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This study aims to analyze the implementation of Total Quality Management (TQM) in improving service quality at KPUD Tani Wilis, particularly in the supply and distribution of livestock feed. The research employs a descriptive qualitative approach with data collected through in-depth interviews and direct observations involving cooperative management, employees, and customers. Data were analyzed using an interactive model consisting of data reduction, data display, and conclusion drawing. The findings indicate that TQM implementation has been relatively effective, reflected through three key components: customer value strategy, organizational systems, and continuous quality improvement. Services are perceived as responsive, polite, and informative, supported by adequate delivery facilities. The main challenge lies in occasional delays in feed delivery caused by weather conditions, which affect customer perceptions of reliability. Overall, TQM contributes positively to service quality, customer satisfaction, and operational effectiveness, although further improvements in risk management and service consistency are needed to achieve optimal quality.

This study aims to evaluate the performance of KSPPS BKK Purwokerto using the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE), which consist of seven assessment categories: leadership, strategy, customer focus, measurement and knowledge management, workforce, operations, and organizational results. A descriptive qualitative approach was employed through in-depth interviews, direct observations, and document analysis. Data were analyzed using the interactive model of Miles and Huberman to identify strengths and weaknesses within the organization. The findings indicate that KSPPS achieved a total score of 825, placing it in the Excellent – Benchmark Leader category. The strongest performance appears in customer focus, leadership, and operational quality, reflecting strong service orientation and solid interpersonal relationships. However, the lowest score in measurement, analysis, and knowledge management suggests that the data and information system is not yet fully integrated. These results highlight the need for improving information systems, digitalizing processes, and strengthening performance measurement to support continuous improvement. This study contributes to the literature on Islamic microfinance performance evaluation and provides strategic recommendations for enhancing organizational management.

This study aims to analyze the influence of work motivation and work ability on employee job satisfaction at the Department of Marine and Fisheries of Bima Regency. The research employed a quantitative approach with an associative type of study. The population consisted of 67 employees, and a sample of 38 civil servants was selected using a purposive sampling technique. Data were collected through a closed-ended questionnaire using a five-point Likert scale and analyzed using multiple linear regression with SPSS version 26. The validity and reliability tests confirmed that all items were valid and reliable. The results indicate that work motivation has a positive and significant effect on job satisfaction, and work ability also shows a positive and significant impact. Simultaneously, both variables significantly influence job satisfaction with a coefficient of determination (R²) of 0.967, meaning that 96.7% of job satisfaction variation is explained by motivation and work ability. These findings confirm that enhancing employee motivation and competence is a strategic factor in improving job satisfaction and performance in public sector organizations.

This study aims to examine the influence of transformational leadership, work motivation, and organizational culture on organizational commitment at PT Kembang Jawa Permai. The research employs a quantitative approach with an associative causal design, using a survey method and data collected through a questionnaire distributed to all 46 employees as respondents. The sampling technique used is saturated sampling, considering the small population size. Data analysis was performed using multiple linear regression analysis with validity, reliability, and classical assumption tests (normality, multicollinearity, heteroscedasticity, and linearity) conducted beforehand to ensure model accuracy. The results indicate that transformational leadership, work motivation, and organizational culture each have a positive and significant effect on organizational commitment, both partially and simultaneously. Among the three variables, organizational culture shows the most dominant influence, indicating that strong organizational values and teamwork orientation play a key role in strengthening employee commitment. The coefficient of determination (R²) of 0.848 implies that 84.8% of the variation in organizational commitment can be explained by the three independent variables. This study contributes to human resource management theory and provides practical insights for organizations to enhance employee commitment through effective leadership, motivation, and cultural reinforcement.

This study aims to analyze the influence of work-family conflict, job stress, and compensation on employee performance at PT Nusa Gas Pratiwi. A quantitative approach with a survey method was employed, and data were collected through questionnaires distributed to 35 permanent employees. The data were analyzed using multiple linear regression with SPSS software. The results indicate that work-family conflict, job stress, and compensation have a positive and significant effect on employee performance both partially and simultaneously. The coefficient of determination (R²) of 0.900 implies that these three variables explain 90% of employee performance variation, while 10% is influenced by other factors outside the model. These findings reinforce the Job Demand-Resource and Role Enrichment theories, suggesting that job stress and role conflict can become positive driving forces when balanced with fair compensation and organizational support. Therefore, maintaining equilibrium between psychological and economic factors is essential to enhance employee productivity and loyalty.

