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This article aims to analyze the role of human resource management in improving organizational performance and formulate strategic recommendations based on improvements in human resource management practices. The theoretical foundations used include strategic human resource management theory, organizational performance theory, and work motivation theory, which are used to examine the functions of workforce planning, competency development, performance appraisal, and reward systems. This study employed a qualitative, descriptive-analytical approach, with data collection techniques including in-depth interviews, non-participant observation, and documentation studies. Data analysis was conducted using an interactive qualitative analysis model that encompasses data reduction, data presentation, and conclusion drawing. The analysis results indicate that workforce planning based on organizational needs, continuous competency development, an objective performance appraisal system, and a performance-based reward system are directly related to increased effectiveness, productivity, and stability of organizational performance. Furthermore, efforts to improve human resource management practices through policy evaluation, strengthening strategic planning, enhancing internal communication, and data-driven decision-making have proven to be a strong foundation for formulating strategic recommendations for the organization. The study's conclusions confirm that the systematic and strategic integration of human resource management functions is a key factor in achieving sustainable organizational performance and adapting to changes in the work environment.

Micro, Small, and Medium Enterprises (MSMEs) play a strategic role in the regional economy, including in Boyolali Regency. However, this contribution has not been fully matched by adequate human resources (HR). The main problem in this study is the still low capacity of MSMEs' human resources, particularly in aspects of managerial skills, digital literacy, and adaptability to changes in the business environment, which impact business performance. This study aims to analyze human resource development strategies implemented in the MSME context and examine the impact of these strategies on improving MSME performance in Boyolali Regency. The research method used is a Systematic Literature Review (SLR) with a content analysis approach to relevant scientific literature from the past five years. The research process includes determining inclusion and exclusion criteria, searching for literature sources, thematic coding, and synthesizing research findings. The results show that effective HR development strategies can be grouped into three main aspects: skills training, marketing digitalization, and cross-sector collaboration. These three strategies have been proven to contribute positively to improving MSME competency, operational efficiency, market expansion, and business competitiveness. Thus, human resource development is a key factor in driving sustainable improvement in MSME performance, particularly in facing the challenges of digital transformation and increasingly complex economic competition.

This research aims to analyze the role of human resource (HR) competency in increasing the productivity of cattle farming in Penungkiran Village, Pancur Batu District. This study was conducted on a farm owned by Mr. Syahdan Azis Maulana, a 25 yearold young farmer who manages 17 cows with the main aim of meeting economic needs. Through a qualitative approach, data was collected through in-depth interviews and direct observation. The research results show that HR competencies, including technical knowledge, managerial skills, and interpersonal abilities, have a significant impact on livestock productivity. Cattle sales can reach between 15 and 50 million per head, reflecting the potential for high profits if managed well. This research concludes that increasing human resource competency is a key factor in achieving optimal productivity in cattle farming.

This study aims to examine the implementation of competency-based human resource management (HR) in improving employee professionalism at Devos Jok, an SME engaged in the automotive interior manufacturing sector. A descriptive qualitative approach is used to explore in depth the HR practices carried out, the challenges faced, and the impact on employee work quality. The results of the study indicate that the transformation of the HR system from an administrative pattern to a competency-based one has made a significant contribution to improving individual and organizational performance. The strategies implemented include competency-based recruitment, ongoing training, flexible payroll systems, and adaptation to digital platforms. However, challenges remain, especially in overcoming resistance to change and limited training resources. This study provides theoretical and practical contributions to the development of a competency-based SME HR system in the context of today's creative and digital industries.

In the midst of increasingly complex globalization, organizations must continue to innovate and maximize the potential of existing resources to achieve competitive advantage. Human Resource Management (HRM) plays a strategic role in managing employees as important organizational assets. This research uses a Systematic Literature Review (SLR) approach to review various literatures that discuss the relationship between HRM strategies and achieving competitive advantage. The results of the literature analysis show that effective HRM strategies, including competency-based recruitment, employee development through training and education, fair reward systems, and the use of technology such as Human Resource Information System (HRIS), can improve organizational performance and competitiveness. In addition, transparent performance management and good internal communication are also important supporting factors. Nonetheless, challenges in implementing HRM strategies remain, such as changes in organizational culture and budget constraints, which require an adaptive approach. This research provides insights into how the right HRM strategy can contribute to the achievement of competitive advantage in the face of fast-changing global market dynamics.

