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This study aims to analyze the effect of training and career development on employee performance at PT XYZ Teknik. The study used a quantitative approach with a survey method. The study population was 82 employees, with a saturated sampling technique so that the entire population was sampled. Data were collected through distributing questionnaires that had been tested for validity and reliability, so they were suitable for use as research instruments. Data analysis was carried out using statistical tests, namely the t-test to see the partial effect and the F-test to test the simultaneous effect between variables. The results showed that training had a significant effect on work performance, indicated by a calculated t-value of 3.498 which was greater than the t-table of 1.990 and a significance level of less than 0.05. In addition, career development also had a significant effect with a calculated t-value of 3.448 which was greater than the t-table of 1.990 and a significance level of less than 0.05. Simultaneously, training and career development were proven to have a significant effect on employee performance with a calculated F-value of 206.883 which was greater than the F-table of 3.11. These findings emphasize the importance of implementing structured training programs and ongoing career development to optimally improve employee competency and performance.

Human resources (HR) are an important factor in determining the success of a business because they play a role in increasing productivity, service quality, and company competitiveness. In an era of increasingly intense business competition, companies are required to have a competitive, professional workforce that is capable of adapting to technological developments and customer needs. This paper aims to identify competitive human resource development strategies at Helen Cempaka Bakery and their impact on business progress. The method used in this paper is a descriptive method with a literature study approach and observation of the business conditions at Helen Cempaka Bakery. The results of the discussion show that human resource development strategies at Helen Cempaka Bakery are implemented through job training, guidance and supervision, motivation, improvement of work discipline, teamwork development, and the use of modern technology and equipment. In addition, indicators of competitive human resources include ability, expertise, knowledge, and good work attitudes. Human resource development has a positive impact on improving employee performance quality, business productivity, service quality, and customer satisfaction. Therefore, continuous human resource development is highly necessary so that Helen Cempaka Bakery can maintain competitiveness and continue to grow amid business competition.

This study aims to determine the application of competitive Human Resource Management (HRM) to employee productivity at Angkringan Lestari Restaurant. Human resources are a crucial factor in the success of a business, particularly in the culinary industry, which relies heavily on service quality, work speed, discipline, and employee ability to serve customers. Competitive HRM implementation is achieved through improving employee performance, knowledge, skills, motivation, discipline, and assigning appropriate responsibilities to employees to optimally increase work productivity.The research method used was descriptive qualitative, with data collection techniques through observation, interviews, and documentation. The study was conducted at Angkringan Lestari Restaurant, focusing on the application of HRM to support employee productivity. The results indicate that the implementation of competitive HRM positively impacts employee productivity. This is evident in improved service quality, punctuality, employee collaboration, and increased customer satisfaction with the service provided.Furthermore, work performance, knowledge, and skills are important factors in increasing employee productivity. However, several obstacles remain, such as limited job training and a lack of continuous competency development. Therefore, efforts are needed to improve the quality of human resources through training, work motivation, and skills development so that employee productivity can continue to increase and be able to compete competitively.

Bureaucratic reform in Indonesia has encouraged the strengthening of civil service management oriented toward performance through the policy of appointing Government Employees with Work Agreements (PPPK) in order to improve the effectiveness of public organizations. This study aims to analyze the performance of PPPK in supporting the implementation of tasks at the Environmental Agency of Jambi City by using Mangkunegara’s performance theory as the analytical framework. This research employs a qualitative approach with a descriptive method. Data were collected through in-depth interviews and documentation, and then analyzed using data reduction, data display, and conclusion drawing techniques. The results show that the performance of PPPK is generally in the good category and contributes positively to organizational effectiveness. This is reflected in the aspects of work quality, work quantity, and responsibility as explained in Mangkunegara’s performance theory. The alignment between job placement and competence, increased work motivation due to employment status certainty, and organizational support through training and coaching are the main factors supporting performance optimization. However, there are still constraints, particularly the suboptimal understanding of main duties and functions, thus requiring strengthened organizational communication and continuous capacity development. This study confirms that competency-based management and systematic development of PPPK play an important role in improving the effectiveness of task implementation in the public sector.