This study aims to analyze the influence of work stress, work discipline, and work environment on employee productivity at UD. Podo Seneng. A quantitative approach was employed using survey methods through questionnaires, interviews, and observations. The sampling technique applied was saturated sampling, involving the entire population of 40 employees. Data analysis included validity and reliability tests, classical assumption tests, and multiple linear regression analysis supported by t-tests, F-tests, and the coefficient of determination (R²). The results show that, partially, work stress has a negative but insignificant effect on productivity. In contrast, work discipline and work environment have a positive and significant effect on productivity. Simultaneously, the three variables significantly influence employee productivity, contributing 49.7% to the variance. These findings indicate that strengthening work discipline and creating a conducive work environment are dominant factors in improving productivity, while the effect of work stress remains inconsistent and requires further investigation in different organizational contexts.

This study aims to determine the influence of communication and organizational culture on employee performance at the Bima City BPKAS Office. The instrument used in this study was a Likert-scale questionnaire. The sample consisted of 40 respondents selected using purposive sampling. Data collection techniques included observation, questionnaires, and literature review. Data analysis used multiple linear regression with SPSS for Windows. The results indicate that, partially and simultaneously, communication and organizational culture significantly influence employee performance at the Bima City BPKAD Office.

This study aims to analyze the effect of job satisfaction and organizational commitment on employee productivity at the Semarak Dana Mojokerto Savings and Loan Cooperative.  The problem of low discipline and performance of marketing staff is an important background, given the limited empirical studies on human resource factors in micro cooperatives in Indonesia.  This study uses a quantitative approach with a total sampling technique on 35 respondents.  The instrument, in the form of a questionnaire, consisted of 28 statement items measured on a 1–5 Likert scale, with validity and reliability tests showing good results (Cronbach's Alpha > 0.70). Multiple linear regression analysis was used with the help of SPSS 26. The results of the study show that job satisfaction has a significant positive effect on productivity (β = 0.723, p < 0.05), as does organizational commitment (β = 0.555, p < 0.05). Simultaneously, these two variables contribute to an increase in employee productivity with a coefficient of determination of 77.8%.  These findings support the theories of Locke (1976) and Meyer & Allen (1991) and are in line with previous studies, although the context of micro cooperatives provides unique characteristics. The practical implications of this study encourage cooperatives to strengthen their reward systems, provide training, and improve work SOPs, particularly in marketing services. The limitations of this study lie in the small sample size and cross-sectional design. Future research is recommended to use a larger sample, a longitudinal approach, and include moderator variables such as work motivation or organizational culture.

This study aims to analyze the effect of communication and work environment on employee morale at the Maritime Affairs and Fisheries Service of Bima Regency. A quantitative approach was employed using a Likert-scale questionnaire distributed to 80 respondents selected through purposive sampling. Data were analyzed using multiple linear regression with SPSS for Windows. The results reveal that communication (β = 0.551; t = 18.459; p < 0.05) and work environment (β = 0.401; t = 16.786; p < 0.05) have a significant partial effect on employee morale. Simultaneously, these two variables contribute 94.4% to the increase in employee morale (R² = 0.944; F = 43.288; p < 0.05). These findings indicate that effective communication and a supportive work environment can enhance motivation and productivity among public sector employees. The practical implication of this study suggests that organizational management needs to improve the quality of internal communication and create a conducive work environment to optimize organizational performance.

This study aims to analyze the effect of training and human resource development on employee performance at the Social Service Office of Bima City. The research was motivated by the low level of employee productivity, limited budget allocation for development programs, and the tendency of some employees to delay task completion. The study employs a quantitative approach with an associative method. The population consists of 59 employees, with a sample of 35 civil servants selected through purposive sampling. Data were collected using questionnaires, observation, interviews, and documentation. The analysis techniques include validity and reliability tests, classical assumption tests, multiple linear regression, t-test, and F-test. The findings show that both training and human resource development have a significant and positive impact on employee performance. Training improves employee skills, while development efforts enhance competencies to meet organizational demands. The study suggests that structured training and development programs should be optimized to improve public service performance.

Abstract. This study aims to examine the role of social innovation in accelerating community economic development through a participatory approach based on local potential. Social innovation is seen as an effective new solution to address various social and economic problems, particularly at the community level, by involving communities as key actors of change. This study highlights the importance of collaboration between communities, government, academia, the private sector, and non-governmental organizations in creating an inclusive and sustainable development ecosystem. The results indicate that social innovation can strengthen community economic independence, create alternative economic models such as digital cooperatives and community-based economies, and encourage broad participation in the development process. However, various obstacles remain, such as low digital literacy, limited access to funding, and weak policy support. Therefore, systemic interventions and more progressive policy support are needed to expand the impact of social innovation on sustainable community economic development.

