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Penilaian kinerja merupakan elemen krusial dalam manajemen sumber daya manusia (SDM) untuk memastikan efektivitas organisasi dan pengembangan karyawan. Namun, banyak sistem penilaian tradisional masih bergulat dengan masalah subjektivitas, kurangnya transparansi, dan minimnya fokus pada pengembangan. Penelitian ini bertujuan mengevaluasi sistem penilaian kinerja yang berlaku di Politeknik XXX dan mengusulkan kerangka model yang mengintegrasikan 360-Degree Feedback dan Critical Incident Technique (CIT) untuk mengatasi kelemahan tersebut. Menggunakan analisis survei deskriptif dan analisis kesenjangan (gap analysis) pada data Politeknik XXX , ditemukan bahwa sistem saat ini bersifat top-down, minim umpan balik multi-sumber (rekan sejawat dan mahasiswa 0%), lemah dalam pencatatan kejadian kritis (18.5% untuk prestasi, 29.6% untuk pelanggaran), serta memiliki skor komunikasi hasil penilaian (2.07/5.00), kepuasan, dan keadilan yang moderat (2.96/5.00). Kesenjangan signifikan teridentifikasi pada aspek transparansi (gap 2.29), orientasi perbaikan (gap 2.08), dan rekam kejadian kritis/CIT (gap 2.07). Implikasi dari temuan ini menunjukkan urgensi transformasi menuju sistem manajemen kinerja modern yang mengedepankan objektivitas, transparansi, dan pengembangan profesional berbasis data. Integrasi 360-Degree Feedback dan CIT diyakini mampu menyediakan perspektif holistik dan bukti perilaku faktual yang diperlukan untuk penilaian yang lebih adil dan formatif.

This study was conducted to analyze and examine the influence of individual characteristics, career development, and the quality of human resources on employee performance at PT. Prima Vista Solusi using a quantitative approach through a survey method. Data were collected by distributing questionnaires to 70 respondents who are employees and were analyzed using multiple linear regression with the assistance of SPSS software. The results show that individual characteristics and the quality of human resources have a significant effect on improving employee performance, while the career development variable does not have a significant effect on performance. This indicates that although the career development system has been well implemented, it has not yet become a primary factor in improving performance. Therefore, the company is advised to place greater focus on human resource management policies aimed at enhancing employees’ competencies, skills, and professionalism so that performance can be continuously improved in a sustainable manner.  

Penelitian ini menganalisis pengaruh Marketing Good Governance (MGG) terhadap efektivitas program pelatihan dan pengembangan karier karyawan, dengan pelatihan sebagai variabel mediasi. MGG dipng sebagai pilar strategis yang mengintegrasikan etika pemasaran dengan manajemen sumber daya manusia. Dengan pendekatan kuantitatif berbasis SEM-PLS, penelitian ini melibatkan 150 responden dari industri FMCG, jasa keuangan, dan teknologi informasi. Hasil menunjukkan bahwa MGG berpengaruh signifikan terhadap program pelatihan (β=0.645) dan pengembangan karier (β=0.324), serta pelatihan memediasi hubungan tersebut secara kuat (β=0.334). Temuan ini menegaskan bahwa tata kelola pemasaran yang transparan, akuntabel, dan adil tidak hanya meningkatkan reputasi eksternal perusahaan, tetapi juga memperkuat kompetensi internal dan kejelasan jalur karier karyawan. Kebaruan penelitian ini terletak pada integrasi disiplin pemasaran strategis dan manajemen SDM, yang menempatkan pelatihan sebagai jembatan antara tata kelola dan keberlanjutan karier. Implikasi praktisnya, perusahaan perlu menyinergikan kebijakan HR dan marketing berbasis tata kelola untuk menciptakan budaya kerja etis, meritokratis, dan berkelanjutan.  

