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Career management is a crucial process for both individuals and organizations. For individuals, it facilitates the achievement of career goals and enhances job satisfaction. For organizations, it aids in attracting, developing, and retaining qualified employees. This study delves into the factors influencing career management, encompassing individual factors (abilities, skills, interests, values, and personality), organizational factors (organizational culture, structure, career opportunities, and career policies), and environmental factors (economic, socio-political, and technological conditions). The findings demonstrate that effective career management can enhance employee career effectiveness, job satisfaction, and organizational performance. The study also provides recommendations for improving career management, including regular career assessments, career development program development, information and training, a supportive organizational culture, and encouraging employees to proactively manage their careers. Further research is warranted to develop more effective and contextual career management models and investigate the impact of career management on other factors such as organizational commitment, employee turnover, and gender equality in the workplace.    

Awareness of Occupational Safety and Health (OSH) has been recognized as a key factor in the success of companies in managing risks and improving productivity. This research investigates best practices to enhance OSH awareness in the workplace and its impact on company performance. Literature review identifies that comprehensive training programs, promotion of safety culture by management, active participation of employees in OSH-related decision-making, and implementation of incentive and reward systems are effective strategies to enhance OSH awareness. These practices provide employees with a deep understanding of potential workplace risks and the importance of safe behavior. Furthermore, the promotion of safety culture by management creates a work environment where safety is prioritized. Active employee participation in OSH decision-making strengthens a positive safety culture, while the implementation of incentive systems provides additional motivation for employees to adopt safe behaviors. By implementing these strategies in combination, companies can create a safer, healthier, and more productive work environment. This research provides valuable insights for stakeholders in developing effective OSH programs and improving overall company performance.

This study aims to analyze the influence of work culture, work ethic, and employee performance on production results within an organization. Data were collected through a survey of employees and analyzed using linear regression to examine the relationship between independent and dependent variables. The results indicate that employee performance and work ethic have a positive and significant impact on production results, meaning that the better the performance and work ethic of employees, the higher the production output achieved. Conversely, work culture shows a negative effect on production results, suggesting that certain aspects of the existing work culture may need improvement to better support productivity enhancement. The regression model used in this study demonstrates that work culture, work ethic, and employee performance can explain a significant portion of the variation in production results, although other external factors may also contribute. Therefore, organizations need to evaluate their existing work culture and develop strategies to improve work ethic and employee performance. Measures such as training programs, incentive schemes, and improvements in the work environment can help optimize productivity and enhance production outcomes.  

work stress is becoming an increasingly important issue in the workplace safety (K3) perspective. Factors that influence work stress have a significant impact on employee health and organizational productivity. This study aims to identify and analyze the factors that contribute to the level of work stress and its impact on K3. The research method used is a literature study that investigates various factors that can cause work stress, including excessive workload, role conflict, lack of control over work, lack of social support, job insecurity, and unsafe working conditions. In addition, the impact of work stress on K3 has also been analyzed, including an increased risk of work accidents, reduced attention span, and increased risk of physical and mental illness. Research shows that factors such as high job demands, lack of job control, and unsafe work environments contribute significantly to workplace stress levels. In addition, work stress also negatively affects K3, increasing the risk of accidents and occupational diseases. The practical implications of these findings are that organizations can influence workplace stress through intervention programs such as stress management training, encouraging work-life balance, increasing social support, and improving managed work conditions. Therefore, these initiatives not only improve K3 and employee well-being, but also help improve productivity and performance throughout the organization.

Background: Occupational safety in this context refers to efforts to prevent accidents and protect the physical integrity of employees, while occupational health includes efforts to prevent work-related diseases and maintain the physical and mental health of employees. The purpose of this writing is to find out the relationship between the level of occupational safety and health in the company and employee performance Method: The research method used is a literature review. Researchers collect various sources of information, such as scientific journals, books and other publications related to occupational safety and health levels and employee performance. Results: Occupational safety and health (K3) have a very important role in the work environment, with occupational safety aimed at preventing accidents and protecting the physical integrity of employees, while occupational health includes efforts to prevent work-related diseases and maintain the physical and mental health of employees. Holistic and comprehensive K3 management is an important key in improving employee performance, where a good combination of occupational safety and health has a greater impact on employee performance. The implications of this research are important for company management, because investing in K3 is not only a social responsibility but also a business strategy that can increase company productivity and sustainability. Management needs to prioritize K3 in business strategy, paying attention to supporting K3 factors such as a strong safety culture, quality K3 training, and strict work environment monitoring, to create a healthy, safe and productive work environment.

