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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.

In the current era of digital transformation, organizations are increasingly turning to Artificial Intelligence (AI) to enhance the precision and agility of managerial decisions. This study investigates how AI adoption within management accounting systems influences decision-making efficiency and managerial performance. Using survey data collected from managers and accountants in medium-to-large firms across Central Java, the research applies Partial Least Squares Structural Equation Modeling (PLS-SEM) to examine the hypothesized relationships. The results reveal that AI adoption significantly improves decision-making efficiency, which in turn enhances managerial performance. Furthermore, leadership support strengthens the relationship between AI adoption and decision-making efficiency, indicating that human and organizational factors remain critical for realizing technological benefits. The findings contribute to management accounting literature by elucidating the mechanism through which AI technologies create managerial value specifically, by accelerating analytical processes and improving the quality of managerial judgments. Practically, the study suggests that firms should focus on leadership involvement, data governance, and employee training to ensure that AI systems complement, rather than replace, human judgment. Overall, this study highlights that successful AI adoption in management accounting is not merely a technical transition but a strategic and cultural evolution toward evidence-based decision-making.

This study analyzes the synergy between human resource development (HRD), work culture, and decision-making systems in enhancing productivity and organizational performance. The approach used is a descriptive qualitative literature review, with sources from peer-reviewed articles from 2021-2025 obtained through databases such as Google Scholar and ScienceDirect. The research findings indicate that HRD can improve employee competence by up to 28.7%, while work culture contributes 41.4-55% to motivation and collaboration within teams. Decision-making systems, such as AHP (Analytical Hierarchy Process) and BI (Business Intelligence), play a role in optimizing operational efficiency by up to 65%. The synergy of these three elements forms a more adaptive organization to change. One example of the implementation of this synergy can be seen in PT X Jakarta, which experienced a 28% increase in output and employee satisfaction reached 85%. However, the main challenge faced is resistance to change, which can be overcome through effective communication. The practical implications of this study include recommendations for holistic organizational transformation, especially in Indonesia, to face the challenges of global disruption.

This study aims to systematically analyze the influence of Work Family Conflict (WFC) and Work Life Balance (WLB) on employee performance through a Systematic Literature Review (SLR) approach. The increasing demands of work and family roles in modern organizational settings make these variables highly relevant in organizational behavior research. The SLR procedure was conducted based on guidelines by Kitchenham and Wahono, consisting of planning, conducting, and reporting stages. Literature searches were performed across several academic databases, including Google Scholar, Garuda Ristek, ResearchGate, and university journal portals, covering publications from 2020 to 2025. From a total of 5,992 identified articles, 28 studies met all inclusion and quality criteria and were reviewed in depth. The findings indicate that Work Family Conflict consistently exerts a negative effect on employee performance by increasing stress, reducing concentration, and impairing psychological well-being. Conversely, Work Life Balance demonstrates a significant positive influence on performance, as employees who successfully balance their professional and personal responsibilities tend to exhibit higher productivity, job satisfaction, and engagement. Furthermore, factors such as organizational support, flexible working arrangements, and job satisfaction are shown to mediate or moderate the relationship between WFC, WLB, and employee performance. This study contributes by mapping the latest empirical patterns and providing recommendations for organizations to develop supportive work policies that enhance employee well-being and sustainable performance.

Human resources (HR) play a crucial role in determining the success of an organization. PT Indomarco Prismatama is a leading company in the modern retail sector, operating the Indomaret minimarket network that provides essential daily needs for the community. Within this context, employee performance becomes a critical factor that directly influences business continuity and service quality. However, several issues remain, such as high absenteeism, low motivation, and disharmonious workplace relationships. These conditions highlight the importance of effective leadership styles and a strong organizational culture in enhancing employee performance. This study aims to analyze the influence of leadership style and organizational culture, both partially and simultaneously, on employee performance at PT Indomarco Prismatama, Kelapa Gading Branch. The research employed a quantitative approach with an associative design. The population consisted of 102 employees, with a sample of 81 respondents determined using Slovin’s formula. Data were collected through a Likert-scale questionnaire and analyzed using validity and reliability tests, multiple linear regression, t-tests, and F-tests to examine the relationships among variables. The findings reveal that leadership style significantly influences employee performance, while organizational culture also has a positive and measurable effect. Furthermore, the simultaneous influence of both variables shows a significant impact on improving performance. These results indicate that a combination of effective leadership and a supportive organizational culture plays a vital role in enhancing productivity and achieving organizational goals at PT Indomarco Prismatama, Kelapa Gading Branch.