Employee retention is a crucial aspect in maintaining smooth operations and the quality of human resources within an organization. This study aims to analyze the influence of organizational support, career development, job satisfaction, organizational culture, and work-life balance on production employee retention at PT. Lucky Textile Semarang. The study employed a quantitative approach with a survey method, distributing questionnaires to 307 respondents, selected using the Slovin formula, from a population of 1,325 production employees. Data analysis was performed using multiple linear regression using IBM SPSS Statistics 27. The results indicate that organizational support has no effect on employee retention, career development has a positive and significant effect on employee retention, job satisfaction has a positive and significant effect on employee retention, organizational culture has a positive and significant effect on employee retention, and work-life balance has a positive and significant effect on employee retention. These findings confirm that internal factors related to personal development, job satisfaction, and a healthy work culture are the most important factors in employee retention decisions. Therefore, companies need to prioritize career advancement strategies, improve working conditions, and strengthen organizational culture to maintain a competent workforce in the long term.

This study is motivated by the importance of improving the productivity of civil servants (ASN) at the sub-district level, which serves as the frontline in delivering public services. Bureaucratic reform and service digitalization demand employees to work more professionally, competently, and productively. Career development and work motivation are considered two crucial factors that influence productivity improvement. The objectives of this research are to examine the effect of career development on employee productivity, to analyze the effect of work motivation on employee productivity, and to test the simultaneous influence of both factors at the Cempaka Baru Sub-District Office, Central Jakarta. The research employed a quantitative method with a saturated sample of 48 respondents. Data were collected through online questionnaires and interviews, then analyzed using multiple linear regression, t-test, and F-test. The results show that career development has a significant positive effect on productivity (t-value 3.051 > t-table 2.014; sig. 0.004 < 0.05). Work motivation also significantly affects productivity (t-value 3.206 > t-table 2.014; sig. 0.002 < 0.05). Simultaneously, both variables significantly influence productivity (F-value 79.546 > F-table 3.20; sig. 0.000 < 0.05). Therefore, career development and work motivation can be regarded as important factors in enhancing employee productivity at the Cempaka Baru Sub-District Office.

This study aims to determine: (1) the influence of motivation on employee performance, (2) the influence of work discipline on employee performance, (3) the influence of motivation and work discipline on employee performance at the National Population and Family Planning Agency (BKKBN) Family Planning and Family Welfare Research and Development Center (PUSNA) Work Unit. This study was conducted at the National Population and Family Planning Agency (BKKBN) Family Planning and Family Welfare Research and Development Center (Pusna) in the field of population control and family planning with motivation and work discipline as independent variables and employee performance as the dependent variable. This study used a sample of 44 people determined by the Slovin sample. Data collection techniques through observation and questionnaires. Instrument testing uses validity and reliability tests, while data analysis techniques used are classical assumption tests and multiple linear regression using SPSS 25. The results of the study indicate that motivation and work discipline variables simultaneously have a positive and significant effect on employee performance. While partial testing shows that motivation and work discipline have a significant effect on employee performance. Furthermore, motivation is the dominant factor that influences employee performance.

Employee training and development is an activity that aims to improve employee competence, knowledge and attitudes in achieving achievement. This training is provided to both new employees and existing employees who still need training and retraining. In practice, training is a short-term development process that uses a structured and organized operating system, with the main aim of improving employee performance and opening up career opportunities. Employees need to have sufficient skills and knowledge, and one way to meet these needs is through training programs designed to improve the quality of human resources. In this way, employees can achieve their desires and ultimately get the expected results.  

Pemimpin yang efektif diperlukan untuk mengembangkan strategi dan struktur yang baik dan menarik karyawan, menginspirasi dan mendukung staf yang berpengalaman, menghargai komitmen mereka, dan meminimalkan turnover intention. Turnover intention mengacu pada kecenderungan atau rencana untuk berhenti dari pekerjaan di tempat kerja. Tujuan dari kegiatan pengabdian kepada masyarakat ini adalah untuk memberikan pendidikan tentang gaya kepemimpinan sebagai upaya untuk mengurangi turnover intention. Kegiatan pendidikan dilakukan dengan menerapkan empat tahap termasuk tahap I perencanaan dan pemilihan strategi, tahap II pemilihan saluran dan materi, tahap III pengembangan materi, tahap IV penerapan, tahap V meninjau efektivitas, tahap VI umpan balik untuk evaluasi. menunjukkan bahwa sebagian besar pengetahuan kepala ruangan setelah diberikan pendidikan tentang gaya kepemimpinan transformasional berada pada kategori tinggi, yaitu 12 responden (85,8%). Kepemimpinan transformasional telah menjadi gaya kepemimpinan yang dominan dipraktikkan oleh para pemimpin di banyak industri dan disiplin ilmu, termasuk dalam keperawatan oleh kepala ruangan