In the current global era, character building is needed in all fields, especially in companies that want their human resources to be better at work. "The Flash" New Character Building is a form of training for PT Swabina Gatra in creating employees who are competent and have active, flexible, intelligent and humble personalities. The method used in this research is descriptive qualitative, by interviewing trainees and training participants directly and making observations during the activity. The new findings that occurred when this training was carried out were changes in the participants' mentality to become more agile and adaptive to the surrounding environment, the presence of stimulus and The response from the trainer makes the participants have higher motivation and enthusiasm. Regular training programs are carried out with the aim of being a refreshing activity for employees. The implications of The Flash New Character Building training have positive implications in improving personal quality, performance and interpersonal relationships of individuals, as well as forming a good organizational culture

Research Organizational change management is a process for managing changes carried out by an organization. Organizational change management can help organizations to increase work productivity by increasing employee skills and knowledge, employee training and development can increase employee abilities to carry out their duties and work better. This can increase employee work productivity because employees can complete their tasks and work more quickly and efficiently, increase employee motivation and commitment, employee motivation and commitment programs can increase employees' sense of belonging and pride in the company. This can increase employee motivation and commitment to work harder and produce better performance, improve the work environment, a comfortable and safe work environment can increase employee work productivity because employees can work more focused and efficiently. PT. Mayora Indah Tbk has implemented organizational change management effectively to increase the work productivity of its employees. These efforts have produced positive results. PT employee work productivity. Mayora Indah Tbk will increase by 20% in 2023. This is proven by an increase in added value per employee by 20%. Organizational change management as an effort to increase work productivity at PT. Mayora Indah Tbk: Stay focused on change goals, ensure support from leadership, effective communication, support from employees, evaluate success. By implementing these suggestions, PT. Mayora Indah Tbk can increase the effectiveness of organizational change management and achieve its goal of increasing employee work productivity.

The study aims to identify the impact resulting from training, the state of the work environment, on employee performance at KSO TPK Koja. This study wore a descriptive quantitative approach. in this study the population used was all employees of KSO TPK Koja. The information in this study is primary data obtained through the distribution of questionnaires to 37 respondents. Data analysis was tried using multiple linear regression methods using the SPSS model 25 software feature. The results prove that training has a positive and significant impact on the performance of employees produced, not only that, the work area in fact does not have an impact on employee performance.  

In the era of globalization, effective cross-cultural management is crucial for organizations operating in diverse environments. This study examines the cross-cultural dynamics within Microsoft, a multinational technology company with a global workforce. Utilizing the frameworks of Hofstede and Trompenaars, along with insights into corporate culture types and organizational structures, the analysis delves into the cultural dimensions influencing Microsoft's operations. The study aims to provide a comprehensive understanding of how Microsoft navigates cultural diversity in its global business environment, shedding light on the formation of core values and organizational behaviors. Through an in-depth examination, the analysis explores the implications of cross-cultural aspects on human resource management strategies, such as recruitment, performance management, and career development. Insights gained from this study can contribute to Microsoft's sustained global success by informing strategies related to cultural training, onboarding programs, and global rotations. Ultimately, understanding and managing cross-cultural nuances within Microsoft are imperative for fostering integration, collaboration, and optimal productivity among employees from diverse backgrounds and for guiding successful expansions and acquisitions in culturally distinct regions.    