This research was conducted with the primary objective of examining and determining the effect of occupational safety, occupational health, and the Occupational Health and Safety Management System (OHSMS) on employee performance at UD. Berkah Mandiri, located in Kediri Regency. The background of this study is based on the importance of implementing OHS in the workplace as an effort to minimize the risk of accidents, improve employee well-being, and support overall company productivity. In today’s increasingly competitive industrial world, attention to occupational safety and health is a key factor that not only protects workers but also enhances organizational efficiency and effectiveness. The research method employed was a quantitative approach with an associative research design. The population consisted of 56 employees, all of whom were taken as respondents through a saturated sampling technique. Data were collected using a questionnaire instrument constructed based on indicators of occupational safety, occupational health, OHSMS, and employee performance. The data were then analyzed using SPSS version 25.0 through validity and reliability tests, multiple regression analysis, and hypothesis testing both partially and simultaneously. The results of the analysis revealed that occupational safety has a significant effect on employee performance, indicating that the better the implementation of safety standards, the higher the performance achieved. Similarly, occupational health was found to have a positive and significant effect on employee performance, suggesting that healthy working conditions contribute to higher motivation and work effectiveness. Furthermore, the OHSMS also significantly influenced employee performance, reflecting that proper policies, procedures, and supervision in OHS management create a safe and productive work environment. Collectively, the three variables—occupational safety, occupational health, and OHSMS—were proven to have a significant simultaneous effect on employee performance at UD. Berkah Mandiri. Thus, this study emphasizes that occupational safety, occupational health, and OHSMS are crucial factors that must receive serious attention in order to improve employee performance and support sustainable business continuity.

This study aims to determine the effect of career development and organizational culture on employee performance at the Bima City Social Service. The research method used is quantitative with an associative approach. The sample in this study was 35 people who were civil servants. Data collection techniques were carried out using questionnaires, and data analysis included validity tests, reliability tests, classical assumption tests, multiple linear regression, t-tests, and f-tests. The results of the study indicate that career development has a positive and significant effect on employee performance. Organizational culture also has a positive and significant effect on employee performance. Simultaneously, career development and organizational culture have a positive and significant effect on employee performance. These findings indicate the importance of training, fair career opportunities, and an open and collaborative work culture in improving employee performance. Therefore, the Bima City Social Service is advised to continue improving career development and strengthening an organizational culture that supports performance. In addition, this study also highlights the importance of management's role in creating an environment that supports career development and a positive organizational culture. Fair and transparent career development not only provides opportunities for employees to improve their skills and knowledge but also motivates them to contribute more to organizational goals. Likewise, an inclusive and collaborative organizational culture can increase mutual trust, effective communication, and cooperation among employees, thus creating a work environment conducive to improved performance. The research concludes that these two factors—career development and organizational culture—interact to optimize employee performance. Therefore, the Bima City Social Service needs to continue developing policies that support both aspects, such as regular training, fair promotion programs, and the development of a work culture that emphasizes collaboration and appreciation for employee performance.

This study aims to analyze various factors that influence employee performance at Coffee Coftea Kendari. Specifically, this study examines (1) the influence of the work environment on employee performance, (2) the influence of work discipline on employee performance, (3) the influence of the work environment on employee performance, (4) the influence of work discipline on employee performance, (5) the influence of work motivation on employee performance, (6) the influence of the work environment on employee performance through work motivation, and (7) the influence of work discipline on employee performance. The results of the study indicate that the work environment has a positive and significant effect on employee performance at Coffee Coftea Kendari. This means that the better the work environment provided, the higher the employee performance. However, the work environment does not have a significant effect on work motivation. This shows that although a comfortable work environment can improve performance, work motivation factors are more influenced by other variables, such as work discipline. Work discipline has been shown to have a positive and significant effect on work motivation and employee performance. This shows that employees who have high work discipline tend to have a stronger motivation to work well, which in turn improves their performance. Work motivation was also found to have a positive and significant influence on employee performance, confirming that high motivation can encourage employees to improve their productivity and work quality. Furthermore, this study also found that work motivation only significantly mediated the effect of work discipline on employee performance, but did not mediate the effect of the work environment on employee performance. This means that although work motivation plays an important role in improving performance influenced by work discipline, motivation does not act as a mediator linking the work environment to employee performance.