This study aims to analyze the effectiveness of human resource management at Company X in improving organizational performance. Human resources are a strategic factor that plays an important role in supporting the operational success of a company. This research uses a descriptive approach with qualitative methods supported by simple quantitative data analysis. Data were collected through interviews, observations, and documentation related to workforce management within the company. The results indicate that the number of employees has increased along with the development of the company's operational activities. The workforce structure is dominated by productive-age employees who have good adaptability to technological developments and work demands. However, several challenges were identified in human resource management, particularly in workforce planning, recruitment processes, and the effectiveness of training and employee performance evaluation programs. Therefore, the company needs to improve its human resource management system through more selective recruitment processes, relevant training programs, and a more objective performance evaluation system. These improvements are expected to enhance employee productivity and strengthen the company's competitiveness.

Employee performance is an important factor in supporting the success of public services, especially in government agencies that deal directly with the public. Efforts to improve employee performance need to be supported by the implementation of good work discipline and the implementation of job training that is appropriate to employee needs. This study aims to analyze the effect of work discipline and job training on employee performance at the Regional Tax Collection Service Unit (UPPPD) of West Jakarta. This study uses a quantitative method, data collection techniques are carried out by distributing questionnaires to employees with a population of 78 respondents. Sampling uses a total sampling technique. Data analysis was carried out using SPSS version 26 through multiple linear regression tests, t-tests, F-tests, and coefficient of determination (R²) tests. The results of the study indicate that work discipline has a positive and significant effect on employee performance with a significance value of 0.000 <0.05 and a calculated t-value of 11.577. Job training also has a positive and significant effect on employee performance with a significance value of 0.000 <0.05 and a calculated t-value of 11.368. Simultaneously, work discipline and job training significantly influence employee performance, with a calculated F-value of 132.931 and a significance level of 0.000 < 0.05. The coefficient of determination indicates that these two variables explain 78.0% of the variation in employee performance (R² = 0.780), while the remaining 22.0% is influenced by other variables outside this study.

This study aims to analyze in depth the human resource management (HRM) strategies in improving employee performance at the PT JVC Kenwood Cooperative. This research employs a qualitative approach with a descriptive exploratory method to describe actual conditions in the field. Data were collected through in-depth interviews, direct observation, and documentation involving cooperative management and employees. The results indicate that the implemented HRM strategies include systematic workforce planning, internal-based recruitment, training and competency development, provision of both intrinsic and extrinsic work motivation, and the application of a continuous performance evaluation system. The implementation of these strategies has proven effective in improving employee productivity, discipline, and work quality. In addition, these strategies contribute to creating a conducive work environment, increasing job satisfaction, and strengthening employee loyalty to the cooperative. Therefore, effective human resource management plays a crucial role in supporting the success of cooperative organizations in achieving their goals optimally.

This study aims to conduct a Systematic Literature Review (SLR) regarding the influence of career development on organizational commitment. Based on the analysis of various scientific articles, career development is an important approach in human resource management, which focuses on improving employees’ skills, enthusiasm, and readiness to face job challenges and promotion opportunities. On the other hand, organizational commitment refers to the emotional connection that employees have with their workplace, which includes aspects of emotional attachment, obligation, and enduring bonds. The results of the systematic literature review indicate that many previous studies have found a strong and positive correlation between career development and organizational commitment. Workers who are aware of support for their career development, including training programs, mentoring, or predetermined career paths, generally show a higher level of dedication to their organization. Furthermore, various studies have shown that career development can also have an indirect effect on organizational commitment through mediating factors such as job satisfaction, work motivation, and employee performance. However, several studies have shown that career development does not always have a significant impact on organizational commitment, particularly in organizations without a structured career system or when employees have negative perceptions of career opportunities. These varying results highlight the existence of contextual factors that influence the relationship between variables. Overall, this study offers in-depth insights into the significance of career development as a strategic factor in enhancing organizational commitment, along with suggestions for organizations and future researchers conducting similar studies.