This research applies a qualitative descriptive method with the aim of describing and analyzing the issues found. This qualitative approach is based on collecting primary and secondary data. Primary data in this research was obtained through observation, interviews, and documentation, while secondary data was obtained through books, previous research, and articles relevant to this research. The data source in this research is interview transcripts obtained from a number of respondents called research informants. The informants were selected based on a certain method because their abilities or positions were deemed to be able to describe the problem that would be the object of research. There were four informants for this research, consisting of three general staff and one administrative staff. The main objectives of this research are to find out employee performance programs that have been implemented to improve PT Tri Digi Fin, find out about continuous training and development to improve their performance, and find out how employees improve their work performance. The results of this research show that respondents responded to the questions asked by researchers regarding employee performance. When interviewed by researchers, employees revealed that our program performance includes regular assessments based on KPIs (Key Performance Indicators) that help identify areas for improvement. This finding is reinforced by interview results which show that employees who cannot adapt to change or are open-minded to new ideas and improvements can perform less well in a dynamic environment.

This study aims to analyze the influence of training and work motivation on employee performance in the working environment of Salopa District, Tasikmalaya Regency. Training and work motivation play a crucial role in enhancing employee performance in the public sector, including at the district level. The research employed a quantitative approach, involving employees as respondents in Salopa District. The collected data were analyzed using descriptive statistical techniques and regression analysis to identify the relationship between training, work motivation, and employee performance. The results of the study indicate that training has a positive and significant impact on employee performance in the working environment of Salopa District. With relevant and effective training, employees have the opportunity to develop the skills, knowledge, and competencies required to perform their tasks more effectively. Training can enhance the efficiency, effectiveness, and professionalism of employees in providing services to the community. Furthermore, work motivation also has a significant influence on employee performance. Motivational factors such as recognition, rewards, incentives, organizational support, and career development opportunities can influence employees’ attitudes, work enthusiasm, and dedication to their jobs. Motivated employees tend to have higher performance levels and contribute positively to the achievement of organizational goals

This research aims to determine the influence of training variables (X1), work experience (X2), and work environment (X3) on employee performance (Y) at UD Rimang Decoration. This type of research is quantitative research. The data collection techniques used are primary data and secondary data. The sample selection used the saturated sampling method, the number of samples in the study was 35 respondents at UD Rimang Decoration. The analysis techniques used are Validity Test, Reliability Test, Classical Assumption Test, Multiple Linear Regression Analysis, T Test, F Test and Coefficient of Determination Test. The results of the research obtained the multiple linear regression equation Y= 2.670 + 0.287X1 + 0.383X2 + 0.321X3 and the t test results of the variables training, work experience and work environment had a partially significant effect on employee performance with sig < 0.05. The F test results obtained Fcount results with a significance value of 0.000 < 0.05. From the results of the analysis it can be concluded that training, work experience and work environment have a partially significant effect on the performance of UD Rimang Decoration employees.

The Service Technical Implementation Unit (UPTD) of the Maria Donggomasa Forest Management Unit Center is one of the government agencies under the protection of the Environment and Forestry Service of West Nusa Tenggara Province which is located in the Bima region of West Nusa Tenggara province. The Service Technical Implementation Unit (UPTD) of the Maria Donggomasa Forest Management Unit is the implementing element for operational technical activities or technical investigation activities at the West Nusa Tenggara Provincial Forestry Service. The function and aim of establishing the KPH is to carry out forest management, outline National, Provincial, Regency/City forestry policies to be implemented, carry out forest management activities in its work area based on Determination Decree No.337/Menhut-VII/2009. The area of ​​the Maria Donggomasa Forest Management Unit (UPTD) includes the city and district of Bima which is divided into a working area of ​​9 resorts and has 96 employees consisting of 41 ASN and 55 workers.

The Bogor District Small and Medium Enterprise Cooperative Service will assist cooperatives and micro, small and medium enterprises in the Bogor district to meet licensing requirements and build their capacity. Facilitation of halal certification licensing, food safety counseling certification, digital and packaging training, and development of new entrepreneurs for micro, small and medium enterprises in Bogor Regency. To find out the influence of leadership style on employee performance at the Cooperative Office of Small and Medium Enterprises in Bogor Regency, and to find out the effect of the work environment on employee performance and to find out the influence of leadership style and work environment on employee performance at the Office of Cooperatives and Small and Medium Enterprises in Bogor Regency. This research is a causal associative research with a quantitative approach. The sample of this research is 77 employees. the sampling technique used random sampling, the data collection technique used primary data and the data analysis technique in this study used the SPSS 25 application. Based on the results of this study it shows that Leadership Style has a partial effect on Employee Performance, Work Environment has a partial effect on Employee Performance. Then Leadership Style and Work Environment together (simultaneously) have a significant influence on employee performance.    

