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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 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.

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.

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.