Human resources are considered an important resource for companies today because the knowledge that a person has can be used to become an organisation’s competitive advantage. In addition, digital marketing has an important role in determining the performance of business entities because we have now entered the digital era, which certainly cannot be separated from the influence of technology on marketing through social media. Therefore, this study aims to examine the effect of Strategic Human Resource Management (SHRM) in digital marketing on business entity performance, which is determined by digital marketing in a business entity. The data in this research was collected by distributing questionnaires to 455 Micro Small Medium Enterprises (MSMEs) in Indonesia. Data analysis used the Moderated Regression Analysis (MRA) method. The research results show that strategic human resource management variables influence business performance, and the support of digital marketing capabilities and activities strengthens this influence. Based on the results of this research, existing business entities must strengthen organizational performance by strengthening human resources in basic soft skills and hard skills and skills in digital marketing and improving marketing activities using digitalization.

The rapid digitalisation of business processes and the widespread adoption of remote work since the COVID‑19 pandemic have forced private enterprises to re‑examine the role of human resource management (HRM). Drawing on the resource‑based view, this study investigates how digital HR strategies—covering recruitment & selection, training & development, performance management and digital employee services—affect employee engagement and firm performance in a context where a significant portion of the workforce operates remotely. Using survey data from 150 employees and managers in 50 privately owned firms in Chongqing, China, supplemented by semi‑structured interviews with HR leaders, we develop a digital HR adoption index and test its impact on remote work effectiveness and organisational performance. The results show that higher levels of digital HR adoption positively influence employee engagement, reduce perceptions of relative deprivation and cyberloafing, and enhance remote work effectiveness. Regression analysis further indicates that remote work effectiveness mediates the relationship between digital HR adoption and organisational performance. Qualitative insights highlight the importance of leadership support, training and the integration of platforms such as WeChat Work, DingTalk and Tencent Meeting for managing remote teams. Our findings offer evidence‑based recommendations for private enterprises in emerging economies to align digital HR strategies with remote working arrangements, support employee well‑being and sustain performance.

National governments and academic higher education institutions continue to realign human resource development (HRD) strategies to address the gaps in HRD mandate. This study will investigate new and recalibrated skills that higher institutions (HEIs) professionals and the labor force produce to reconfigure curriculum development in tertiary education. The study extracts narrative from 6 curriculum developers, 3 HRD heads and h3 manpower organizations on the labor landscapes from different local and multinational industries from entry-level to mid-career ranges through case scenario-based interviews and focus group discussions to determine the skills around motivation, innovativeness, and adaptability and subsequently integrate strategic initiatives to reconfigure the compatibility of these skills from higher education institutions to post-pandemic industries. The findings reveal skills that can be managed at the individual level, e.g., self-motivation and adaptability as well as the need to emerge from the technological pressures by adapting to organizational and clientele demands. These human resource traits become the mantra of surviving and progressing in a landscape shaped by the pre- and post-pandemic setting and become the basis of HEI programs to match the needs of the labor force and the industries.

This research aimed to investigate the role of humanizing leadership in enhancing the effectiveness of change management strategies within organizations. Specifically, it focused on how humanizing leadership influences change outcomes and the extent to which organizational culture moderates this relationship. The study addressed critical questions regarding the impact of leadership behaviors, such as model vulnerability, emotional intelligence, open communication, and psychological safety on effective change management and employee performance. A quantitative approach was employed to provide a comprehensive analysis of the phenomena. Quantitative data were collected from a sample of 325 employees through surveys that measured perceptions of Humanizing leadership behaviors, organizational culture, and change outcomes. Data was analyzed by IBM SPSS 26.0. The findings revealed that humanizing leadership behaviors significantly enhances the success of change initiatives, primarily through improved employee engagement and reduced resistance. Organizational culture was found to play a moderating role, amplifying the positive effects of empathetic and inclusive leadership practices. The study provides actionable recommendations for organizational leaders and managers to foster a culture that supports humanizing leadership. By adopting leadership strategies that emphasize vulnerability, empathy, and inclusivity, organizations can enhance their adaptability and resilience against the backdrop of continuous change. These findings are particularly valuable for enhancing managerial practices and informing policy within corporate settings.

The promulgation of the Curriculum Standards for ordinary high School (2017 edition, 2020 revision) has effectively promoted the reform of high school mathematics classroom. In order to cope with the change of textbook content in the new curriculum reform, it has become one of the important tasks for high school mathematics teachers to implement teaching activities better and sort out and analyze the differences between the old and new textbooks. This paper analyzes the differences between old and new textbooks from the three dimensions of system structure, course content and example exercises, and gives some reasonable teaching suggestions. Among them, the new textbook uses 2019 "Ordinary High School Textbook" person-taught A version of Compulsory Mathematics 1, and the old textbook uses 2004 "Ordinary High School Mathematics Curriculum Standard Experimental Textbook" person-taught A version of compulsory Mathematics 4. In general, the adjustment of the new teaching materials is more in line with the cognitive characteristics of students, pay attention to the penetration of mathematical culture and pay attention to the development of students' mathematical core literacy.

This study aims to determine the extent of gender inequality in human resource development in Indonesia against Association of South East Asian Nations (ASEAN). This research using secondary data from various relevant sources. There are five dimensions that and are important for measuring gender equality, namely economic participation, economic opportunities, political empowerment, educational attainment, and health and welfare. The assessment was carried out on Indonesia and other countries in Southeast Asia. The results of the study show that Indonesia has the lowest gender development index (GDI) score compared to the average in ASEAN. Then, gender empowerment measure (GEM) Indonesia increased slowly. The most striking gap is in the income dimension, where men’s income far exceeds women’s income. This happens because women work less than men because women are more traditional in domestic roles in Indonesia, where women are prioritized in managing the household. However, for political indicators, there has been an increase in the number of women in parliament, but the target has not yet reached 30 percent of the total number of women in parliament. This situation shows that there is a reduction in the gender gap in the economy and politics. But the number is still too small, it is necessary to increase the equally distributed equivalent percentage (EDEP) for the Economic Participation Index, Parliamentary Representation Index and Income Index.