi.org/10.5093/jwop2019a21

Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied
Psychology, 87(4), 698–714. https://doi.org/10.1037/0021-9010.87.4.698

Rodjam, C., Thanasrisuebwong, A., Suphuan, T., & Charoenboon, P. (2020). Effect of human resource management
practices on employee performance mediating by employee job satisfaction . Systematic Review Pharmacy, 11(3),
37–47.

Rusli, R., Basri, Y. Z., & Arafah, W. (2020). Role of CEO leadership towards the performance of Indonesian
SOEsSOES. International Review of Management and Marketing, 10(2), 96–106. https://doi.org/10.32479/irmm.9215

Salau, O., Osibanjo, A., Adeniji, A., Ojebola, O., Oludayo, O., Falola, H., & Atolagbe, T. (2018). Datasets on employee
value proposition (EVP) and performance of selected fast moving consumer goods (FMCGs) firms in Nigeria.
Data in Brief, 19, 1907–1911. https://doi.org/10.1016/j.dib.2018.06.027

Schuler, R. S., & Jackson, S. E. (1987). Linking competitive strategies with human resource management practices.
Academy of Management Perspectives, 1(3), 207–219. https://doi.org/10.5465/ame.1987.4275740

Shaturaev, J. (2021). 2045: Path to nation’s golden age (Indonesia Policies and Management of Education). Science and
Education" Scientific Journal, 2(12), 866–875.
315 Journal of Theoretical and Applied Management | Jurnal Manajemen Teori dan Terapan

Sobaih, A. E. E., Ibrahim, Y., & Gabry, G. (2019). Unlocking the black box: Psychological contract fulfillment as a
mediator between HRM practices and job performance. Tourism Management Perspectives, 30, 171–181.
https://doi.org/10.1016/j.tmp.2019.03.001

Sonnenfeld, J. A. (1985). Shedding light on the Hawthorne studies. Journal of Organizational Behavior, 6(2), 111–130.
https://doi.org/10.1002/job.4030060203

Spector, P. (1997). Job satisfaction: Application, assessment, causes, and consequences. 2455 Teller Road, Thousand
Oaks California 91320 United States : SAGE Publications, Inc. https://doi.org/10.4135/9781452231549

Steers, R. M. (1991). Introduction to Organizational Behavior. Harper Collins Publishers.

Sun, J., Wang, C. C., Yang, Z., Yu, T., Li, J., & Xiong, X. (2022). Impact of organizational decentralization degree on job
satisfaction and job performance: A hierarchical linear model analysis for construction projects. Engineering,
Construction and Architectural Management, 29(4), 1642–1660. https://doi.org/10.1108/ECAM-07-2020-0503

Tunnufus, Z., & Noor, J. (2022). Links Between Human Resource Management Practices, Work Motivation, and Work
Commitment in Indonesia Banking. Asia-Pacific Management and Business Application, 11(1), 119–130.

Whitman, D. S., Van Rooy, D. L., & Viswesvaran, C. (2010). Satisfaction, citizenship behaviors, and performance in
work units: A meta-analysis of collective construct relations. . Personnel Psychology, 63, 41–81.

World Economic Forum. (2023). The future of jobs report 2023. Geneva. https://www.weforum.org/publications/the-
future-of-jobs-report-2023/