The aim of this research is to determine the partial and simultaneous influence of organizational culture and competence on employee performance. This research uses quantitative research methods with data collection techniques through distributing questionnaires and supported by secondary data. The data analysis technique used uses SPSS software. The sample in this research were all production employees of plastic companies in Surabaya. The total sample was 94 respondents from plastic company employees in Surabaya. The results of this research show that organizational culture variables have a significant effect on employee performance. The competency variable has a significant effect on the performance of Plastic Company employees in the city of Surabaya. Work culture variables and competency variables together have a significant effect on the performance of Plastic Company employees in Surabaya.

The technological revolution accelerated by Artificial Intelligence (AI) has fundamentally changed the paradigm of leadership and human resource management. Digital leadership is now an essential competency for organizations that want to survive and thrive in the face of the challenges of the technological disruption era. This research aims to understand the role of digital leadership in the human capital transformation process, especially in the context of AI adoption by modern organizations.The post-qualitative approach allows research to capture the evolving and diverse dynamics in a digitized organizational environment. It is more open to different forms of data, both structured and unstructured, and recognizes the complexity and ambiguity in digital leadership practices. This research utilizes open-ended interviews and participatory observation, facilitated by interpretive narrative to understand the process of human capital transformation. The main results of the study show that digital leadership plays a key role in facilitating human capital transformation, with an emphasis on adaptive skills development, data-driven decision-making and closer collaboration between people and technology. This transformation is not only technical in nature but also involves changes in organizational culture and structure. This research makes an important contribution by offering a new perspective in leadership studies through a post-qualitative approach.

Micro, small enterprises (MSME) are businesses or industries that are supported by individual skills, creativity and abilities. Industry or business creates an item or product by utilizing a creativity and the talents of each individual. This study aims to determine the influence of Knowledge, Skills on business performance through entrepreneurial competence. This type of research is Quantitative research. The population in this study is the owner of MSME of Pasuruan Regency's superior products, the sample of this study is 1 16 Respondents The source of data   in this study is the primary data source. Data collection techniques using questionnaires. The data analysis tool used is multiple linear regression analysis with the help of SPPS 22 Software. The results of this study show (1). Knowledge has a significant effect on business performance. (2). Knowledge has a significant effect on entrepreneurial competence (3). Skills have a significant effect on business performance. (4). Skills have a significant effecton entrepreneurial competence. (5). Entrepreneurial competence has a significant effect on performance. (6). Knowledge has a significant effect on business performance through the competence of the entrepreneur. (7). Skills have a significant effect on performance through entrepreneurial competence.

This study aims to determine the effect of competence, organizational culture, and work discipline on the performance of employees of PT Sido Muncul, either partially or simultaneously. Data collection was carried out by distributing questionnaires via Google Form to 131 respondents who were employees of PT Sido Muncul. By using a Likert scale. Respondents' answers were processed by multiple regression analysis, t-test, F-test and R-2 test. The results of this study found that there was a significant (significant) effect partially between competency, organizational culture, and work discipline variables on the performance of employees of PT Sido Muncul. In addition, the results of this study also found that there was a significant (significant) effect simultaneously on both competency, organizational culture, and work discipline variables on the performance of PT Sido Muncul employees.

Competence in carrying out tasks, which are needed by aligning knowledge and expertise by communicating with developments in business and digital technology. as well as Competency training that suits the needs of the company as well as outreach to employees and outreach and training. Tool selling and monitoring the digital base are already aware of and have been executed in the field both in terms of product education and sales of digital products, have been socialized and understand Telkomsel's CSP 2023-2027. The research method that will be used in this research is a qualitative research method with a descriptive approach. The design used in this study is a case study design. The results of the research are 1. HR Competence in the Era of Industri 4.0 and Digital 5.0 Transformation to Increase Employee Work Productivity at PT Telkomsel Se-Priangan Timur, competency or capacity in carrying out tasks, in this case what is needed by aligning knowledge and expertise by communicating with technological developments business and digital. 2. Obstacles in HR Competence in the Era of Industri 4.0 and Digital 5.0 Transformation to Increase Employee Work Productivity At PT Telkomsel Se-Priangan Timur, not all Telkomsel employees already know Digital Culture in their daily work and mastery of existing Technology by the Network Department in New Mastery 5G Technology Network employees, HR who have high creativity are needed in the era of volatility, uncertainty, complexity, ambiguity (VUCA) to make Innovations that support Digital Business.3. Efforts in HR Competence in the Industri 4.0 and Digital 5.0 Transformation Era to Increase Employee Work Productivity at PT Telkomsel Se-Priangan Timur, Digital Culture training in daily work and mastery of existing Technology by the Network Department in Mastering New Technology 5G Network employees, trained HR those who have high creativity are needed in the era of volatility, uncertainty, complexity, ambiguity (VUCA) to make innovations that support Digital Business.