This article discusses risk management strategies in the face of global market uncertainty triggered by the process of globalization and economic interconnection. Through a literature review, it highlights the importance of a proactive, flexible and collaborative approach that integrates various aspects such as politics, economics, technology and human resources. The use of modern technologies such as artificial intelligence (AI) and big data analysis is key in accelerating risk detection and appropriate decision-making. In addition, strengthening human resources, investment diversification, building risk reserves, and cross-departmental and external collaboration are considered key strategies to improve organizational resilience and competitiveness amid global uncertainty. The results of this study provide recommendations for organizations to adopt a comprehensive and sustainable approach to risk management to maintain business stability and sustainability in the era of globalization.

Non-Civil Servant Government Employees (PPNPN) are a vital component in the operational activities of an organization. However, their performance management faces challenges in efficiency and standardization. This scientific paper examines the potential implementation of Google Sites as a platform for PPNPN performance management. The analysis focuses on the existing regulatory framework. The proposed model leverages the integration of Google Sites with Google Forms, Google Sheets, and other supporting applications provided by Google to digitize the performance management cycle, from planning, monitoring, and evaluation (based on indicators such as integrity, discipline, teamwork, communication, and service), to documentation and feedback. The main advantages of this platform include administrative efficiency, increased data transparency and accessibility, centralized data management, potential for consisten process, collaboration, and cost-effectiveness. Nevertheless, its implementation faces significant challenges related to the digital literacy gap among PPNPN with diverse roles, data security and privacy issues in the public sector, the need for robust change management, feature limitations compared to specialized HRIS systems, particularly in the Ministry of Finance where the research object's office is located, and the necessity for adequate supporting infrastructure. This research concludes that Google Sites offers a technically viable solution, but its success highly depends on the organizational and human resource readiness of both the HR managers and the PPNPN themselves.

The study analyzes the business strategy of UPC Pegadaian Pasar Bumiayu using the SERVO approach (Strategy, Environment, Resources, Values, Organization). The findings indicate that Pegadaian has developed adaptive and innovative strategies through service digitalization, sharia-based products, as well as public education and strategic partnerships. Both internal and external environments are managed responsively, utilizing human resources and technology effectively. Organizational values promote a collaborative work culture and inclusive leadership. The evaluation shows that the SERVO approach helps Pegadaian remain competitive and relevant in the modern financial industry.

This paper provides a comprehensive examination of the concept and implementation of skill management as a cohesive set of competencies encompassing technical, interpersonal, conceptual, and strategic skills within organizational and entrepreneurial contexts. The background highlights the critical role of skill management in addressing the challenges posed by a highly competitive and rapidly evolving business environment, where mastery of these competencies determines both individual and organizational effectiveness in planning, organizing, leading, and controlling resources to achieve collective objectives. Grounded in a literature review of seminal works by Robbins & Coulter, Katz, Drucker, Mintzberg, Armstrong, and Barney & Hesterly, this study adopts a structured approach that covers definitions, classification of skill types, their roles in organizations, development strategies, implementation challenges, and applications in entrepreneurship. The findings indicate that: (1) technical, human, and conceptual skills are complementary across different managerial levels; (2) skill development requires a blend of formal education, field practice, mentorship, and technology utilization; (3) primary challenges include technological adaptation, complexity of decision-making, and limitations in training resources; and (4) in entrepreneurial ventures, effective skill management is fundamental to planning, finance, human resources, innovation, and communication. In conclusion, skill management should not be viewed as a static competency but as a strategic asset that must be continuously enhanced through lifelong learning, enabling both individuals and organizations to sustain growth and resilience in the era of globalization and digital transformation.