Transformational leadership has a strong and positive impact on employee performance across various organizational sectors. This leadership style, which is based on four main dimensions—Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration plays a very important role in creating a shared vision, driving high internal motivation, and producing positive change. Research shows that this positive influence is often affected by factors such as commitment to the organization, job involvement, and organizational behavior. By encouraging employees to put aside personal interests to achieve collective goals, transformational leaders enhance effectiveness, productivity, and the quality of work outcomes. Bass's theory (1985) states that this leadership style drives performance beyond normal expectations. The conclusion of this study emphasizes that the application of transformational leadership style is crucial for organizational management in efforts to improve the quality of human resources. Companies are advised to conduct leadership training that focuses on developing emotional intelligence and visionary communication skills for managers.

This study aims to examine the influence of work environment, work motivation, and job training on employee performance, with work discipline as an intervening variable at PT. Telkom Akses Semarang. The population of this research consists of 400 employees of PT. Telkom Akses Semarang, which is a prominent company in the telecommunications sector. The sampling technique used was purposive sampling, and the sample size of 100 employees was determined using the Slovin formula to ensure a representative sample. Data were collected through questionnaires distributed randomly to the selected respondents to gather comprehensive and reliable information. This study employed a quantitative analysis approach, utilizing Smart PLS as the analytical tool, covering the outer model, inner model, and hypothesis testing to assess the relationships between the variables. The findings indicate that the work environment, work motivation, and job training significantly affect employee performance at PT. Telkom Akses Semarang. Furthermore, the use of work discipline as an intervening variable also mediates the influence of work environment, work motivation, and job training on employee performance, suggesting that work discipline plays a crucial role in enhancing overall employee productivity and organizational success.

This study aims to determine the effect of compensation on employee performance through job satisfaction as an intervening variable at PT Sumber Alfaria Trijaya Tbk Jambi Branch. The population and sample in the study were all employees of PT Sumber Alfaria Trijaya Tbk Jambi Branch totaling 754 employees, while the sample was determined using a sampling method adjusted to the research needs of 89 employees. This study uses a quantitative approach and data were collected through a questionnaire method. The data analysis method of this study is descriptive statistical analysis using the Structural Equation Model (SEM) technique using the SmartPLS 4 program analysis tool. Model testing includes convergent validity testing through outer loading and Average Variance Extracted (AVE) values, discriminant validity testing, and reliability testing through Composite Reliability and Cronbach's Alpha values. Evaluation of the structural model was carried out by looking at the R-Square value, direct effect, indirect effect, and hypothesis testing through t-statistic and p-value. Based on the results of the study, it shows that the average employee performance score of 397.2 is included in the very high category; compensation of 394.3 is included in the very high category; and job satisfaction of 399.1, categorized as very high. The results of the PLS test indicate that compensation has a positive and significant effect on employee performance; compensation has a positive and significant effect on job satisfaction; job satisfaction has a positive and significant effect on employee performance; and compensation has a positive and significant effect on employee performance through job satisfaction as an intervening variable. This research recommends: (1) For the employee performance variable, companies are advised to provide time management training and conduct regular evaluations to achieve work targets more consistently. (2) For the compensation variable, companies need to improve the suitability and availability of work facilities to support effective task implementation. (3) For the job satisfaction variable, companies are advised to improve the work environment and enhance the quality of physical facilities to increase employee comfort and satisfaction.

