Published date: Oct 10 2024

Journal Title: KnE Social Sciences

Issue title: 8th International Conference on Sustainability (8th ICoS): Entrepreneurship and Creative Economics

Pages: 11–21

DOI: 10.18502/kss.v9i28.17186

Savitri ‎ University of Merdeka Malang, Malang

Lilik KustianiUniversity of Merdeka Malang, Malang

Harianto RespatiUniversity of Merdeka Malang, Malang

Suryaning Bawononinobalmy@gmail.comSTIE Jaya Negara Tamansiswa Malang, Malang

Researchers are interested in researching the relationship between HRM, communication, performance, and motivation. This research aims to find out how HRM and communication influence the performance and motivation of HR in Indonesia. This research is also useful for providing input to the Indonesian Government on how to improve HRM and communication, which can improve the performance and motivation of HR in Indonesia. We use secondary data from world banks for this research using the Vector Error Correction Model (VECM) analysis technique. VECM is a model used to estimate short and long-term relationships between cointegrated time series variables. To measure in aggregate we base performance variables on GDP, HR variables on community work participation, communication with information technology investment, motivation with happiness index. We use a 30 year period from 1990 to 2020. We found that HR are the most important assets in an organization. Quality, skilled, and well-performing HR can help an organization to achieve its goals and vision. However, to create superior human resources, effective and efficient human resource management (HRM) is needed. HRM is the process of planning, organizing, directing, and controlling HR in an organization. HRM aims to meet the needs and expectations of human resources as well as increase their contribution to the organization. One of the important HRM functions is to motivate HR. Motivation is an internal and external drive that influences HR behavior to achieve certain goals. Motivation can come from oneself (intrinsic) or from the environment (extrinsic). Intrinsic motivation arises from HR’s desires, interests, ideals, or self-satisfaction with their work.

Keywords: human resources development, employee performance, communication, work motivation, Indonesia

[1] Sinambela EA, Darmawan D, Mendrika V. Effectiveness of Efforts to Establish Quality Human Resources in the Organization. Journal of Marketing and Business Research (MARK). 2022;2(1):47-58.

[2] Gonzalez R, Gasco J, Llopis J. Information and communication technologies and human resources in hospitality and tourism. International Journal of Contemporary Hospitality Management. 2020;32(11):3545-3579.

[3] Niati DR, Siregar ZME, Prayoga Y. The effect of training on work performance and career development: the role of motivation as intervening variable. Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences. 2021;4(2):2385-2393.

[4] Maryani Y, Entang M, Tukiran M. The relationship between work motivation, work discipline and employee performance at the Regional Secretariat of Bogor City. International Journal of Social and Management Studies. 2021;2(2):1-16.

[5] Salamzadeh A, Tajpour M, Hosseini E. Corporate entrepreneurship in University of Tehran: does human resources management matter? International Journal of Knowledge-Based Development. 2019;10(3):276-292.

[6] Amjad F, Abbas W, Zia-Ur-Rehman M, Baig SA, Hashim M, Khan A, Rehman HU. Effect of green human resource management practices on organizational sustainability: the mediating role of environmental and employee performance. Environmental Science and Pollution Research. 2021;28(1):28191-28206.

[7] Werdhiastutie A, Suhariadi F, Partiwi SG. Achievement motivation as antecedents of quality improvement of organizational human resources. Budapest International Research and Critics Institute-Journal (BIRCI-Journal). 2020;3(1):747-752.

[8] Sitopu YB, Sitinjak KA, Marpaung FK. The influence of motivation, work discipline, and compensation on employee performance. Golden Ratio of Human Resource Management. 2021;1(2):72-83.

[9] Ostad-Sharif A, Arshad H, Nikooghadam M, Abbasinezhad-Mood D. Three party secure data transmission in IoT networks through design of a lightweight authenticated key agreement scheme. Future Generation Computer Systems. 2019;100(1):882-892.

[10] Sugiarti E, Finatariani E, Rahman YT. Earning cultural values as a strategic step to improve employee performance. Scientific Journal of Reflection: Economic, Accounting, Management and Business. 2021;4(1):221-230.

[11] Noviani E. The importance of providing motivation to bring work spirit that impact on increasing performance. AKADEMIK: Jurnal Mahasiswa Ekonomi Bisnis. 2021;1(2):49- 58.

[12] Uresha KI, Opatha HHDPJ. Measuring instruments for human resource management and employee happiness. Asian Journal of Social Sciences and Management Studies. 2020;7(3):180-187.

[13] Yue CA, Men LR, Ferguson MA. Examining the effects of internal communication and emotional culture on employees’ organizational identification. International Journal of Business Communication. 2021;58(2):169-195.

[14] Verčič AT, Špoljarić A. Managing internal communication: How the choice of channels affects internal communication satisfaction. Public Relations Review. 2020;46(3):1-10.

[15] Salas-Vallina A, Alegre J, López-Cabrales Á. The challenge of increasing employees’ well-being and performance: How human resource management practices and engaging leadership work together toward reaching this goal. Human Resource Management. 2021;60(3):333-347.