This study aims to evaluate the performance of KSP Satria B Cilongok using the Malcolm Baldrige Framework for Performance Excellence. The research employed a qualitative descriptive approach with data collected through direct observation and in-depth interviews with the cooperative’s leadership on May 4, 2025. Analysis was conducted based on seven categories within the Malcolm Baldrige Excellence Framework. Findings indicate that KSP Satria B Cilongok has implemented visionary leadership, customer-focused service, data-driven management, and effective risk and workforce management. The cooperative’s performance continues to improve, demonstrated by stable growth in members, net income (SHU), and transaction volume. Furthermore, adherence to organizational ethics and transparency has been a key factor in building member trust. This study contributes by integrating the Malcolm Baldrige principles into the management of small to medium-sized savings and loan cooperatives in Indonesia, presenting a novel application of the framework in the local context

Sustainable business transformation has become a cornerstone of modern corporate strategy in addressing environmental, social, and economic challenges. The Sustainability-Led Innovation (SLI) approach provides an innovation framework that embeds sustainability principles into business models, fostering organizational adaptability and long-term value creation. This study aims to (1) identify the mechanisms for integrating SLI into sustainable business models, (2) evaluate SLI’s contribution to competitive advantage, and (3) analyze the development of dynamic capabilities to support sustainability initiatives. By combining the Sustainability-Driven Business Model Innovation (SBMI), Dynamic Capability Theory (DCT), and Triple Bottom Line (TBL) frameworks, this qualitative research utilizes in-depth interviews and document analysis of culinary SMEs in Malang. Findings reveal that organizations adopting SLI achieve higher operational efficiency, respond more agilely to regulatory changes, and attract stronger consumer loyalty. These insights underscore the necessity of embedding sustainable innovation strategies into long-term business planning to secure resilient competitive advantage.

Organizational fraud represents a significant global challenge, with estimated annual losses of 5% of revenue, totaling approximately US$4.7 trillion worldwide. This systematic literature review examines whistleblowing effectiveness as a fraud detection mechanism, analyzing the tension between its role as a transparency pillar and the retaliatory risks faced by whistleblowers. The study employed a qualitative Systematic Literature Review methodology, analyzing 25 peer-reviewed articles published between 2020-2025 from SINTA, Scopus, and registered E-ISSN journals. Literature was selected using keywords related to whistleblowing effectiveness, fraud detection, transparency mechanisms, and retaliation risk. Results demonstrate that whistleblowing systems significantly enhance fraud detection and prevention across both public and private sectors, with 24 of 25 reviewed studies confirming positive impacts. Effectiveness is influenced by individual attitudes, perceived behavioral control, organizational commitment, professional commitment, moral reasoning, and organizational culture. The integration of whistleblowing with forensic and investigative audit mechanisms creates a mutually reinforcing fraud detection framework. However, retaliation risk remains a substantial challenge, potentially undermining whistleblowing effectiveness. The study concludes that organizations must develop comprehensive whistleblower protection frameworks, cultivate supportive organizational cultures, ensure transparent report handling processes, and leverage technology to guarantee anonymity. A balanced approach between promoting transparency through whistleblowing and protecting whistleblowers from retaliation is essential for maximizing fraud detection effectiveness. Organizations are advised to integrate whistleblowing into comprehensive anti-fraud strategies with adequate protection mechanisms and whistleblower incentives.

Managing human resources and entrepreneurship are two crucial components of any successful organization. Human resources management focuses on recruiting, training, and retaining employees to ensure they can perform their job duties effectively. On the other hand, entrepreneurship involves the creation and development of new business ventures, products, or services. Both areas play a significant role in the overall success and growth of a company. In this paper, we will explore the intersection of human resources management and entrepreneurship, examining how these two disciplines can work together to drive innovation and organizational success. By leveraging the expertise and creativity of both HR professionals and entrepreneurs, companies can cultivate a culture of innovation and adaptability. This collaboration can lead to the development of cutting-edge products and services, as well as the implementation of forward-thinking HR practices that attract and retain top talent. However, integrating HR and entrepreneurship may also present challenges, such as balancing risk-taking with employee well-being and ensuring that organizational goals align with individual aspirations. Despite these obstacles, the potential benefits of combining these disciplines are vast, offering companies a strategic advantage in today's competitive business landscape.

"Insider" practices and "privileges" are often overlooked in human resource management (HRM) discourse, despite their significant impact on organizational justice, employee motivation, and overall performance. This article explores how informal connections and preferential treatment undermine meritocratic systems, distort perceptions of fairness, and reduce job satisfaction and employee commitment. Using a qualitative case study approach, the findings reveal that perceptions of injustice caused by informal practices—such as promotions based on personal ties, biased performance evaluations, and exclusive access to opportunities—can significantly weaken both intrinsic and extrinsic employee motivation. The study highlights the urgency of implementing transparent, accountable, and performance-based reward systems as strategic efforts to foster a fair and healthy organizational culture. Practically, organizations must develop HRM policies that are not only procedurally fair but also perceived as equitable to sustain long-term employee productivity and retention.