This study aims to determine whether there is an effect of job training, workload, and work motivation on employee performance at KSP Balo’ta, Tana Toraja Regency. The data collection procedures in this study included interviews, questionnaires, and documentation. The research employed a quantitative method using multiple linear regression analysis, which was processed using SPSS version 23. The sampling technique used was the census (total sampling) method, in which all members of the population were included as samples, totaling 38 respondents. The results of the study indicate that: (1) partially, job training has a significant effect on employee performance. This is evidenced by the t-test results, where the significance value is 0.000 < 0.05 and the calculated t-value is −9.613 > t-table value of 1.691, indicating that variable X1 influences variable Y. (2) workload has a significant effect on employee performance, as shown by the t-test results with a significance value of 0.004 < 0.05 and a calculated t-value of 1.842 > t-table value of 1.691, indicating that variable X2 affects variable Y. (3) work motivation has a significant effect on employee performance, as evidenced by the t-test results with a significance value of 0.000 < 0.05 and a calculated t-value of 4.694 > t-table value of 1.691, indicating that variable X3 influences variable Y. (4) simultaneously, job training, workload, and work motivation have a significant effect on employee performance. This is supported by the F-test results, where the significance value is 0.000 < 0.05 and the calculated F-value is 37.209 > F-table value of 2.883, indicating that variables X1, X2, and X3 simultaneously influence variable Y.

. Industrial Internship (KPI) is a form of student learning that emphasizes the direct application of knowledge in the workplace. This study aims to describe the procedures for employee competency development at PPSDM Migas Cepu as an effort to improve organizational performance. The research employed a descriptive qualitative method with data collected through interviews, observations, and document analysis. The findings indicate that competency development at PPSDM Migas is carried out systematically through three main stages: identifying and planning development needs, implementing training programs, and evaluating outcomes using the CIPP, Kirkpatrick, and Kirkpatrick-Philips models. Training activities include courses, workshops, on-the-job training, and certification programs. Evaluations are conducted periodically to ensure program effectiveness and alignment with organizational needs. These findings highlight the importance of human resource management and supervisor involvement in maximizing competency development outcomes. The results of this internship can serve as a reference for designing training programs in similar institutions.

This study aims to analyze the influence of the work environment, training, and incentives on employee performance at PT. Erela Semarang. The research population includes 877 production employees working at the company. A random sampling technique was applied to ensure representative data, resulting in a sample of 100 production employees. The study adopts a quantitative approach, with data analyzed using multiple linear regression to examine the relationship between the independent variables and employee performance as the dependent variable. The findings reveal that the work environment has a positive and significant effect on employee performance, indicating that comfortable and supportive workplace conditions can improve productivity and job outcomes. In addition, training is proven to have a positive impact on employee performance, showing that skill development and knowledge improvement contribute to better work effectiveness. Furthermore, incentives also demonstrate a positive influence on employee performance, suggesting that financial or non-financial rewards can motivate employees to achieve higher performance levels and support organizational goals.

This Community Service Program aims to enhance the practical abilities of educational staff in understanding and implementing the Electronic Employee Performance Target (e-SKP) system within the Faculty of Economics and Business, Cenderawasih University. The training program was designed to meet the needs of staff for practical knowledge regarding digital performance appraisal systems in accordance with the latest civil service regulations. The training applied an andragogical approach, emphasizing adult learning experiences through simulations, focused group discussions, and hands-on practice in using the e-SKP application. The resource person, Sukrisman, S.T., M.Cs., provided technical guidance and interactive assistance throughout the activity. The results indicated an improvement in participants’ knowledge and skills in operating the e-SKP application, as evidenced by their ability to independently prepare performance reports and actively engage in evaluation discussions. Moreover, participants gained a better understanding of the relationship between job descriptions, positions, and daily logs with performance indicators measured through e-SKP. Future development of this program will focus on implementing a study-program-based approach and integrating the e-SKP system with the faculty’s overall performance planning framework.

Digital transformation has become a necessity for State-Owned Enterprises (BUMN), particularly BRI, to face disruptions in the technological era. This study evaluates the reskilling and upskilling programs at BRI Medan in addressing the need for digital competencies, productivity improvement, and digital banking services. A mixed-method approach was used through in-depth interviews and questionnaires with program participants and HR management at BRI Medan, supported by digital policy documents and performance reports. The analysis focused on digital competencies, participant satisfaction, team performance impact, and regional implementation scale. Initial results indicate that the program emphasizes digital literacy, cybersecurity, the use of digital platforms, basic data analytics, and digital customer service. There was an improvement in skills and adaptability despite challenges such as limited training resources, varying employee profiles, and the need for job-specific customization. Positive impacts on operational efficiency and digital customer satisfaction were identified, with the acceleration of data-driven initiatives. The discussion highlights sustainable design, routine monitoring and evaluation, and the integration of the program into career paths. Policy implications: expansion of the program at Medan branches with a clear budget and strengthening the digital learning ecosystem. This study provides a practical overview of how BUMN, particularly BRI Medan, manages digital transformation through regional competency development.

