Shaping organizational image through strategic religious HR practices and work ethics in Indonesian higher education
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Author(s)Sahat SilalahiLink to ORCID Index: https://orcid.org/0000-0003-4661-5839
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Adi HutomoLink to ORCID Index: https://orcid.org/0009-0005-6077-8839
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Agung SutotoLink to ORCID Index: https://orcid.org/0009-0002-5337-1852
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Slamet SusiloLink to ORCID Index: https://orcid.org/0000-0003-1853-9824
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Lisa YuniartiLink to ORCID Index: https://orcid.org/0000-0003-0234-4299
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Mohammad MulyadiLink to ORCID Index: https://orcid.org/0000-0002-8607-0821
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Hotnier SipahutarLink to ORCID Index: https://orcid.org/0009-0009-2734-4317
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DOIhttp://dx.doi.org/10.21511/ppm.23(4).2025.02
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Article InfoVolume 23 2025, Issue #4, pp. 13-28
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Creative Commons Attribution 4.0 International License
Type of the article: Research Article
Abstract
In today’s competitive landscape, faith-based institutions can gain advantages by leveraging strategic HR practices to build a strong religious image. This study examines the effects of religious HR practices comprising religious training and development, recruitment and selection, remuneration and compensation, and performance appraisal on religious organizational image. Religious work ethics was included as a moderator to assess its role in the relationship between religious training and development and religious organizational image. A survey was conducted in January 2025 in Jakarta, Indonesia, involving 418 academic staff from three universities representing three major religions: Yarsi University (Islam), Krida Wacana (Christianity), and Atma Jaya (Catholicism). The sample consisted of 274 Muslims, 70 Christians, and 74 Catholics, reflecting the national religious composition. Respondents were chosen for their direct experience with religious HR practices. Data were collected through face-to-face surveys and analyzed using PLS-SEM. Results show that religious training and development (β = 0.249), recruitment and selection (β = 0.103), remuneration and compensation (β = 0.129), and performance appraisal (β = 0.153) positively influence religious organizational image. Additionally, religious work ethics have a positive moderating effect on the relationship between religious training and development, as well as on the religious organizational image (β = 0.107). Multigroup analysis reveals the strongest combined effects among Catholic respondents (r² = 0.30), followed by Islam worshipers (r² = 0.252) and Christians (r² = 0.136), with no significant difference between groups (p > 0.1). These findings confirm that religious HR practices effectively enhance religious organizational image regardless of institutional religious affiliation.
Acknowledgments
The authors gratefully acknowledge the support of the Research Organization for Governance, Economy, and Community Welfare, Indonesian National Research and Innovation Agency, which provided funding under Decree No. 6/III.12/HK/2024.
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JEL Classification (Paper profile tab)O15, M51, M54
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References55
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Tables9
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Figures2
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- Figure 1. Regression power on the structural model
- Figure 2. Simple slope analysis
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- Table 1. Respondent demographic profiles
- Table 2. Confirmatory factor analysis
- Table 3. Fornell and Larcker criterion
- Table 4. Loading and cross-loadings
- Table 5. Heterotrait–monotrait
- Table 6. Regression results
- Table 7. Regression results across religious groups
- Table 8. Difference test between religious groups
- Table A1. Questionnaire items for measuring religious HR practices, religious work ethics, and religious organizational image
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Gede Suparna ,
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