In an increasingly complex and dynamic global landscape, strategic leadership plays a pivotal role in ensuring organizational resilience and sustainable growth. This study seeks to provide a meaningful contribution to the development of leadership strategies aimed at fostering both learning-oriented and ethically grounded organizations. Adopting a literature review approach, the research synthesizes a range of scholarly works to explore in depth the leadership practices that facilitate continuous learning while embedding ethical principles into organizational operations and culture.The analysis reveals that the essence of effective strategic leadership lies in the capacity to navigate rapid changes, exercise authority with wisdom, and cultivate a culture of integrity. Leaders who can anticipate and adapt to environmental shifts, while maintaining transparency and fairness, are better positioned to build trust and commitment within their organizations. Additionally, strategic leadership is found to be instrumental in shaping an environment that nurtures collaboration, stimulates innovation, and incorporates ethical considerations into all levels of decision-making.The findings underscore that leadership strategies must not only address operational and competitive challenges but also prioritize moral responsibility and collective well-being. This dual focus enables organizations to remain agile while preserving their ethical identity, thus strengthening their reputation and long-term sustainability.Ultimately, the study offers practical recommendations for leaders, particularly in the public and educational sectors, to design adaptive organizational systems rooted in ethical values. By integrating learning processes with moral governance, leaders can create a synergistic and sustainable framework that supports both organizational performance and societal trust, ensuring relevance and resilience in the face of continual change.

This study investigates how compensation and organizational culture impact employee performance at Mastin Education Center (MEC). Employee performance is critical to achieving organizational goals, especially in the era of globalization and increasing competition. Therefore, this study is based on this understanding. This study used a quantitative method with a survey design, and used a saturated sampling technique for every ten MEC workers. Data were collected through questionnaires and analyzed using multiple linear regression using IBM SPSS Statistic 26. The t-test results showed that compensation (significance value 0.235) did not significantly affect employee performance. In contrast, organizational culture (significance value 0.001) had a positive impact. The F test results show that compensation and organizational culture simultaneously affect employee performance (significance value 0.005). An Adjusted R Square value of 0.800 indicates that these two factors can explain 80 percent of the variation in employee performance. Other factors not included in this study influence the remaining variation. These findings suggest that improving organizational culture and updating the compensation system are critical to improving employee performance.

Work loyalty is a fundamental pillar in human resource management that plays a critical role in sustaining organizational development and enhancing employee productivity. This study aims to explore and analyze the strategies implemented by PT. Bank BTPN Syariah MMS Rantau Rasau in maintaining employee loyalty, particularly among Community Officers who serve as the frontline representatives of the bank in delivering services directly to local communities. The research adopts a descriptive qualitative approach using in-depth interviews and documentation as data collection techniques. The findings reveal that work loyalty can be fostered through several strategies, including equitable and measurable reward systems, regular and relevant training, structured career development, and appropriate compensation and performance-based incentives. Additionally, leadership support and effective two way communication between management and employees play a crucial role in cultivating a sense of ownership and emotional attachment to the organization. These strategies significantly contribute to strengthening employee commitment, dedication, and the willingness to stay and grow with the company, ultimately leading to increased productivity in both quantitative target achievement and qualitative service delivery. This study offers practical implications for the development of human resource management policies in the Islamic banking sector and serves as a reference for other organizations facing similar challenges in maintaining employee loyalty and improving productivity. A comprehensive understanding of loyalty strategies enables organizations to build a sustainable and productive work environment.

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.

Competition in this world is getting tighter, including in the business world, this is due to the large number of companies competing to dominate market share, because globalization is a challenge for business people to maintain the opportunities they have and obtain or achieve new opportunities. The topic of employee performance has become a concern among academics in the last decade. The main reason is that employee performance is closely related to organizational productivity and achievement and vice versa. Increasing employee performance can be driven by talent management. Apart from talent management, another factor in efforts to improve employee performance is Employee Engagement. This research is quantitative research using a survey research design. The sample in this study consisted of 100 employees of PT. Oscarmas Heavy Equipment taken through Purposive Sampling Technique. The data collection instrument is a questionnaire with a Likert Scale format consisting of five alternative answers. Data from filling out the questionnaire will be analyzed using the Partial Least Square (PLS) technique. The research results show that the Talent Management variable has a significant influence on Employee Engagement and Employee Performance, the Employee Engagement variable has a significant influence on Employee Performance and the Employee Engagement variable is able to mediate the Talent Management variable on Employee Performance.