This study aims to analyze the influence of career development and work motivation on employee career improvement at PT Wasteforchange Alam Indonesia. The method used is a descriptive quantitative approach with a population as well as a sample of 45 permanent employees. Data collection was carried out through Likert scale questionnaires, semi-structured interviews, documentation, and literature studies. Data analysis techniques include descriptive percentages and cross-tabulation to identify the tendency of influence between variables. The results of the study show that career development is in the high category and makes a positive contribution to employee career improvement. Similarly, work motivation is in the high category and has a significant influence in supporting career acceleration. Cross-tabulation analysis revealed that the combination of career development and work motivation contributed more strongly to career advancement than the partial influence of each variable. These findings confirm the importance of a human resource management strategy that balances aspects of career development and work motivation in creating more optimal career opportunities. The practical implication of this research is the need for companies to design career development programs that are integrated with an adaptive work motivation system, in order to increase employee retention and productivity in a sustainable manner. This research also provides a foundation for HR policy making based on a holistic and participatory approach.

This research aims to determine the influence of organizational culture and career development on employee performance at PT Sinergi Aitikom, South Jakarta City, both partially and simultaneously. This study uses quantitative methods. The population is all 81 employees. Sampling uses saturated sampling techniques. The analysis methods used are validity testing, reliability testing, classical assumption testing, multiple regression analysis, correlation coefficient analysis (r), determination coefficient analysis and hypothesis testing t-test, f-test. The results show that organizational culture (t-value 7.597> t-table 1.990; sig. 0.000 <0.05), this means that organizational culture partially influences employee performance. Career development (t-value 8.932> t-table 1.990; sig. 0.000 <0.05), this means that career development partially influences employee performance. The f test shows the calculated f value (244.849 > f table 3.11; sig. 0.000 < 0.05), simultaneously organizational culture and career development influence employee performance. The coefficient of determination is 0.859, meaning that 85.9% of the influence between organizational culture and career development simultaneously on employee performance is 85.9%. While the remaining (100-85.9% = 14.1%) is influenced by other variables not studied.

Job satisfaction is a crucial indicator in achieving optimal employee performance. Satisfied employees tend to be more productive and perform better in their roles. Various factors affect job satisfaction, including career development and work-life balance. Career development provides direction and motivation for employees to reach higher career levels, enhancing their sense of achievement and attachment to their work. Meanwhile, work-life balance plays an essential role in maintaining a balance between work responsibilities and personal life. A good balance helps prevent stress, burnout, and improves overall employee well-being. This study aims to examine the impact of career development and work-life balance on job satisfaction among production employees in the Speaker Department at PT X. The research used a quantitative method with a causal associative approach. Total sampling was applied, involving 71 respondents from the department. Data were collected through direct observation and questionnaires focusing on employees' perceptions of career development and their work-life balance. The collected data were analyzed using SPSS version 23 with various statistical tests, including validity, reliability, classical assumption tests, multiple linear regression, t-tests, f-tests, and the coefficient of determination. The results showed that both career development and work-life balance positively and significantly influence job satisfaction, both partially and simultaneously. These two factors collectively impact the job satisfaction levels of employees in the company. These findings offer strategic insights for human resource management, which can be used to design better policies that support employee satisfaction and performance.