In the era of globalization and increasingly tight competition, employee performance is one of the determining factors for the success of public services and the implementation of government work programs. Therefore, the quality of human resources owned plays a very important role in supporting the success of the organization, including in the Bogor Regency Transportation Service environment. This study was conducted against the background of indications of problems in motivation and job training at the Bogor Regency Transportation Service Secretariat. This study uses associative statistical quantitative methods. Data were collected through questionnaires distributed to 40 respondents with total sampling techniques. Data analysis was carried out using SPSS software version 23, primary data collection through questionnaires and secondary data from journals and relevant scientific works. The data obtained were then analyzed through validity tests, reliability, multiple linear regression, T tests, F tests, and coefficient of determination tests. The results of the study showed that motivation has a significant positive effect on employee performance, with a t-count value of 3.988 and a significance of 0.000. And also, job training has a significant positive effect on employee performance, with a t-count value of 5.694 and a significance of 0.000. Simultaneously, motivation and work training together influence employee performance by 74.5%, while the remaining 25.5% is influenced by other variables not discussed in this study.

In the digital era and global competition, employee performance is a key factor in enhancing the effectiveness of public services. Competence and job training are considered two important factors that can support improvements in employee performance within an institution. This research employs a quantitative approach with an associative method to identify correlations and impacts between variables. Data were collected through a questionnaire distributed to 40 respondents using total sampling technique. Data analysis was conducted using SPSS version 21 through validity tests, reliability tests, multiple linear regression, T - tests, F - tests, and the coefficient of determination. The results showed that competence has a positive and significant effect on employee performance, with a t - value of 2.461 and a significance of 0.19, and job training also has a positive and significant effect on employee performance, with a t - value of 7.006 and a significance of 0.000. Simultaneously, competency and job training together influence employee performance by 60.2% while the remaining 39.8% is influenced by factors not discussed in this research. Job training shows a more dominant influence compared to competency.

Sustainable employee performance is one of the important factors in achieving organizational competitive advantage. This study is based on the trend of declining performance in 2023 at the Proklamasi BSD ENT Hospital. The purpose of this study is to analyze the effect of human resource development and ambidexterous leadership on sustainable employee performance with job retention as an intervening variable. This type of research includes quantitative causality design. The population used is permanent employees who have worked for more than 3 years. The sampling technique is saturated sampling totaling 101 people. The data collection technique uses a questionnaire, the analysis method uses Structural Equation Modeling with the help of SPSS AMOS 26. The results of the analysis prove that simultaneously human resource development, ambidexterous leadership has a positive effect on sustainable employee performance and job retention as an intervening variable. The importance of additional training and support, improving communication regarding educational opportunities, evaluating how tasks are carried out and ensuring employees have an appropriate workload.

This research aims to identify factors that significantly influence employee performance and formulate strategies to improve it. This research was conducted through a comprehensive literature study of various studies related to employee performance. The main focus of this research is on internal factors such as motivation, leadership, and organizational culture, as well as external factors such as technology and changes in the business environment. The research results show that employee performance is influenced by various interrelated factors. Motivation, both intrinsic and extrinsic, is a key factor that encourages employees to achieve optimal performance. Effective leadership, especially transformational and democratic leadership styles, also has an important role in improving performance. In addition, a positive organizational culture, conducive work environment, and appropriate use of technology can increase employee productivity and job satisfaction. To improve employee performance, organizations need to create a supportive and motivating work environment. This can be done by implementing various strategies, such as providing ongoing training and development, implementing a fair and transparent compensation system, building positive interpersonal relationships, and providing sufficient autonomy to employees. Apart from that, organizations also need to pay attention to external factors such as technological changes and evolving market dynamics.