This research is a type of qualitative descriptive research, because in this research it will describe the condition of the object and the researcher plays the role of being the key instrument that will process the data. This research was carried out naturally, this research chose to focus on the conditions existing at the Dessy Course and Training Institute (LKP), Bergas District. The data collection technique in this research uses 3 data collection techniques, namely semi-structured interviews, documentation and triagulation. The data sources in this research are subject sources who have the information needed to support this research, namely managers, teachers, employees, members and alumni of LKP Dessy. LKP is a form of non-formal education unit organized for people who need knowledge, skills, life skills and attitudes to develop themselves, develop their profession, work, do independent business and/or continue their education to a higher level. In carrying out the LKP, good management is also required, namely in the selection of management strategies by the management. Strategic management is a series of managerial decisions and actions that determine company performance in the long term. Strategic management includes long-term planning, strategy implementation, evaluation and control. This research aims to qualitatively describe strategic management at LKP Dessy, Bergas District. The results of the analysis show that strategic management at LKP Dessy can be described using one of the stages in company development, namely strategic management whose components include environmental observation, strategy formulation by determining the LKP program plan, LKP program planning, strategy implementation, evaluation and control.

The Importance of Employee Performance in Company Development and the Role of Human Resources in Achieving Goals at the Universitas Muslim Indonesia. Various factors affect employee performance, such as education, training, a conducive work environment, motivation, and appropriate compensation. This article explains how providing appropriate compensation can influence work performance, motivation, and job satisfaction, as well as how an adequate work environment can improve employee performance. In conclusion, this article states that employee performance is a crucial factor in the success of a company, and companies must pay attention to employee needs to achieve organizational goals. The importance of human resources in improving company performance is also highlighted. The key factor in achieving success at the Universitas Muslim Indonesia is through the potential and performance of each employee. Companies can improve employee performance by providing education, training, and appropriate compensation and creating a conducive work environment and motivation. Compensation is part of the reciprocal relationship between the company and human resources. The work environment also plays a vital role in enhancing employee performance. Therefore, the company must provide an adequate work environment, both physically and psychologically, to improve employee performance.

Many companies require good employee performance in order to achieve company goals, business competition is a trigger for companies to improve the performance of their employees. The variables used to determine the effect of the company's employee performance are discipline, compensation, work environment and training. This research was conducted on employees of PT. XYZ involved 60 respondents. This study uses a saturated sampling technique and uses a Likert scale. The analysis used was multiple linear analysis, with the regression equation Y = 16.349 + 0.068X1 + 0.001X2 + 0.159X3 + 0.287X4. The conclusions of this study are, (1) employee performance is not significantly affected by discipline, (2) employee performance is not significantly affected by compensation, (3) employee performance is not significantly affected by the work environment, (4) employee performance is significantly influenced by training, (5) Employee performance is influenced simultaneously by discipline, compensation, work environment and training.

Human resources who work in organizations should have the ability to improve the quality of performance. Many things affect the performance of employees in an agency including work ability, work environment, workload, competence, how the organizational culture of the agency and employee work discipline in carrying out their activities while in an agency, especially the Office of Lamposi Tigo Nagori District Payakumbuh City. This type of research is quantitative. The population in this study included the State Civil Apparatus (ASN) Lamposi Tigo Nagori District Office Payakumbuh City, amounting to 44 people. Data management in this study will use the smartPLS software. The environment, discipline and organizational culture do not significantly influence performance. Competence has a significant effect on performance. T count was obtained for 2.891 with a p value of 0.004. The work environment, competence and work discipline do not have a significant effect on performance after intervening variables of organizational culture. The high performance demands on Lamposi Tigo Nagori Sub-district Office employees in Payakumbuh City must be balanced with better provisioning of competencies through various trainings as well as more appropriate and appropriate rewards.