PT Pagi Ceria Indonesia is one of the companies engaged in Gardening and Services to serve landscape needs. In managing human resources, PT Pagi Ceria Indonesia needs to pay attention to training and development of each employee in order to produce quality employees and superior performance.. This study aims to determine the effect of training and development of human resources on the performance of employees of PT Pagi Ceria Indonesia in Lenteng Agung Barat. The research method used is a quantitative method with data collection using total sampling or non-probability sampling. A total of 50 respondents were sampled and the data obtained using SPSS 23 software with multiple linear regression analysis techniques including instrument testing, partial and simultaneous hypothesis testing. The results of the Training Variable (X1) research have a significant effect on Employee Performance, with a calculated t value of 3.275 > t table 2.013 and a significance value of 0.002 < 0.05. The results of the Human Resource Development Variable (X2) also have a significant effect on Employee Performance, with a calculated t value of 3.944 > 2.013 and a significance value of 0.000 < 0.05 and the results of the F test (simultaneous), with calculated F = 57.916 > F table = 3.20 and Sig. = 0.000 < 0.05 shows that Training and Human Resource Development together have a significant effect on Employee Performance at PT Pagi Ceria Indonesia.

This study aims to determine the effect of job rotation, career development and motivation on employee performance at PT. Kemuning Group Medan Branch II. The population in this study are employees at PT. Kemuning Group Branch Medan II, amounting to 56 people, while the determination technique using the saturated sampling method. The data sources in this study are primary and secondary data. And the data analysis technique used is quantitative analysis and multiple linear regression. The results of the multiple linear regression analysis are: Y = 21,162 + 0,496X1 + -0,146X2 + 0,543X3+e. The results of the t-test (partial): 1) job rotation, with a tcount value of 7.148 > ttable 1.674, so that compensation (X1) has a significant effect on employee performance (Y) partially. 2) career development with tcount 1.538 < ttable 1.674, so career development (X2) does not have a significant effect on employee performance (Y) partially. 3) motivation with a value of tcount 6.213 > ttable 1.674 so that motivation (X3) has a significant effect on employee performance (Y) partially. F count = 35.706 > F table 2.78. Then the coefficient of determination (R2) is 0.673 (67.3%). So that it can be said that 67.3% of the variation of the independent variables, namely job rotation, career development and motivation in the model can explain the variables of employee performance at PT. Kemuning Group Branch Medan II while the remaining 32.7% is influenced by other variables outside the model.

This study aims to analyze the human resource development (HRD) strategies implemented at PT JVC KENWOOD and their impact on employee productivity. The method used is descriptive qualitative, with data collected through interviews, observation, and document analysis. The research findings indicate that HR development strategies such as continuous training, coaching, and periodic performance evaluations have positively contributed to improving employees' skills and work efficiency. However, challenges remain in utilizing training technology and measuring program effectiveness. Therefore, continuous evaluation is needed to ensure that HR strategies are optimized in supporting the company's productivity.

 Toko Percetakan Zacky Karya Abadi masih mengelola data stok dan penjualan secara manual, yang menimbulkan berbagai tantangan operasional. Penelitian ini bertujuan untuk merancang dan membangun sebuah sistem informasi berbasis web guna menyederhanakan dan mengotomatisasi proses tersebut. Metode pengembangan yang digunakan meliputi tahapan observasi, wawancara, serta perancangan sistem menggunakan alat bantu seperti Activity Diagram, Usecase Diagram, dan ERD, yang diimplementasikan dengan PHP dan MySQL. Hasilnya adalah sebuah sistem informasi terintegrasi dengan akses berbasis peran untuk pemilik, admin, karyawan, kasir, dan pelanggan. Sistem ini memiliki fitur modul manajemen stok, transaksi penjualan, pengelolaan pengguna, dan pelaporan operasional otomatis. Implikasi dari sistem ini adalah peningkatan efisiensi operasional secara signifikan, pengambilan keputusan yang lebih cepat dan akurat melalui laporan real-time, serta meminimalkan risiko kehilangan data.

