Human Resource Management Strategies to Enhance Sustainable Corporate Performance in Industry 4.0
Main Article Content
Tenri Sayu Puspitaningsih Dipoatmodjo
In the Industry 4.0 era, achieving sustainable business success requires organizations to harness unique, rare, and inimitable resources. These resources demand a long learning curve within the organization and are critical for sustaining competitive advantage. This study explores the Era 4.0 Organizational Sustainability Model, a hybrid framework that demonstrates the interrelation of key organizational elements, including core competencies, business outcomes, and strategic objectives essential for long-term operational sustainability. In a landscape of intense competition, survival and growth are imperative goals for organizations. Central to this endeavor is the management of human resources, particularly the Millennial workforce, known for its unique challenges in turning weaknesses into opportunities for development. This research highlights the critical role of tailored talent management strategies in addressing generational characteristics, fostering employee growth, and aligning workforce capabilities with organizational needs. By employing an innovative and holistic HR strategy, organizations can enhance their ability to compete sustainably while driving long-term profitability and resilience in the face of rapid technological and market changes.
Armstrong M. and Brown D. (2019) Management Source Power Man Strategic : Return to the future ? Literature Review “Support: How can major HRM strategic dilemmas be resolved?” (June), pp. 429-446. (February).
Brown D. (2019) “ Strategic Talent Management: Back to the Future? Review of for Business Strategy Support: How do you solve HRM's key strategic dilemmas?” (June), pp. 429-446.
Bogdanovich M. and Dorian J. (2016) “ Choosing HRM for Business Strategy.”
Organizational Culture and Climate Impacts, 1(5), pp. 89-104. Madani, Pankaj (2014) “A Resource-Based Perspective (RBV) on Competitive Advantage:” Overview” (March 2010).
Char, AK others. “ Industry 4.0 and its future workforce . Reconciling millennials’ vision of the perfect job and the demands of “ Organizational climate and culture .” Doi: 10.1146/an 168 JUNAL BECOS (Business Economics, Communication, of digitalization.
DI (2019 ) “ Millennials in Industry 4.0: Grace or Threat for Source Power Indonesian people ? "(September).
Farid, M. et al. (2016) " Human Resource Development for Sustainable Competitive Advantage: The role of organizational culture and high-performing work systems" 10(4), pp. 655-673.
Gallup. (2016) " How Millennials Work and Live as Asked by the Chairman and CEO ".
Goyal, R. (2014) “ Organizational Culture and Climate Impact ” 1(5), pp. 89-104.Perspective,
Madani, Pankaj (2014) “ A Resource-Based Perspective (RBV) on Competitive Advantage: ” Overview ” (March 2010).
Perspective, DI (2019) “ Millennials in Industry 4.0: A Gift or a Threat to Indonesia's Human Resources? " (September).
Roblek , V., Meško, M. und Krapež, A. (2016) “ Intricate Views of Industry 4.0 ”, (June), S.0- 11 . Doi: 10.1177/2158244016653987.
Schaar, AK et al. (ohne Datum) “ Industry 4.0 and its future employees. Reconciling the millennial vision of the perfect job with the demands of digitalization. ”
Schneider, B., Ehrhardt, M.G. and Macey, W.H. (2012) “ Science Social ” Volume 2, Issue 1, January 2020: 159-168 nurev-psych-113011-143809.
Schneider, P. (2018) Supporting the research agenda from the reviews that appear knowledge management . Springer Berlin Heidelberg. Doi: 10.1007/s11846-018-0283-2.
