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This study is motivated by the importance of the principal’s leadership role in improving the effectiveness of organizational management in Early Childhood Education (ECE) institutions. As an educational leader, the principal is responsible for organizing, directing, and coordinating all available resources in ECE institutions to ensure they function effectively and efficiently. The aim of this study is to analyze the influence of principal leadership on ECE organizational management. The research method used is a qualitative approach with data collection techniques including observation, interviews, and documentation studies. The findings indicate that effective principal leadership, particularly democratic and participatory leadership styles, has a positive influence on improving the quality of ECE organizational management in terms of planning, organizing, implementation, and program evaluation. In addition, effective leadership also enhances teacher performance and creates a conducive working environment. The implication of this study suggests that improving the leadership competence of principals is essential to support the optimal management of ECE institutions.

This study aims to analyze the influence of organizational culture on employee performance through job satisfaction at the Banda Aceh City Environmental, Sanitation, and Beautification Office. This study employs a quantitative approach using an associative method. The study population consisted of 44 civil servants, all of whom were included in the sample using a census method. Data collection was conducted via a questionnaire using a Likert scale, supplemented by observations and interviews. The data analysis techniques employed included path analysis, t-tests, the coefficient of determination (R²), and the Sobel test to examine the mediating role. The results of the study indicate that organizational culture has a positive and significant effect on employee performance, with a significance value of 0.004 and a calculated t-value of 3.014. Organizational culture also has a positive and significant effect on job satisfaction, with a p-value of 0.003 and a t-statistic of 3.940. Furthermore, job satisfaction has a positive and significant effect on employee performance with a significance value of 0.000 and a t-value of 5.174. A mediation test using the Sobel test indicates that job satisfaction significantly mediates the effect of organizational culture on employee performance with a t-value of 3.818 (>1.96). The coefficient of determination of 0.832 indicates that 83.2% of the variation in employee performance can be explained by organizational culture, job satisfaction, and their interaction, while the remainder is influenced by other variables outside the scope of this study. Thus, it can be concluded that organizational culture has a strong influence on improving employee performance, both directly and through job satisfaction as a mediating variable.

Work motivation, job satisfaction, and employee performance are key aspects of management psychology that continue to evolve as organizational productivity demands increase. In an era of global competition, organizations are required to manage human resources effectively by enhancing work motivation and job satisfaction to achieve optimal performance. This study aims to examine the relationship between work motivation and employee performance, as well as to analyze the role of job satisfaction as a mediating variable in that relationship. The method used is a literature review with a qualitative approach. Data were collected through the Google Scholar and Publish or Perish databases using keywords related to work motivation, job satisfaction, and employee performance from a management psychology perspective. From 25 articles found between 2022 and 2026, 5 of the most relevant articles were selected for further analysis.The results of the study indicate that work motivation has a significant influence on employee performance, both directly and indirectly through job satisfaction as a mediating variable. Additionally, there is a growing trend toward the integration of management psychology approaches in efforts to enhance employee performance. Thus, it can be concluded that the simultaneous management of motivation and job satisfaction is a key factor in achieving optimal performance. Further research is recommended to develop a more comprehensive and integrative model.

The development of modern organizations requires the integration of psychological aspects into management practices in order to enhance individual performance and well-being. Issues such as work stress, motivation, and psychology-based leadership have become increasingly important in responding to the dynamics of complex work environments. This study aims to examine the development and trends in management psychology and to identify its contributions to organizational practices. The research questions posed are: (1) how has management psychology research developed over the past five years, and (2) what are the main themes and their contributions to organizational management. The method used is a qualitative approach with a literature review through the Google Scholar and Publish or Perish databases using the keyword “management psychology.” A total of 20 articles were obtained, then selected through a screening and eligibility process, resulting in 5 articles being analyzed. The results of the review indicate three main themes, namely stress management and psychological well-being, work motivation, and psychology-based leadership and human resource management. These findings confirm that psychology plays a strategic role in improving organizational effectiveness. This study concludes the importance of a holistic approach in management psychology and recommends further, more integrative research.