Ther success of a company depends on the work achievements of employees. The purpose of this study is to determine the influence of democratic leadership style, job satisfaction, and organizational citizenship behavior partirally and simultaneously on the performance of employees of the National Land Agency of Gianyar Regency. A total of 65 ermployees became the population in this study and by using saturated sampling, a sample of 65 respondents was obtained. The data analysis used in this study is the classical assumptiron test, multiple linear regression analysirs, determination analysis, partial significance test (t-test), and simultaneous significance test (F-test). The results of the study prove that democratic leadership style, job satisfaction, and organizational citizenship behavior partially and simultanerously have a positive and significant effect on employee performance at the National Land Agency of Gianyar Regency. An employeer who has a leader with the right leadership styler, will creater job satisfaction in the minds of employeers which will later increaser the effectiveness of employeers at work and have an impact on improving employeer performance.

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.

Human resource management is the development of human resources that functions in carrying out human resource planning, implementation, recruitment, training, employee career development and conducting initiatives for the organizational development of an organization or company. The purpose of this study was to determine the organizational culture and work discipline affect employee performance. In this study, researchers used statistical quantitative analysis, multiple linear regression analysis and coefficient of determination analysis with the help of IBM SPSS 25 software. The sample used in this study was a saturated sample of 40 employees. The results of this study obtained using the t test that organizational culture partially has a positive and significant effect on employee performance with a significant level of 0.002 <0.05 and t test results of 3.316> 2.022. Work discipline partially has a positive and significant effect on employee performance with a significant level of 0.001 <0.05 and t test results of 3.491> 2.022. Organizational culture and work discipline simultaneously have a positive and significant effect with a significant level of 0.000 <0.05 and F test results of 17,066> 3.25 on employee performance.

The objective of this study is to analyze the impact of organizational commitment and job satisfaction on personnel performance, with work discipline as a mediating variable. The study population includes all 115 employees of the Support Company, Yonif 753/AVT Korem 173/PVB Kodam XVII/Cenderawasih, with a sample size of 98 respondents selected using the census method. Data were analyzed using regression analysis and processed with SPSS. The results indicate that organizational commitment and job satisfaction have a positive and significant effect on work discipline. Work discipline also has a positive and significant impact on personnel performance. Furthermore, organizational commitment and job satisfaction positively and significantly influence personnel performance. The Sobel test demonstrates that work discipline can mediate the effects of organizational commitment and job satisfaction on personnel performance

In the era of globalization, public organizations such as the Manpower Office of Tasikmalaya City face complex challenges. Effective human resource (HR) management is key to achieving organizational goals and providing the best possible service. Employee commitment, which is influenced by leadership and organizational climate, is an important factor in achieving this. This research aims to analyze the influence of leadership and organizational climate on employee commitment in the Manpower Office of Tasikmalaya City. This research uses a quantitative method with a survey data collection technique through questionnaires to 45 employees. The data was analyzed using the multiple linear regression analysis technique. The results of the study show that leadership and organizational climate have a significant simultaneous and partial influence on employee commitment. This means that good leadership and organizational climate can increase employee commitment. This research provides important implications for the Manpower Office of Tasikmalaya City in increasing employee commitment through effective leadership and organizational climate. This can contribute to improving performance and achieving organizational goals.

PT Salmanda Jaya Utama is a franchise of Shell Indonesia which is engaged in the business of fuel oil (BBM), lubricants for industry, automotive, transportation, mini market (select). Research shows that improving abilities and skills through training will increase employee effectiveness and efficiency. And a well-structured organization can achieve optimal work results. The purpose of this study was to determine the training and organizational culture affect employee performance. The method of collecting data in preparing the thesis is the observation method, interviews, primary data with the analysis method in the form of quantitative, namely the multiple linear regression analysis method with a saturated sample technique totaling 40 employees. The results of this study state that training partially has a positive and significant effect on employee performance with a significance level of 0.008 <0.05 and a T value> T table of 2.789> 2.022. Organizational culture partially has a positive and significant effect on employee performance with a significant level of 0.000 <0.05 and the value of T count> T table of 5.528> 2.022. Training and organizational culture simultaneously have a positive and significant effect on employee performance with a value of F count> F table of 59.391> 3.24