Reducing product quality is one of the main challenges in the Tofu processing industry, especially in the Sumedang Bumi Armasta Tofu business which is small to medium-scale. The processing, which still maintains the traditional method without the help of technology, has been carried out for many years, but the processing that is still traditional has turned out to cause a dependence on expert employees which if not present will have a direct impact on the quality and quality of the Tofu products produced and the skills of new employees are not optimal in replacing the role of expert employees if they are unable to attend. This study aims to analyze employee development strategies in improving the quality of tofu products using the Fishbone (cause-and-effect) approach. The research method used is qualitative descriptive with data collection techniques through observation and interviews. The results of the analysis show that Human factors (HR) are the main cause of the decline in the quality and quality of Tofu products in Sumedang Tofu SMEs which can be seen from changes in texture, aroma, appearance, and size that are not suitable. Therefore, employee development strategies need to be carried out such as job training, assistance for new employees, and standardization of SOPs that are considered effective in improving the quality of Tofu products to remain consistent.

The role of job training, self-efficacy, and human resource development (HRD) in improving employee performance is discussed in this study. The problem raised is how these three components can synergistically influence employee work efficiency, considering the many challenges faced by organizations in optimizing their human resource potential. The library method and literature review approach are used in this study. This involves the analysis of primary and secondary data from reliable international journals indexed by Scopus and national journals indexed by Shinta. These data were collected through a review of relevant literature covering theories and empirical research on self-efficacy, job training, HRD, and their effects on performance. The results of the study indicate that increasing employee motivation and confidence to complete assigned tasks is very important. Technical skills and adaptability to changes in the work environment are improved through competency-based job training. Meanwhile, an innovative and productive work culture is generated through continuous learning and mentoring programs. When used together, these three components can contribute to improving individual and organizational performance. According to this study, to maintain the sustainability and competitiveness of organizations in the modern era, a holistic approach to HR management is essential

Sebuah organisasi memiliki tujuan untuk menentukan cara menjalankan operasinya agar dapat memiliki perkembangan yang baik sehingga dapat mencapai apa yang diinginkan pihak perusahaan. Penelitian ini bertujuan untuk mengetahui pengaruh kompensasi, pengembangan karir, dan komunikasi terhadap kinerja karyawan pada PT. Sango Ceramics Indonesia bagian painting. Pendekatan kuantitatif yang digunakan dalam penelitian ini dengan sampel yang digunakan adalah karyawan pada PT. Sango Ceramics Indonesia bagian painting berjumlah 90 karyawan. Data penelitian diperoleh dari hasil pengisian kuesioner dan dianalisis dengan menggunakan teknik analisis SEM PLS dengan bantuan program SmartPLS. Hasil dari penelitian ini, 1.) Kompensasi berpengaruh positif terhadap kinerja karyawan, 2.) Pengembangan karir berpengaruh positif signifikan lemah terhadap kinerja karyawan, 3.) Komunikasi berpengaruh positif terhadap kinerja karyawan

This study aims to analyze human resource development (HRD) in improving employee performance at PT. Weelim Indo Perkasa. Effective HRD development is considered an important factor in improving employee productivity and work quality, which in turn has an impact on the success of the company. The research method used is a quantitative approach with descriptive analysis to describe the relationship between HRD development programs and employee performance. The results of the study indicate that structured training, ongoing performance evaluation, and employee empowerment can improve employee competence and motivation, which have a positive impact on their performance. In addition, the implementation of a fair reward system and improvement of work infrastructure have also been shown to contribute significantly to improving performance. This study suggests that companies continue to develop more integrated HRD development policies and programs, and pay attention to employee retention aspects to achieve more optimal long-term goals. Thus, ongoing HRD development is the key to improving employee performance and company progress.

This study analyzes the influence of Employee Training and Employee Development on Work Productivity at Sinar Maju Indonesia Company. Using a quantitative approach with a survey design, data was collected through a questionnaire distributed to 30 employees. Data analysis using simple linear regression showed a regression coefficient of 0.75. These results indicate that there is a positive and significant influence between Employee Training and Employee Development on Work Productivity at Sinar Maju Indonesia Company. An increase in training intensity is associated with an increase in work productivity. These findings support the importance of investing in Employee Training and Employee Development to improve performance and efficiency in companies. Therefore, it is recommended that the management of Sinar Maju Indonesia Company continue and even improve its Employee Training and Employee Development programs to maximize their potential and achieve the company's goals. This research contributes to the development of human resources in the industrial sector and can be a reference for future research.