The implementation of Hospital Management Information Systems (HMIS) has become a strategic imperative to enhance operational efficiency amidst the ongoing global digital health transformation era. This study aims to analyze the determinants of successful HMIS implementation and its impact on service efficiency and patient outcome quality. Employing a narrative review approach with thematic synthesis of literature from PubMed, Scopus, and ScienceDirect databases between 2016-2026, the study evaluates the relationship between technology investment and organizational performance. The synthesis results indicate that while HMIS significantly reduces administrative burdens and medication errors, a "digital paradox" exists where technical efficiency may disrupt interpersonal interactions between healthcare providers and patients if systems are not user-centered. Key success factors include data interoperability (HL7/FHIR standards), human resource readiness, and governance policy support. This study concludes that a patient-centered efficiency model is the fundamental basis for ensuring technology investments yield sustainable added value within the healthcare delivery system.

Management psychology is a crucial aspect in enhancing learning effectiveness and improving the performance of educational institutions in the face of contemporary educational challenges. This approach emphasizes the role of psychological factors such as motivation, leadership, communication, and organizational culture in supporting effective educational management. This study aims to examine the role of management psychology in improving educational quality and to explore how psychological aspects contribute to organizational effectiveness. The research uses a literature review method, drawing data from Google Scholar and Publish or Perish (PoP) with publications from 2020 to 2026 using the keyword “management psychology.” From 21 initial articles, 15 met the screening criteria, and five main articles were analyzed in depth. The findings highlight three key themes: improving performance and learning outcomes, strengthening leadership and organizational communication, and managing conflict and human resources. Overall, the literature shows that psychological approaches significantly enhance the effectiveness of educational organizations. In conclusion, management psychology plays a strategic role in educational management, and future research should expand the scope of literature and integrate quantitative methods to strengthen empirical findings.  

This study is motivated by the importance of improving the performance of police officers as the frontline of public service, which is influenced by transformational leadership, organizational communication, and work discipline. In practice, variations in officer performance are still observed at police precincts under the Solok Police Department, as evidenced by differences in case resolution rates, service responsiveness, and the effectiveness of task execution. These conditions are suspected to be related to the suboptimal implementation of transformational leadership, organizational communication, and work discipline among officers. This study aims to analyze the influence of transformational leadership and organizational communication on police officer performance, as well as to test the role of work discipline as a moderating variable. The research method used is a quantitative approach with a field research design. The study population consisted of all 126 members of the police stations under the Solok Police Department, with a sample size of 124 respondents. Data collection was conducted by distributing questionnaires to police officers, which were then analyzed using the Partial Least Squares–Structural Equation Modeling (PLS-SEM) method. The results of the study indicate that transformational leadership has a positive and significant effect on member performance, with a coefficient of 0.754, a T-statistic of 3.550 (>1.96), and a P-value of 0.000 (<0.05); thus, the first hypothesis is accepted. Organizational communication has a negative and significant effect on performance with a coefficient of -0.615, a T-statistic of 2.509 (>1.96), and a P-value of 0.012 (<0.05). Work discipline does not moderate the effects of transformational leadership or organizational communication on performance, as both show insignificant results. In conclusion, improved police officer performance can be achieved through the implementation of effective transformational leadership and the strengthening of organizational communication.

Integrity is a fundamental value in realizing clean, transparent, and accountable public sector governance. Various integrity assessment instruments have been implemented in the public sector in Indonesia, such as the Integrity Assessment Survey (SPI) by the Corruption Eradication Commission (KPK), the Integrity Zone (ZI) by the Ministry of Administrative and Bureaucratic Reform (PANRB), and IntoSAINT developed by INTOSAI. However, all three still have limitations. This study aims to analyze the strengths and weaknesses of these three instruments and develop an alternative assessment tool, the Integrity Assessment Tool (IAT), which can be an alternative choice to the integrity assessment model in Indonesia. This study uses a qualitative descriptive approach through literature studies and analysis of integrity policy documents, with a theoretical foundation of the OECD Integrity Framework and the Anti-Bribery Management System (SNI ISO 37001). The results show that the Integrity Assessment Tool is able to assess organizational integrity comprehensively and objectively through four main dimensions: history, performance, potential, and perception. This approach integrates quantitative, qualitative, and psychometric aspects to produce a more accurate and sustainable picture of the integrity position of public sector organizations. Theoretically, this research enriches the study of public sector integrity management, while practically, it provides guidance for government agencies in building a measurable, systematic, and sustainable integrity evaluation system as a basis for establishing a national model for integrity assessment.

Climate change has encouraged corporations to establish carbon emission reduction targets as part of their sustainability strategies. However, achieving these targets depends not only on technological innovation and operational policies but also on an organization's ability to integrate decarbonization agendas into human resource management systems. This study aims to analyze the strategic role of Human Resource Directors in integrating corporate carbon emission reduction targets into employee performance management systems and leadership Key Performance Indicators (KPIs). This research employs a qualitative approach using a systematic literature review by examining various relevant scientific publications related to Strategic Human Resource Management, Green Human Resource Management, and performance management within the context of organizational sustainability. The analysis process was conducted through systematic literature selection, mapping of previous research findings, and thematic synthesis of concepts and relationship patterns identified in the literature. The findings indicate that the integration of carbon emission targets into organizational performance management systems can be implemented through sustainability-based leadership KPIs, the application of Green HRM practices, and the alignment of employee evaluation and incentive systems with corporate decarbonization objectives. This study contributes to expanding the understanding of decarbonizing leadership by positioning HR Directors as strategic actors who connect corporate sustainability policies with organizational performance management practices, thereby encouraging organizational behavioral transformation toward more sustainable business practices.

This research aims to analyze the strategic role of management psychology in enhancing the performance and effectiveness of educational organizations through a systematic literature review. The development of modern educational organizations demands human resource management that is not only oriented toward administrative aspects but also considers the psychological dynamics of individuals, including behavior, motivation, and interpersonal relationships. The research method used is qualitative with a literature review approach, analyzing relevant scientific articles from the Google Scholar database. The results of the study indicate that management psychology contributes significantly to organizational productivity through three main aspects: effective organizational communication to build trust, psychology-based leadership that increases work motivation and satisfaction through recognition and fairness, and constructive conflict management that transforms tension into opportunities for innovation. The conclusion of this study emphasizes that the integration of various psychological dimensions, such as organizational citizenship behavior (OCB) and self-efficacy, is a key element in creating a conducive work environment. Therefore, leaders of educational institutions are advised to adopt a humanistic leadership style to optimize the potential of human resources and achieve superior educational quality in a sustainable and effective manner within the modern era.

This study aims to analyzei thei peirformancei and contributing factors to thei failurei of thei digital-baseid Civil Seirvant Manageimeint Information Sisteim (SIKILAT) adoption at thei Jambi Provincei Human Reisourceis Deiveilopmeimnt Ageincy (BPSDM) using a Teichnology, Organization, and EInvironmeint (TOEI) peirspeictivei. Thei study eimployeid a qualitativei, deiscriptivei approach. Thei reisults indicatei that SIKILAT impleimeintation is suboptimal and unsustainablei. From a teichnological peirspeictivei, obstacleis includei lack of minteinancei, limiteid systeim quality, and complicateid usability. From an organizational peirspeiktivei, thei lack of mandatory policieis and low useir compeiteincy and participation arei keiy obstacleis. Meianwhilei, from an einvironmeintal peirspeictivei thei lack of reigulations and eixteirnal preissureis havei leid to thei systeim’s deiclinei as a priority.

Technological advancements and the rapid growth of globalization have fundamentally changed the way organizations conduct business activities, creating increasingly complex challenges and opportunities in both local and international markets. Organizations are now required to adapt quickly to changing consumer preferences, technological innovation, market competition, and economic uncertainty. In this environment, economics, management, and accounting have become three essential disciplines that play a crucial role in determining organizational effectiveness and long-term sustainability. Economics helps organizations understand market behavior, pricing strategies, supply and demand conditions, and macroeconomic factors that influence business performance. Management focuses on planning, organizing, leading, and controlling resources to ensure operational efficiency and goal achievement. Accounting provides reliable financial information through systematic recording, reporting, and analysis of transactions, enabling organizations to evaluate performance and maintain accountability. This study aims to analyze the relationship between these three disciplines in supporting organizational decision-making processes and improving overall performance. The research employs a literature review method by examining various recent academic books and journal articles. The findings reveal that the integration of economics, management, and accounting strengthens strategic planning, improves resource allocation, enhances financial transparency, and supports sustainable organizational growth in a highly competitive global environment.

This study aims to analyze the dynamics of academic and social life of students at Universitas Nasional PASIM and identify the factors affecting the balance between these two aspects. Using a qualitative method with interviews as the data collection technique, this study reveals the role of the social environment, particularly peer interactions, in supporting motivation, academic achievement, and student well-being. The findings show that a conducive campus social environment, through interaction with peers, serves as a source of emotional support and information that can enhance motivation and academic performance. Conversely, a less supportive social environment can hinder focus and decrease students' enthusiasm for learning. Students also face challenges in balancing academic demands and social life due to the heavy schedule of classes, academic tasks, organizational activities, and social engagements. The research findings indicate that time management skills and prioritization are key factors in maintaining the balance between academics and social life. The inability to manage time effectively may lead to stress and academic burnout. Overall, the study emphasizes the importance of a supportive social environment and good self-management skills in fostering academic success and student well-being.

This study examines the influence of Organizational Support and Work Engagement on Lecturer Performance in higher education institutions. Using a quantitative descriptive approach and Structural Equation Modeling (SEM), the research analyzes data from 190 respondents, comprising lecturers from various universities in Medan. The results show that Organizational Support has a significant positive effect on Lecturer Performance with a path coefficient of 0.265, a T statistic of 5.87, and a P value of 0.000, indicating a strong and highly significant impact. On the other hand, Work Engagement also positively affects Lecturer Performance, with a path coefficient of 0.107, a T statistic of 2.977, and a P value of 0.001, which is significant but with a smaller effect compared to Organizational Support. The R-squared value for Organizational Support is 0.656, indicating that 65.6% of the variance in Organizational Support is explained by the model. The findings highlight the importance of organizational support in fostering a productive academic environment, leading to improved lecturer performance. This research provides practical insights for higher education institutions aiming to enhance teaching quality and academic outcomes.

Transparency in human resource management has become a strategic issue in modern organizations, particularly through the implementation of salary transparency as part of the broader concept of radical transparency. This study aims to analyze the psychological and managerial impacts of salary information disclosure and its implications for human resource leadership within organizations. The research employs a qualitative approach using a narrative literature review by examining relevant scholarly articles published within the last five years. The findings indicate that salary transparency contributes positively to enhancing employees’ perceptions of fairness and trust; however, it may also generate negative consequences such as social comparison, interpersonal conflict, and decreased job satisfaction if not properly managed. From a managerial perspective, salary transparency promotes greater accountability, strengthens performance evaluation systems, and encourages more open and participative leadership practices. This study contributes by integrating psychological and managerial dimensions into a comprehensive conceptual framework and highlights the importance of organizational readiness in strategically managing transparency policies to achieve effectiveness and sustainability.

Global business environmental uncertainty, triggered by "Black Swan" phenomena, demands that organizations transform beyond passive resilience toward anti-fragility capabilities, where Human Resource (HR) systems actually grow stronger through market disruptions. This study aims to analyze the concept of anti-fragility within organizational leadership, explain the role of transformational leadership in shaping anti-fragile employees, and identify organizational strategies for navigating market uncertainty. The approach employed is a narrative literature review using content analysis techniques across various reputable scientific journals, anti-fragility theory, and organizational case studies such as Disney+, Zoom, and Tractor Supply. Research findings indicate that transformational leadership acts as a primary catalyst that builds anti-fragility through intellectual stimulation, decentralized autonomy, and the creation of a culture that learns from failure. Organizational strategies prioritizing resource flexibility, cross-skilling, and optionality have proven effective in converting crisis stressors into opportunities for innovation and performance growth. The contribution of this article lies in the development of an "Anti-Fragile Leadership" conceptual framework that integrates the philosophical principles of anti-fragility into strategic HRM practices. The practical implications provide a guide for organizational leaders to design work systems that are adaptive and proactive toward market volatility, ensuring that organizations not only survive but thrive from chaos.

Strategic management plays a crucial role in ensuring the operational sustainability and competitiveness of PT Karya Giri Palma, a manufacturing company specializing in springbed and furniture production. In an increasingly competitive market environment and amid ongoing production challenges, the company is required to implement well-structured and adaptive strategic management practices. This study employs a qualitative research approach to explore the implementation of strategic management within the organization and to identify obstacles that arise during its integration into daily operational activities. Data were collected through in-depth observations and interviews to obtain a comprehensive understanding of managerial practices and employee involvement. The findings reveal that the active participation of both management and employees in the formulation and implementation of strategies significantly contributes to improved employee motivation, higher productivity levels, and enhanced work quality. Strategic alignment between organizational goals and employee roles encourages a stronger sense of responsibility and commitment among employees. However, several challenges remain, particularly in cross-divisional coordination and the consistent execution of strategies at the operational level. Therefore, this study recommends strengthening interdepartmental communication, optimizing the use of management information systems, and enhancing human resource capabilities through continuous training. These findings may serve as a valuable reference for similar manufacturing companies seeking to optimize strategic management practices in order to achieve sustainable performance and long-term competitiveness.

This research is motivated by the importance of strengthening a professional public service culture through the integration of public administration values, norms, and ethics. Although various regulations and codes of ethics have been established in public organizations, gaps remain between formal norms and service practices in the field, such as low levels of responsiveness and professionalism among civil servants. This study aims to analyze the relationship between values, norms, and ethics in shaping public service culture, and to examine the role of organizational ethics and codes of ethics in strengthening public administration professionalism. The research employed a qualitative approach with a descriptive-analytical design through a literature review of relevant journals, books, and policy documents. Content analysis techniques were used to identify patterns of relationships between concepts. The results indicate that the internalization of ethical values ​​such as integrity, accountability, and transparency significantly influences the quality of public services. An organizational code of ethics serves as a formal instrument that clarifies standards of conduct for civil servants and strengthens a professional work culture. Consequently, public organizations need to strengthen ethics training, oversight mechanisms, and the integration of ethical values ​​into performance evaluation systems to build responsive and public-interest-oriented services.

Due to its focus on the psychological components of leadership, motivation, communication, and human resource development in educational institutions, management psychology is becoming an increasingly significant perspective in educational management. The use of management psychology in the classroom is considered crucial for improving organizational performance and teacher motivation. The purpose of this study was to investigate how management psychology can enhance teacher work motivation and its impact on school efficacy. This study reviewed previous research on the use of management psychology in education using a qualitative approach and literature review methodology. Using keywords related to management psychology in education, teacher motivation, educational leadership, and educational organizational performance, systematic search of scientific publications published in the Google Scholar database between 2022 and 2026 was used to collect data. Identification, screening, eligibility evaluation, and final selection of relevant publications were all steps in the literature selection process. Thematic coding techniques were used to examine six selected publications to determine the main findings, methodology, and research emphasis of each study. The findings suggest that the use of management psychology in educational management techniques, such as effective communication, teacher empowerment, supportive leadership, and the establishment of equitable reward systems, can significantly enhance teacher motivation and foster a positive work environment. In addition, these approaches increase the effectiveness of educational institutions, improve teacher performance, and foster collaboration within the school environment. To promote teacher professional development and raise the overall standards of educational institutions, it is crucial for educational administrations to incorporate a psychological perspective.

This Study aims to examine the effect of job placement on employee performance through competence as an intervening variable the sample consisted of 64 employees of the Regional Office of Youth, Sport, and Tourism of Morowali Regency. The sampling technique used was saturated sampling. Data were collected using questionnaires and anlyzed with the assistance of the SmartPLS 4 program. The result of the study indicate that job placement and competence have a direct thourism of Morowali Regency. In addition, job placement has an indirect effect on employee performancethtougt competence at the same institution. The coefficient of determination shows an R-square value of 0,182, indicating that 18.2% of the experience, while 80.8% is influenced by other factors not examined in this study. Meanwhile, competence obtained an R-square value of 1.134, indicating that 13.4% of the variance in competence is influenced by job placement, while 80.6% is influenced by other variable not examined is this study.